Bank marketing plan 1

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Online Retail Bank aims to be the one-stop shop for as various financial services as possible on behalf of retail customers. Online Retail Bank has extended a criteria-based marker system which is simple and effective in estimating a wide range of diverse financial industries on their financial impact. Only financially sensible/performing financial industries are evaluated, guarantee that its recommendations make both financial and retail sense.

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Bank marketing plan 1

  1. 1. Running Head: MARKETING PLAN FOR BANK<br />Bank Marketing Plan <br />[Name of writer]<br />[Name of Institution]<br />Bank Marketing plan <br />Executive Summary<br />Online Retail Bank aims to be the one-stop shop for as various financial services as possible on behalf of retail customers. Online Retail Bank has extended a criteria-based marker system which is simple and effective in estimating a wide range of diverse financial industries on their financial impact. Only financially sensible/performing financial industries are evaluated, guarantee that its recommendations make both financial and retail sense.<br />Situational Analysis<br />Online Retail Bank will leverage the proprietary appraisal system to quickly enlarge industry share. The system is appropriate and base on extensive study, providing a rationalized overview of the financial performance of the financial industries.<br />Market<br />Online Retail Bank will concentrate on the intimidated function of financial investing within the retail industry. Retail Bank faces indirect rivalry from financially responsible mutual funds, which do a similar job in assessing an industry's ecological performance but do not allow for investing in individual equity.<br />Management Team<br />Online Retail Bank is owned by two experienced managers, Sarah Lewis, and Steve Burke. Sarah has a master’s degree in economics studies and has worked for the Economic Agency where she was responsible for preparing economic impact statements. Steve has an MBA and has worked for retail banking sector where he developed an extensive amount of networking contacts.<br />Online Retail Bank addresses a previously ignored niche of the financial industry. Retail Bank will generate £230,000 and £261,000 in sales in year two and three respectively.<br />Objectives<br />To become an online retail investment banking; attract more investment to the future financial investment in the financial basis for action, in fact, raise awareness and support for personal investment in the financial industry, the behavior of financial problems.<br />Continue to promote investment-related research, as it relates to the cost of financial criteria.<br />Mission<br />UK Online Retail Bank' mission is to become the premier financial organization that makes investment in retail banking with outstanding financial records and practices. Retail Bank, through comprehensive research and well thought out and verifiable marker criteria will be able to identify sound financial investments. <br />Industry Summary<br />Online Retail Bank is a UK-based financial industry is financially responsible in the financial industry niche focus. The industry has Steve Burke and Sarah Lewis. It has become a L.L.C.<br />Start-up Summary<br />The following equipment will be needed for start up:<br />Phone system (5 lines).<br />Workstation computers (4), back end server, DSL Internet connection, and laser printer.<br />Office furniture, meeting room and waiting room furniture.<br />Monthly service charge for Bears Stearns software.<br />Fax machine, copier, lighting, and assorted office supplies.<br />Industry Ownership<br />Sarah Burke and Steve Lewis as their retail bank. Although they were originally intended as the formation of companies to create S, they decided to set up a limited liability company as a means to avoid the double taxation of corporate interests have not yet achieved to avoid personal responsibility to find. <br />SWOT Analysis<br />Strength <br />Retail banking in the financial sector, to provide specific stock investment advice. Purchased from retail bank Bear Stearns, the highest in the industry one of the banks in respect of financial performance. In addition to solid financial performance standards, the development of retail banking financial markers, which can analyze and grade the financial impact of the attractiveness of an industry set. <br />Weakness<br />As mentioned earlier, an industry's economic performance has been assessed by the financial bank Bear Stearns. Bear Stearns to buy retail banks based on the study recognized that there is no time to study the added value. This study is quite confident, because the bank's implementation of its high. If Bear Stearns research or other similar quality cannot obtain bank retail banks will have to reconsider this decision, the research farm. <br />Opportunity <br />Retail Bank has developed a comprehensive set of financial indicators, the industry and its financial impact assessment. To assess the following areas: <br /><ul><li>Energy use
