CIS 524 Discussion 1 post responses.Respondto the colleagues pos.docx

CIS 524 Discussion 1 post responses.
Respondto the colleagues posts regarding:
"System Documentation" Please respond to the following:
· Ray and Jason have just finished developing the
documentation for a system your team recently completed. Ray
insists that the documentation should be printed in booklet
format and included with the system. Jason insists that paper
manuals are outdated and that the documentation should only be
distributed electronically via DVD. Compare and contrast the
use of online documentation and paper documentation. Then,
make a decision about what documentation you will provide
with your system and explain it to Ray and Jason.
· Debate whether or not to give credit to authors and designers
of training manuals. Support your argument.
NM’s post states the following:Top of Form
I must agree with Jason paper is out dated. Now days, most
businesses are turning towards document control/management
systems to eliminate paper. It is best to put documentation in a
secure place electronically on a server not a DVD or usb drive
because they have a tendency of walking away.
Having paper copies can take up valuable space, is prone to
getting damaged and becoming unreadable. Paper copies are
harder to share the document with others at a different location.
It is harder to make changes and adjustments to a paper copies;
with electronic documentation, changes can be made easier and
the changes can be shared. Paper copies cost to deliver.
Electronic documentation makes storing of documents more
efficient. The cost to deliver an electronic document is cheaper.
With electronic documents, you can perform faster searches to a
specific item needed versus having to read until you find what
you are looking for. Electronic documents are more difficult to

destroy because they can be backed up. While paper documents
can be destroyed by flood, fire and also paper can deteriorate
over time possibly making document unreadable or hard to read.
With electronic documents you can have document collaboration
which makes access and sharing easy. Electronic documents
can be changed and updates can be made much faster and easier
and you can simplify edits and revisions much easier.
Lastly, electronic documentation can protect the environment by
reducing waste!
https://www2.seas.gwu.edu/~shmuel/WORK/Differences/The%2
0Difference%20between%20Electronic%20and%20Paper%20Do
cuments.html
http://www.locisolutions.com/blog/7-disadvantages-paper-
based-document-management
· Debate whether or not to give credit to authors and designers
of training manuals. Support your argument.
I feel authors and designers of training manuals should
definately get credit because they have taken their valuable time
and performed through research using knowledge and
experience to produce a product that others can use and gain
knowledge from. Writing training and user manuals take great
skill and can be extremely difficult to make understand to your
audience. A great user manual educates people about product
features, while teaching them how to use these features
effectively. As an author, your ultimate goal is comprehension.
You want readers to easily be able to read, reference, and
absorb information.
I feel designing of training manuals is very intense. You have
to be prepared to write in active voice and be consistent with
tone and style of writing (I am horrible at that). You have to be
a GREAT writer and possess GREAT skills to break down
topics for various audiences to read, understand and
comprehend. A writer has to know the objectives, identify their
audience, create modules and/or chapters and make smooth

transitions from one to the next, structure the lessons, perform
usability testing, develop an assessment portion, possibly
incorporate labs, questions, practice lessons and exercises,
feedback, make the training manual easy to read, interesting and
visually appealing to not bore your audience.
I can document but no way do I possess the writing skills to
create manuals and training manuals.
This link provides some guidelines how to write a good manual
https://www.dozuki.com/blog/2017/01/12/how-to-write-a-user-
manual
Reference
https://www.cio.com/article/3307441/rewrite-or-rebuild-5-
legacy-system-upgrade-considerations.html
CIS 524 Discussion 2 post responses.
Respondto the colleagues posts regarding:
"Online Communities" Please respond to the following:
· Evaluate online tutorials and online communities in regard to
helping users. Create an argument for the approach you find to
be the most effective and explain why.
· From the e-Activity, evaluate at least two sites or tools for
developing end user documentation. Discuss the abilities the
sites or tools provide and how the sites or tools aid in the
creation of user documentation. Make a suggestion to improve
the site or tool.
JN’s post states the following:Top of Form
I've had the pleasure to take part in both online tutorials as
well as online communities to enhance knowledge and skills.
The largest difference between the two are that the online