  2. 2. Water
  3. 3. Recycling Program
  4. 4. Paper consumption and procurement
  5. 5. The use of chemical cleaning
  6. 6. Maintenance of ground
  7. 7. Formal financial policies
  8. 8. Recycling rates
  9. 9. All the tags, including current, the next stage, long-running benchmarks. </li></ul>Bear Stearns retail banks need investment advice from the list, and then apply the standard financial indicators to narrow down the list. As a result, potential investors (stock) because of their recommended list of financial and financial performance. Many sectors of the retail banking allows customers to try to make the choice made by the financial sector assessment of the scope of what kind of industry / industry type, they want to invest in. <br />Threats<br />Retail banking service charges is similar to the typical brokerage fee system based on the percentage. That the retail banks than other standards because of the financial sector required additional expensive, the variance is not material, in particular, customers want good performance of the stock, but only want to invest in financially sound financial services. <br />Several recent studies have shown that highly respected "green" nature of the stock has not performed poorly. In fact, this is just the opposite, in the heart, so that the decision of financial considerations will usually show more good financial industry.<br />Market research<br />Retail banks have recognized the two different target customers. The two customer base is well-known household wealth. They have been gathered to provide customers with <1 million pounds and the "> £ 1 billion in household wealth. The main attributes, so that these industries are so attractive is their desire to make investment decision taking into account ecological factors, in the world differences. <br />The financial industry has many different functions. Several consultants to provide general investment services. Others are only one type of investment Fund; mutual funds may or may only focus on the bonds. Other banks will focus on similar or socially responsible financial industry-specific functionality. <br />Market Segmentation <br />Retail banking has been split into two different groups of target industries. These groups can distinguish the different families of wealth, "one million pounds and the"> 1 million pounds of the family. <br />• <100 million pounds (family values): those customers who have on the environment in distress and the financial industry through its strong performance on the basis of both economic and ecological record, investing in stocks second-class citizens the choice of individual behavior. Because these people do not have enough money, they chose the stock, a reasonable risk. In general, this group, 35% -45% stock portfolio, and other types of investment, and the remaining percentage. <br />• 100 million pounds (family values): These customers are upper middle class, upper class. Their collective savings over one pound million, is quite confident investors. These people are generally on their return on investment is also worried, but the financial problems.<br />Market AnalysisYear 1Year 2Year 3Year 4Year 5Potential CustomersGrowthCAGR<£1 million worth customers8%1,232,0001,330,5601,437,0051,551,9651,676,1228.00%>£1 million worth customers7%223,090238,706255,415273,294292,4257.00%Total7.85%1,455,0901,569,2661,692,4201,825,2591,968,5477.85%<br />Marketing Strategy<br />"Think globally, act locally” this well-known, simple mantra is recommended that each person should do their part. Retail banking services to allow individuals to make their own conscience on the basis of the investment. So many people want to do good, but not sure how. Retail banking services, allowing individuals to do so, not the actual cost compared to other options is correct; Rate of return on the retail banks better than the S & P 500 Index.<br />Marketing efforts will focus on retail banking capabilities, so that individuals can vary widely in the world, while increasing their return on the money. Retail banks will use the magazine ads and community-based marketing (network, sponsorship and participation in the seminar) to increase the visibility and the provision of retail banking services. These ads will be a stable manner; individual investment choices would be ignorant of their own popularity in a number of industries as well. Implicitly accepted the premise of community participation, good business network (Inter Milan relations, corporate and individual) is a business and rely on an important source of good will. Retail banks will participate in numerous special events and seminars, experts will show for them and give them a platform to describe the different services.<br />Retail banks have selected ideas and views, as previously mentioned target industry segments and the fact that these views into customer needs service, retail banks can provide clusters. Although the public at any time the financial responsibility to pay mutual fund shares in a way that they can achieve their own beliefs, just a mutual fund investment categories. Drawback is that the investment returns of its relatively low (as opposed to good stocks) and the lack of capacity and capabilities tend to personalized service, so beyond the mutual fund choices to customize the type of rate.<br />Thus, retail banks have selected these particular groups of customers, because it is an industry organization, with unmet desires. These clusters have a financial investment of money and reluctant, but the only option is a mutual fund. Retail banks tend to distinguish between these two industry sectors according to family values, because this feature provides a useful behavior for different personal information.<br />Service Business Analysis<br />Retail Bank contributes within the financial industry. This multi-billion dollar (£14.8) industry services an extensive range of individuals and financial industries with financial such as investments. There are many different sorts of investments offered including but not limited to:<br /><ul><li>Bonds
  10. 10. Treasury bills
  11. 11. Stocks, mutual funds
  12. 12. Insurance policies
  13. 13. Annuities
  14. 14. IRAs</li></ul>Within the industry, customers are providing by a wide range of banks including:<br />Large national banks such as Merrill Lynch or Charles Schwaab<br />Franchises<br />Individual banks<br />Online brokers<br />Fee composition varies from bank to bank. Many are percentage based on the amount of money the client investments. Some banks charge hourly rates while other banks charge a quarterly management fee. The fee structures are set in stone for some banks while others take a more flexible approach and are willing to work with the customer to set up special arrangements.<br />Competition and Buying Patterns<br />Retail Bank has no direct opponent that offers financially sound stock investment services. All of the existing financial investment options are mutual fund based. Exemplar of this type of mutual funds includes Janus, Citizen Funds, Sierra Club Financial Fund, and Portfolio 21.<br />Implementation <br />Retail banks will use its sustainable competitive advantages of independent financial industry-standard definition of a dedication to an objective measure of financials based research. Competitive advantage will be used by the market mantra "Think globally, act locally.” The marketing slogan, encourage individuals to help with regards to investment environment through the responsible part. The promotion will depend on the index indicates to do financial investment, outperforming the S & P 500 Index.<br />Competitive Edge<br />The competitiveness of retail banking is the standard financial indicators, which pointed out that the application of economic performance and financial stability of the financial commitment. These markers are extremely valuable and effective for several reasons:<br />• Significance: they are based on extensive research, provides a streamlined financial industry an overview of financial performance.<br />• Context-based: Allow a high degree of similar enterprises.<br />• Convenience: easier to use than the large-scale internal audit.<br />The key here is a fact, easy to apply, and accurate measurement system has been developed to provide any industry has been applied to their financial analysis. Does not provide such services, subject to stock investment decision-making process of the type of information sources.<br />Sales Strategy<br />Sales strategy will rely on the use of quantitative evidence of the proposed financial sector outperformed the S & P 500 Index. 1999-2001, selected retail banking financial performance indicators better than 2.4%. This is a significant amount. The sales strategy will focus on retail banking can make smart, you can return your money better than the average. A sales data packet will be assembled and distributed, showing the recommended retail banks than the average historical return for the financial industry customers to enjoy a better future.