tutorial will help to build the foundational knowledge necessary
to learn an activity. Online sites such as CBTNuggets is a great
resource to learn various Information Technology topics dealing
with the "how something works" like cisco networking and
preparing for a certification. As a member of (ISC)2 you have
the ability to join the online community which is available to
discuss current trends in information security. It's a great
resource for networking and learning from other individuals
around the globe.
Two web-sites that offer the ability to generate end user
documentation similar to HelpNDoc are the following: (1)
Paligo, and (2) DR Explain. Paligo is a multi-user interface that
allows several contributors to work on a user document at the
same time, it lets users check out certain portions to notify
others that it is being worked, it provides simple formatting
editing and "user" views along the way. Paligo also offers a
programmatic management view and allows for simple project
management of the generation of the documentation, milestones
can be inserted, reviewed, marked complete, and give realistic
time lines to completion and delivery. DR Explain is very
similar to both HelpNDoc and also Paligo, the largest difference
is that it must be an "on-premise" deployment and management.
This means the management of the system and interface is in the
hands of the organization, as opposed to the web-site/company.
This adds overhead to the deployment of such a tool and should
be taken into account when it comes to the total cost of
ownership. Without the ability to easily get a quote and
understand the price model, from initial overview of the tools,
Paligo is on top as the company manages the code and updates
and all the organization needs to do is setup an account. The
largest concern for this would be that a company is placing it's
Intellectual Property (IP) in the hands of another, so ensure
legal is on board and proper agreements are in place is the IP is
extremely valuable.
-John

Sources:
https://paligo.net/product/ - Paligo
https://www.drexplain.com/write_documentation/ - Dr. Explain
https://www.cbtnuggets.com - Online Training Resource -
"CBTNuggets"
WelcomeDemoWelcome!Thank you for trying out Business Plan
Financials from Planning Shop. 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
our website, www.PlanningShop.com.
Note that this demo copy of Business Plan Financials is
deliberately feature-limited. We restrict you to just one
product, one capital investment, one loan and 5 capital
expenditures. If you purchase the Business Plan Financials, you
get access to up to 10 products, 60 capital expenditures, 15
capital investments, and 20 loans. Also, the watermark that
appears and prints on each page willbe removed.
To use the Business Plan Financials workbook, first go to the
Planning Shop tab of the Excel Ribbon.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 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 Planning
Shop toolbar to reach the "Setup and Assumptions" worksheet,
where you'll enter some basic information about your
business.Version 2.7
Copyright © 2003-2012 Planning Shop
WarningW A R N I N G !IT APPEARS THAT YOU DO NOT
HAVE EXCEL'S MACRO CAPABILITY ENABLED. THESE
FINANCIAL WORKSHEETS WILL NOT FUNCTION
WITHOUT MACROS ENABLED.Excel 2007 for Windows:
To enable macros:
1. Click the "Options" button in the Security Warning that
appears at the top of this page.2. A "Security Alert - Macros &
Active X" window should appear.
3. Select the "Enable this content" radio button
4. Click the "OK" button.
Your workbook should be ready to use now.
If you do not see the "Security Warning" along the top of this
page, scroll down for more detailed instructions, under "Excel
2007 on Windows - Enabling Macros"Excel 2010 for Windows:
To enable macros:
1. Click the "Enable Content" button in the Security Warning
that appears at the top of this page.If you do not see the
"Security Warning" along the top of this page, scroll down for
more detailed instructions, under
"Excel 2010 and Excel 2013 on Windows - Enabling
Macros"Excel 2013 for Windows:
To enable macros:

"Excel 2010 & Excel 2013 on Windows - Enabling
Macros"Excel 2010 for Mac:
1. A pop-up window appears. Select "Enable Macros".
2. Your workbook should now be ready to use.Excel 2008 for
Mac:
Excel 2008 for Mac does not support Macros or Visual Basic, so
there is no way to enable the macros. Please obtain a Mac
2008-only version of Business Plan Financials from
PlanningShop.Excel 2007 on Windows - Enabling Macros1.
From the Windows Ribbon, Select the circular "Windows"
button in the upper left.
2. From the drop-down menu that appears, press the Excel
Options button in the lower right.3. From the "Excel Options"
pop-up, select Trust Center on the left side.
4. Select Trust Center Settings…. In the lower right.5. In the
"Trust Center" pop-up, select "Macro Settings" on the left side.
6. Then, select the Disable all macros except digitally signed
macros. (This works because the Planning Shop signs all its
workbooks with digital certificates.)
7. Press OK twice.Excel 2010 and Excel 2013 on Windows -
Enabling MacrosNote: The procedure is exactly the same for
Excel 2010 and Excel 2013, even though the Excel 2013 has a
slightly different look than these screenshots.
1. In the upper left corner of the Excel Ribbon, press the "File"
tab.2. Select Options, in the lower left corner.3. Select Trust
Center from the Lower Left.
4. Click the "Trust Center Settings…" button in the lower
right5. Select "Macros Settings" from the left side menu

6. Select the "Disable all macros except digitally signed
macros" radio button.
7. Click "OK" twice
&CYour 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
First, a few tips to get you started:
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
"ORIGINAL_PlanningShop_BusinessPlanFinancialsMac(2.7)"
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.
You installed the Mac version of the Business Plan Financials
product, which does not have the Planning Shop tab available in
the Excel Ribbon (unlike the Windows version). Instead, to
navigate between worksheets and charts, use the Excel
worksheet tabs along the bottom edge of the Excel window.Start
with the "Setup" worksheet. Enter your data, and then work
your way through the workbook, one worksheet at a time, by
clicking the next worksheet to the right. There are 23
worksheets/charts in this workbook. The last one (furthest to
the right) is "NS5Yr."

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 in-depth help
and assistance, refer to the Business Plan Financials Help" PDF
file in your PlanningShop folder. The document contains step-
by-step instructions and includes a "Frequently Asked
Questions" section.
To get started, find the Excel worksheet listing (each worksheet
is listed on a tab) along the bottom of the Excel window. Click
on the "Setup" tab to reach the "Setup and Assumptions"
worksheet, where you'll enter some basic information about
your business.Version 2.7
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.
SAVING A BLANK WORKBOOK, TO ALLOW FOR
RECOVERY FROM MISTAKES
"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
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"
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?January$0.00$0.00What 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?TenTenMost 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%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?30PERSONNEL
ASSUMPTIONSApproximately how much do you expect to
spend per year on benefits for each SALARIED/FULL TIME
employee (medical insurance, etc.)?$5,000Approximately how
much do you expect to spend per year on benefits for each
HOURLY/PART-TIME employee (medical insurance,
etc.)?$36With 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%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.$5,000At approximately what rate do you expect to
be taxed on your net income?25.00%If you will use an interest-
bearing account for your banking, at what rate will you accrue
interest?1.00%
&CSetup & Assumptions

Page &P of &N
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.
If you're not sure what percentage to enter here, leave it at the
default (15%).
default (25%).
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).
default (1.00%).
If, for instance, your terms will be "Net 30," put 30 here. You
may enter any number of days between 0 and 120.
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.
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.
PART-TIME employee--the worksheets will automatically
SalesProjSales
Projections20132014201520162017AssumptionsJanuaryFebruar

yMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDe
cemberTOTALJanuaryFebruaryMarchAprilMayJuneJulyAugustS
eptemberOctoberNovemberDecemberTOTAL1st Quarter2nd
Quarter3rd Quarter4th QuarterTOTAL1st Quarter2nd
Quarter3rd Quarter4th QuarterTOTALProduct Line 1Unit
Volume50.00%1000150022503375506375941139117086256293
84435766586498257493000000000000Unit
Price0.00%$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$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%10.
00%$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%$50.00$75$112.50$168.75$253.13$379.69$5
69.53$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%$560.00$840$1,260$1,890$2,835$4,253$6,379$9,5
68$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$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 2Unit
Volume2.00%00000000000000.000000000000000000000000Un
it
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$0Product Line 3Unit
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
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
&CSales Projections
Page &P of &N
Change the text in this cell to reflect the name of a major
product, product line or service your firm will offer.
Enter the number of units you expect to sell during this month.
If you are running a service-based company …
WelcomeDemoWelcome!Thank you for trying out Business Plan
Financials from Planning Shop. 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
Note that this demo copy of Business Plan Financials is
deliberately feature-limited. We restrict you to just one
product, one capital investment, one loan and 5 capital
expenditures. If you purchase the Business Plan Financials, you
get access to up to 10 products, 60 capital expenditures, 15
capital investments, and 20 loans. Also, the watermark that
appears and prints on each page willbe removed.
To use the Business Plan Financials workbook, first go to the
Planning Shop tab of the Excel Ribbon.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 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 Planning
Shop toolbar to reach the "Setup and Assumptions" worksheet,
where you'll enter some basic information about your
business.Version 2.7
WarningW A R N I N G !IT APPEARS THAT YOU DO NOT
HAVE EXCEL'S MACRO CAPABILITY ENABLED. THESE
FINANCIAL WORKSHEETS WILL NOT FUNCTION
WITHOUT MACROS ENABLED.Excel 2007 for Windows:
To enable macros:
1. Click the "Options" button in the Security Warning that
appears at the top of this page.2. A "Security Alert - Macros &
Active X" window should appear.
3. Select the "Enable this content" radio button
4. Click the "OK" button.
Your workbook should be ready to use now.
If you do not see the "Security Warning" along the top of this
page, scroll down for more detailed instructions, under "Excel
2007 on Windows - Enabling Macros"Excel 2010 for Windows:
To enable macros:

"Excel 2010 and Excel 2013 on Windows - Enabling
Macros"Excel 2013 for Windows:
To enable macros:
"Excel 2010 & Excel 2013 on Windows - Enabling
Macros"Excel 2010 for Mac:
1. A pop-up window appears. Select "Enable Macros".
2. Your workbook should now be ready to use.Excel 2008 for
Mac:
Excel 2008 for Mac does not support Macros or Visual Basic, so
there is no way to enable the macros. Please obtain a Mac
2008-only version of Business Plan Financials from
PlanningShop.Excel 2007 on Windows - Enabling Macros1.
From the Windows Ribbon, Select the circular "Windows"
button in the upper left.
2. From the drop-down menu that appears, press the Excel
Options button in the lower right.3. From the "Excel Options"
pop-up, select Trust Center on the left side.
4. Select Trust Center Settings…. In the lower right.5. In the
"Trust Center" pop-up, select "Macro Settings" on the left side.
6. Then, select the Disable all macros except digitally signed
macros. (This works because the Planning Shop signs all its
workbooks with digital certificates.)
7. Press OK twice.Excel 2010 and Excel 2013 on Windows -
Enabling MacrosNote: The procedure is exactly the same for
Excel 2010 and Excel 2013, even though the Excel 2013 has a
slightly different look than these screenshots.
1. In the upper left corner of the Excel Ribbon, press the "File"

tab.2. Select Options, in the lower left corner.3. Select Trust
Center from the Lower Left.
4. Click the "Trust Center Settings…" button in the lower
right5. Select "Macros Settings" from the left side menu
6. Select the "Disable all macros except digitally signed
macros" radio button.
7. Click "OK" twice
&CYour 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
"ORIGINAL_PlanningShop_BusinessPlanFinancialsMac(2.7)"
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.
You installed the Mac version of the Business Plan Financials
product, which does not have the Planning Shop tab available in
the Excel Ribbon (unlike the Windows version). Instead, to
navigate between worksheets and charts, use the Excel
worksheet tabs along the bottom edge of the Excel window.Start
with the "Setup" worksheet. Enter your data, and then work

your way through the workbook, one worksheet at a time, by
clicking the next worksheet to the right. There are 23
worksheets/charts in this workbook. The last one (furthest to
the right) is "NS5Yr."
about the section you are working on.For more in-depth help
and assistance, refer to the Business Plan Financials Help" PDF
file in your PlanningShop folder. The document contains step-
by-step instructions and includes a "Frequently Asked
Questions" section.
To get started, find the Excel worksheet listing (each worksheet
is listed on a tab) along the bottom of the Excel window. Click
on the "Setup" tab to reach the "Setup and Assumptions"
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.
SAVING A BLANK WORKBOOK, TO ALLOW FOR

RECOVERY FROM MISTAKES
"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
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"

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?January$0.00$0.00What 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?TenTenMost 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%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?30PERSONNEL
ASSUMPTIONSApproximately how much do you expect to
spend per year on benefits for each SALARIED/FULL TIME
employee (medical insurance, etc.)?$5,000Approximately how
much do you expect to spend per year on benefits for each
HOURLY/PART-TIME employee (medical insurance,
etc.)?$36With 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%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.$5,000At approximately what rate do you expect to
be taxed on your net income?25.00%If you will use an interest-
bearing account for your banking, at what rate will you accrue
interest?1.00%
&CSetup & Assumptions
Page &P of &N
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.
default (15%).
default (25%).
FULL-TIME employee--the worksheets will automatically
default (1.00%).
If, for instance, your terms will be "Net 30," put 30 here. You
may enter any number of days between 0 and 120.
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.
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.
PART-TIME employee--the worksheets will automatically