<br />Sales Forecast<br />Sales forecasting is to make a conservative manner to avoid any inflated expectations may not be. The first few months will be slow. Retail banks have expected a smooth, incremental growth in sales. This can be interpreted as a retail sales function of banks to increase capacity and target customers for retail banks to raise awareness. Please review the sales forecasts for the coming year, figures and graphical representation of the following table and chart.<br />Sales ForecastYear 1Year 2Year 3Sales<£1 million worth customers£54,746£156,665£178,225>£1 million worth customers£22,889£73,633£83,766Total Sales£77,635£230,298£261,991Direct Cost of SalesYear 1Year 2Year 3<£1 million worth customers£8,212£23,500£26,734>£1 million worth customers£3,433£11,045£12,565Subtotal Direct Cost of Sales£11,645£34,545£39,299<br />Web Plan Summary<br />The site will be used as a marketing tool, providing the services they are interested in retail banking and personal information. The site will be quite basic, an introduction to the retail bank. <br />Website Marketing Strategy <br />The site is marked by verbal language, the retail bank staff, to print and submit the popular Internet search engine such as Google. <br />Development requirements <br />Development requirements for the site will not be much the act, rather than more, including e-commerce site or a more complex interactive nature of the site simple act information website. Computer science students will be used to design and site construction. <br />Management Summary <br />Steve Lewis and retail banking will be a founding team leader Sarah Burke. Sarah's undergraduate and master are from the Journal of Financial Research Burlington. After a degree, Sarah, she moved to Washington, she worked in Financial Protection Agency (EPA) for four years, performing for various industries, the financial sector, the financial impact of various project reports. Sara is the expert in their industry-wide blade them, these are the funds invested in the financial perspective the financial sector assessment project manager. <br />In retail banking management team, other members are Steve comes from a financial background. Steve is a finance degree from Seattle University and the University of Washington degree in MBA. Steve went to work after school in the investment department at Salomon Smith Barney for eight years. <br />Personnel Plan <br />• Sarah: industry research, molecular marker development and sales. <br />• Steve: sales, accounting and finance, customer management and marketing. <br />• Account Manager: customer support for their investment accounts. <br />• Administrative Assistant: assorted odd and ends. <br />• Bookkeeping: accounts receivable and payable on the day the work day. <br />• Research Assistant: Sarah her research assistance. <br />This position will be phased as needed basis. Please review the staff projections as shown.<br />Personnel PlanYear 1Year 2Year 3Sarah£30,000£40,000£40,000Steve£30,000£40,000£40,000Account Manager£27,000£36,000£36,000Administrative Assistant£15,000£15,000£15,000Bookkeeper£10,000£12,000£12,000Research Assistant£8,250£9,000£9,000Total Individuals666Total Payroll£120,250£152,000£152,000<br />Financial Summary<br />The following sections will outline important financial information.<br />Important Assumptions<br />The following table details important Financial Assumptions.<br />General AssumptionsYear 1Year 2Year 3Plan Month123Current Interest Rate10.00%10.00%10.00%Long-term Interest Rate10.00%10.00%10.00%Tax Rate30.00%30.00%30.00%Other000<br />Break-even Analysis<br />The Break-even Analysis is shown in the following table and chart.<br />Break-even AnalysisMonthly Revenue Break-even£15,225Assumptions:Average Percent Variable Cost15%Estimated Monthly Fixed Cost£12,941<br />Projected Profit and Loss<br />The following table will indicate Projected Profit and Loss.<br />Pro Forma Profit and LossYear 1Year 2Year 3Sales£77,635£230,298£261,991Direct Cost of Sales£11,645£34,545£39,299Other Costs of Sales£0£0£0Total Cost of Sales£11,645£34,545£39,299Gross Margin£65,990£195,753£222,692Gross Margin %85.00%85.00%85.00%ExpensesPayroll£120,250£152,000£152,000Sales and marketing and Other Expenses£0£0£0Depreciation£3,804£317£317Rent£7,800£7,800£7,800Utilities£1,800£1,800£1,800Insurance£1,800£1,800£1,800Payroll Taxes£18,038£22,800£22,800Other£1,800£1,800£1,800Total Operating Expenses£155,292£188,317£188,317Profit Before Interest and Taxes(£89,301)£7,436£34,375EBITDA(£85,497)£7,753£34,692Interest Expense£73£220£120Taxes Incurred£0£2,165£10,277Net Profit(£89,374)£5,051£23,979Net Profit/Sales-115.12%2.19%9.15%<br />Projected Cash Flow<br />The following table and chart will indicate Projected Cash Flow.