SalesProjSales
Projections20132014201520162017AssumptionsJanuaryFebruar
yMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDe
cemberTOTALJanuaryFebruaryMarchAprilMayJuneJulyAugustS
eptemberOctoberNovemberDecemberTOTAL1st Quarter2nd
Quarter3rd Quarter4th QuarterTOTAL1st Quarter2nd
Quarter3rd Quarter4th QuarterTOTALProduct Line 1Unit
Volume50.00%1000150022503375506375941139117086256293
84435766586498257493000000000000Unit
Price0.00%$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$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%10.
00%$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%$50.00$75$112.50$168.75$253.13$379.69$5
69.53$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%$560.00$840$1,260$1,890$2,835$4,253$6,379$9,5
68$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$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 2Unit
Volume2.00%00000000000000.000000000000000000000000Un
it
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
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
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
&CSales Projections
Page &P of &N
Change the text in this cell to reflect the name of a major
product, product line or service your firm will offer.
Enter the number of units you expect to sell during this month.
If you are running a service-based company …
Business operation and strategy
5
UpTown Swirl
Business Operation and Strategy

· Source and Use of Funds
· Plan Assumptions
1. Monthly Volumes = 1,000 Bottles in January
2. Monthly growth = 50%
3. Price per unit = $2 per bottle
4. Sales made through commission agents = 30%
5. Commission to sales agents = 15%
6. Returns and allowances = 2.5% of gross sales
7. COGS = 28% of Gross Sales ($0.56 per bottle)
8. Monthly Inventory
9. Capex
a. 2 NAB Mixers of $28,500 each with life of 5 years and
salvage value of $5,000
b. 2 Bottling Machinery of $9,600 each with life of 6 years and
salvage value of $1,500
c. 4 Panel Vans of $10,000 each with life of 4 years and salvage
value of $2,000
d. 3 Apple Macintosh computers of $1,200 each with life of 4
years and salvage value of $100
e. 1 Graphic Software of $750 with life of 4 years and salvage
value of $100
f. 2 Mobile Phone of $250 each with life of 3 years and salvage
value of zero

10. Staffing
a. Management Employees = 3 head count @ $2,000 per month
b. Salary of myself is ignored and hence not considered in
management headcount
c. Administrative Staff = 2 head counts @ $1,500 per month up
to June.
d. Sales Team = 2 head counts @ $1,000 per month. 5 head
counts from July onwards
e. Operations = 1 head count @ $1,500 per month
f. Other Staff = 1 head count @ $500 per month
g. Retainer = 1 head count @ $10 per hour for 20 hours week or
80 hours a month
11. Marketing
12. Professional Services
a. Attorneys = $2,000
b. Accountants = $1,500
c. Management Consultants = $2,000
13. Capital Investment
a. Myself = $50,000
b. Melinda Cates = $40,000
c. Seed Funding from friends = $20,000 to be repaid in full
without interest at end of December of first year

d. Bank Loan = $100,000 for 5 years @ 3% p.a.
e. Series A round of funding from private equity = $120,000 in
April
14. Miscellaneous Expenses
· Break Even
Reference
Abor, J. Y. (2017). Evaluating Capital Investment Decisions:
Capital Budgeting. In Entrepreneurial Finance for MSMEs (pp.
293-320). Palgrave Macmillan, Cham.
Korauš, A., Gombár, M., Kelemen, P., & Backa, S. (2019).
Using quantitative methods to identify insecurity due to unusual
business operations. Entrepreneurship and Sustainability
Issues, 6(3), 1101-1112.
Zhang, G. (2017). Fundamental (versus Market) Risk and
Capital Budgeting Decisions: Distinguishing between the
Investment Hurdle Rate and the Cost of Capital. Available at
SSRN 3019270.
UpTown Swirl Marketing Plan 1

BUS 559 – Dr. Andrea Banto
Week 5 Assignment 2: UpTown Swirl
Marketing Plan
By: Deborah Hughes
February 08, 2020
Table of Contents
1.0 Introduction
...............................................................................................
.................... 3
2.0 Target
Market....................................................................................
............................ 4
3.0 Company’s Description
...............................................................................................
. 6
4.0 Company’s Competition
...............................................................................................

6
5.0 UpTown Swirl’s Message
...........................................................................................
10
6.0 Key Distinction of Market Leaders
............................................................................. 11
7.0 UpTown Swirl’s Marketing Strategy
.......................................................................... 13
8.0 References
...............................................................................................
.................... 15
1.0 Introduction
UpTown Swirl is a firm that offers a variety of non-alcoholic
beverages and desserts that
are of different flavors and intensities. These products are sold
at reasonable prices that are lower
than the costs of the other products sold by companies in the
same industry. This helps in
ensuring that consumers of all ages can be able to afford to

purchase the company’s products as
well as select their desired flavors. Through producing
milkshakes using fruits obtained from the
local farmers, the company can satisfy the needs of the clients
by offering products that have
health benefits. This encourages the consumption of the
products by customers of all ages;
children, youths, adults, and even the elderly.
As technology advances, it’s impacting in most areas of society.
Overly, technology has
positively impacted business. Through technologically enhanced
innovation, companies today
can reach consumers all over the world. Consequently,
technology has improved communication,
and the sharing of information globally has been made
accessible (Grant, 2016). Using various
devices and social media platforms, it’s easy to target and sell
products and services to people in
any corner of the earth. Nonetheless, technology has also spiked
competition to the extent that
poor marketing strategy can force a company out of business. It
has, therefore, becoming
increasingly essential to develop appropriate marketing plans
that will ensure business

competitiveness. For the first six months, our company has been
in business; it has given us time
to perfect on key market metrics like products and
understanding consumers. The core objective
is to start marketing and selling within a radius of 25 miles
from where we are located. This
paper is a marketing plan as well as a sales strategy section of
Uptown Swirl.
2.0 Target Market
Uptown Swirl is strategically located in North Carolina. It’s a
unique Company that
offers a wide range of products to its consumers. Specifically,
the Company provides health
desserts and beverages, which are in very high demand. Its
products are unique for their
nutritional value and high-quality. Although the Company
operates in North Carolina, the area
focus of this marketing plan is Raleigh. This is a town with a
total population of 470,509. The
city is famous for its diverse culture from Whites, Hispanics,

African Americans, and Asians.
The racial composition is as follows 48.4% Whites, 40.5%
African American, 4% Asian, and
0.5% Native American (Raleigh census. 2017). Overly these are
cultures that appreciate and
embrace quality and healthy drinks and foods. The current
lifestyle trend has made people more
sensitive to healthy eating and beverages. The company’s
ability to produce healthy desserts and
beverages makes it appreciated by many consumers. The
majority of the town residents are
educated. As such, these are individuals who understand the
importance of healthy living and the
dangers a sedentary lifestyle continues to pose to society. These
are people who would much
appreciate healthy products.
All in all, youth age is the primary focus of the company. In
instances of time, they know
the meaning of healthy living. Similarly, the youths make up for
approximately 80% of the entire
population. The company will be looking at the age bracket of
(10-54) years. As needs and
sensitization for healthy lifestyle spikes, the town has several
organizations that influence the

food choices of the entire population. Bearing this in mind,
people interested in fitness exercise
form another primary target market. These will include people
of various ages, from the old to
the youths. With the rising number of fitness firms due to the
high demand for fitness programs,
services, and products, the sale of drinks is projected to
increase. These desserts and beverages
are expected to provide a replenishing experience to people.
Table 1: Raleigh data breakdown
Subject Number
Total population 470, 509
Median age 34
Median household income $65,695
Poverty rate 15%
Median poverty value $268,900

Data provided by the Census Bureau-Based on One Year
Estimate.
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
asian
white
other
more races
black

3.0 Company’s Description
Uptown Swirl offers organic products to its clients. The
company has undergone a series
of transformations. Operating in the food and drink industry, the
company offers health desserts
and non-alcoholic beverages. For several years, the company
has been operational; it has
attracted consumers with different interests, particularly the
youths. The company revenue is an
estimate of $1.08 billion UDS as of 2017. The company has
employed more than 42,000
employees. However, the number is consistently increasing as
the company expands its
operations in the region. The company has many branches
across the towns which are
strategically located to attract consumers.
4.0 Company’s Competition
The company is in a very competitive niche/ market. As such, it
has multiple competitors
in the market. This poses a considerable risk for the company
because projection shows that
other companies will be entering the industry due to the high