<br />Projected Ratios<br />Ratio AnalysisYear 1Year 2Year 3Industry ProfileSales Growth0.00%196.64%13.76%8.79%Percent of Total AssetsOther Current Assets30.58%24.67%13.36%44.18%Total Current Assets33.61%47.56%72.21%76.27%Long-term Assets66.39%52.44%27.79%23.73%Total Assets100.00%100.00%100.00%100.00%Current Liabilities31.73%27.12%14.78%38.61%Long-term Liabilities0.00%0.00%0.00%13.60%Total Liabilities31.73%27.12%14.78%52.21%Net Worth68.27%72.88%85.22%47.79%Percent of SalesSales100.00%100.00%100.00%100.00%Gross Margin85.00%85.00%85.00%100.00%Selling, General & Administrative Expenses200.12%82.81%75.85%82.68%Advertising Expenses0.00%0.00%0.00%1.66%Profit Before Interest and Taxes-115.03%3.23%13.12%1.37%Main RatiosCurrent1.061.754.891.59Quick1.061.754.891.22Total Debt to Total Assets31.73%27.12%14.78%3.09%Pre-tax Return on Net Worth-571.95%34.90%76.71%60.22%Pre-tax Return on Assets-390.49%25.43%65.37%7.76%Additional RatiosYear 1Year 2Year 3Net Profit Margin-115.12%2.19%9.15%n.aReturn on Equity-571.95%24.43%53.70%n.aActivity RatiosAccounts Payable Turnover9.4212.1712.17n.aPayment Days272628n.aTotal Asset Turnover3.398.125.00n.aDebt RatiosDebt to Net Worth0.460.370.17n.aCurrent Liab. to Liab.1.001.001.00n.aLiquidity RatiosNet Working Capital£430£5,798£30,094n.aInterest Coverage-1,231.7433.80286.46n.aAdditional RatiosAssets to Sales0.290.120.20n.aCurrent Debt/Total Assets32%27%15%n.aAcid Test1.061.754.89n.aSales/Net Worth4.9711.145.87n.aDividend Payout0.000.000.00n.a<br />Controls and Measurement<br />By offering the highest level of services, Online Retail Bank will succeed as an industry as well as have a positive impact on our environment. Develop a workable, accurate set of online banks for a wide range of financial impacts a financial industry faces.<br />Purchase high-quality financial performance investment research, recognizing that there is no value added for Online Retail Bank doing this research themselves. Price the service so that there is a good profit margin while remaining competitive.<br />References<br />Johnson, H. G, 2009. "Theoretical Problems of the International Monetary System." In Richard N. Cooper, ed. International Finance . Baltimore.<br />Kaplan, Jacob J., and Günter Schleiminger, 2008. The European Payments Union: Financial Diplomacy in the 1950s. Oxford and Europe.<br />Kapur, Devesh, John P. Lewis, and Richard Webb 2007. The World Bank: Its First Half Century. Europe. <br />Kelly, Janet., 2008. "International Monetary Systems and National Security." In Klaus Knorr and Frank N. Trager, eds. Economic Issues and National Security. Lawrence, Kans<br />Kenen, Peter B., Francesco Papadia, and Fabrizio Saccomanni, eds, 2008. The International Monetary System. Cambridge and Europe.<br />Keohane, Robert O., 2007. After Hegemony: Cooperation and Discord in the World Political Economy. Princeton, N.J.<br />Keynes, John M, 2007. The Collected Writings of John Maynard Keynes. Vol. 25. Edited by Donald Moggridge. London and Europe.<br />Kindleberger, Charles, 2005. A Financial History of Western Europe. 2d ed. Oxford and Europe<br />Kirshner, Jonathan., 2005. Currency and Coercion: The Political Economy of International Monetary Power. Princeton, N.J.<br />Kunz, Diane, 2000. Butter and Guns: America's Cold War Economic Diplomacy. Europe.<br />Maier, Charles 2007. "The Two Postwar Eras and the Conditions for Stability in Twentieth-Century Western Europe." American Historical Review 86 (April).<br />Mason, Edward, and Robert E. Asher, 2007. The World Bank Since Bretton Woods. Europe..<br />Meier, Gerald M, 2004. The Problems of a World Monetary Order. 2d ed. Oxford and Europe.<br />Milward, Alan S., 2006. The Reconstruction of Western Europe, 1945–1951. London and Berkeley, Calif.<br />Appendix<br />Start-upRequirementsStart-up ExpensesLegal£5,000Stationery etc.£500Brochures£500Licenses£2,000Insurance£500Research and Development£9,000Other£2,500Total Start-up Expenses£20,000Start-up AssetsCash Required£79,000Other Current Assets£7,000Long-term Assets£19,000Total Assets£105,000Total Requirements£125,000<br />Start-up FundingStart-up Expenses to Fund£20,000Start-up Assets to Fund£105,000Total Funding Required£125,000AssetsNon-cash Assets from Start-up£26,000Cash Requirements from Start-up£79,000Additional Cash Raised£0Cash Balance on Starting Date£79,000Total Assets£105,000Liabilities and CapitalLiabilitiesCurrent Borrowing£0Long-term Liabilities£0Accounts Payable (Outstanding Bills)£0Other Current Liabilities (interest-free)£0Total Liabilities£0CapitalPlanned InvestmentInvestor 1£75,000Investor 2£50,000Additional Investment Requirement£0Total Planned Investment£125,000Loss at Start-up (Start-up Expenses)(£20,000)Total Capital£105,000Total Capital and Liabilities£105,000Total Funding£125,000<br />Pro Forma Cash FlowYear 1Year 2Year 3Cash ReceivedCash from OperationsCash Sales£77,635£230,298£261,991Subtotal Cash from Operations£77,635£230,298£261,991Additional Cash ReceivedSales Tax, VAT, HST/GST Received£0£0£0New Current Borrowing£3,000£0£0New Other Liabilities (interest-free)£0£0£0New Long-term Liabilities£0£0£0Sales of Other Current Assets£0£0£0Sales of Long-term Assets£0£0£0New Investment Received£0£0£0Subtotal Cash Received£80,635£230,298£261,991ExpendituresYear 1Year 2Year 3Expenditures from OperationsCash Spending£120,250£152,000£152,000Bill Payments£38,394£71,497£84,646Subtotal Spent on Operations£158,644£223,497£236,646Additional Cash SpentSales Tax, VAT, HST/GST Paid Out£0£0£0Principal Repayment of Current Borrowing£300£1,000£1,000Other Liabilities Principal Repayment£0£0£0Long-term Liabilities Principal Repayment£0£0£0Purchase Other Current Assets£0£0£0Purchase Long-term Assets£0£0£0Dividends£0£0£0Subtotal Cash Spent£158,944£224,497£237,646Net Cash Flow(£78,308)£5,801£24,345Cash Balance£692£6,492£30,837<br />Projected Balance Sheet<br />The following table will indicate the Projected Balance Sheet.<br />Pro Forma Balance SheetYear 1Year 2Year 3AssetsCurrent AssetsCash£692£6,492£30,837Other Current Assets£7,000£7,000£7,000Total Current Assets£7,692£13,492£37,837Long-term AssetsLong-term Assets£19,000£19,000£19,000Accumulated Depreciation£3,804£4,121£4,438Total Long-term Assets£15,196£14,879£14,562Total Assets£22,888£28,371£52,399Liabilities and CapitalYear 1Year 2Year 3Current LiabilitiesAccounts Payable£4,561£5,994£7,043Current Borrowing£2,700£1,700£700Other Current Liabilities£0£0£0Subtotal Current Liabilities£7,261£7,694£7,743Long-term Liabilities£0£0£0Total Liabilities£7,261£7,694£7,743Paid-in Capital£125,000£125,000£125,000Retained Earnings(£20,000)(£109,374)(£104,323)Earnings(£89,374)£5,051£23,979Total Capital£15,626£20,677£44,656Total Liabilities and Capital£22,888£28,371£52,399Net Worth£15,626£20,677£44,656<br />Sales ForecastMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12Sales<£1 million worth customers0%£0£0£0£2,500£3,545£4,545£5,878£6,335£7,474£7,558£8,255£8,656>£1 million worth customers0%£0£0£0£0£0£2,136£2,763£2,977£3,513£3,552£3,880£4,068Total Sales£0£0£0£2,500£3,545£6,681£8,641£9,312£10,987£11,110£12,135£12,724Direct Cost of SalesMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12<£1 million worth customers£0£0£0£375£532£682£882£950£1,121£1,134£1,238£1,298>£1 million worth customers£0£0£0£0£0£320£414£447£527£533£582£610Subtotal Direct Cost of Sales£0£0£0£375£532£1,002£1,296£1,397£1,648£1,667£1,820£1,909<br />Pro Forma Balance SheetMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12AssetsStarting BalancesCurrent AssetsCash£79,000£73,938£66,335£54,602£44,275£34,049£26,218£19,809£13,785£9,329£7,752£4,153£692Other Current Assets£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000Total Current Assets£86,000£80,938£73,335£61,602£51,275£41,049£33,218£26,809£20,785£16,329£14,752£11,153£7,692Long-term AssetsLong-term Assets£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000Accumulated Depreciation£0£317£634£951£1,268£1,585£1,902£2,219£2,536£2,853£3,170£3,487£3,804Total Long-term Assets£19,000£18,683£18,366£18,049£17,732£17,415£17,098£16,781£16,464£16,147£15,830£15,513£15,196Total Assets£105,000£99,621£91,701£79,651£69,007£58,464£50,316£43,590£37,249£32,476£30,582£26,666£22,888Liabilities and CapitalMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12Current LiabilitiesAccounts Payable£0£1,788£1,897£2,477£2,912£3,136£3,663£3,947£4,045£4,288£4,330£4,478£4,561Current Borrowing£0£0£0£0£0£0£0£0£0£0£3,000£3,000£2,700Other Current Liabilities£0£0£0£0£0£0£0£0£0£0£0£0£0Subtotal Current Liabilities£0£1,788£1,897£2,477£2,912£3,136£3,663£3,947£4,045£4,288£7,330£7,478£7,261Long-term Liabilities£0£0£0£0£0£0£0£0£0£0£0£0£0Total Liabilities£0£1,788£1,897£2,477£2,912£3,136£3,663£3,947£4,045£4,288£7,330£7,478£7,261Paid-in Capital£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000Retained Earnings(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)Earnings£0(£7,167)(£15,197)(£27,826)(£38,906)(£49,672)(£58,347)(£65,357)(£71,796)(£76,812)(£81,748)(£85,813)(£89,374)Total Capital£105,000£97,833£89,804£77,174£66,095£55,328£46,653£39,643£33,204£28,188£23,252£19,187£15,626Total Liabilities and Capital£105,000£99,621£91,701£79,651£69,007£58,464£50,316£43,590£37,249£32,476£30,582£26,666£22,888Net Worth£105,000£97,833£89,804£77,174£66,095£55,328£46,653£39,643£33,204£28,188£23,252£19,187£15,626<br />

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