demand for products. To address
this challenge, businesses are, therefore, focusing on their
customer avatar. This entails
understanding consumers’ habits, interests, and everything that
might more effective in
marketing plans. From this point of view, it’s adamant about
analyzing the level of competition
in the industry. Often, it’s tempting for a brand to judge
another, particularly on the basis that
their product most preferred.
However, a good marketer understands that other factors
determine business success in
comparison to other businesses in the same niche or sector.
With the current business trend,
company success can be determined by its well-known brands or
perhaps because of their well-
organized and effective distribution channels. That aside, the
company competitors can be
classified as either established or firms considering entry.
McDonald’s Corp. is a perfect

example of an established brand. These and other brands like
KFC Corp are well established to
the extent of capturing the attention of customers globally. To
attract new customers and retain
the existing one, the company will reduce prices and focus on
improving quality even further. By
filling a competitive analysis worksheet, we can thoroughly
evaluate the Company’s level of
competition.
Competitive Analysis: Customer Perception Factors
Factors Maximum
points (1-10)
UpTown
Swirl
McDonald’s
Corp.
Shake
Shack,
Inc.
KFC Corp Blue Bell

Creameries
Product/services
features
8 8 8 8 8
Purchase price 6.4 7 6.5 6.8 6.7
Indirect costs 9 8 8 8 7.9
Quality 8 8 8 8 8
Durability/maint
enance
6 6 6 6 6
Images/design 5 9 9 9 8
Perceived value 7 8 8 8 8
Brand
recognition
7.6 9 9 9 7
Customer
relationships
6 8 7 8 7

Location 7 7 7 7 7
Delivery time 6 8 7 7 6.8
Convenience of
use
7 7.4 7.9 8 6.4
Credit policies 6 6 6 6 6
Customer
service
7 7 7 7 7
Social
consciousness
7 7 7 7 7
Total points 108 113.5 104.4 102.8 99.8
Comments High
competition
Mediu

m
Medium Fair
Competitive Analysis: Internal Operational Factors.
Factor Maximum
points (1-10)
UpTown
Swirl
McDonald’s
Corp.
Shake
Shack,
Inc.
KFC Corp Blue Bell
Creameries
Financial
resources
7 8 8 8 8
Marketing

budget
6 8 7.5 8 7.7
Technological
competence
7 7 7 7 7
Access to
distribution
6 6 6 6 6
Economies of
sale
7 9 8 9 7
Operational
efficiencies
7 8.5 7.6 7.8 7
Sale competence 8 8 8 8 8
Product line
breadth
7 8 7 7 7

Strategic
partnerships
5 6 5 5 5
Company
morale
7 8 7 8 7
Regulation 8 8 8 8 8
Trademarks 5 6 6 5 6
Ability to
innovate
7 7 7 7 7
Total points 87 101.5 91.1 90.7 90.7
Comments High Medium Medium Medium
Market Share Distribution
Competitor % of total revenues % of total units sold Trend of

market
shares (increasing or
decreasing?)
McDonald’s Corp. 21 % 22% Decreasing
Shake Shack, Inc. 5.2% 13% Increasing
KFC Corp 19% 16% Increasing
Blue Bell
Creameries.
4% 7% Increasing
• McDonald’s Corp. and KFC Corp have historically been the
market leaders. The two are
well-known brands all-over the world. To some degree, this
helps to reduce their
overhead costs like marketing. As a result, they can attract
many customers because of
the relatively low prices of products.
• KFC Corp has increased market share sustainability in the
recent past. This is due to its
expansion strategy to other global markets like China and
Africa. The Company is

performing well in new regions.
• The overall competition is increasing. This mainly due to the
threat of copied ideas by
other recognized brands. This might pose even high competition
for the company.
Overall the food and beverage industry is highly competitive.
This is substantially
attributable to changing consumer preferences, stringent food
safety, mergers, and
innovation. Moreover, rising uncertainty is a significant issue in
the food and beverage
industry.
5.0 UpTown Swirl’s Message
The company goes by the name Uptown Swirl. The company is
committed to offering
fresh and high-quality products to its consumers. The
company’s core aim is to guarantee

consumers replenishing experience with their products. As part
of its marketing strategy, the
company uses keywords to boost sales or mobilize consumers.
In this case, there’re several
keywords; however, the most common are healthier desserts and
beverages and healthy choices
for a healthy life. The company packaging is aimed at
increasing ease of use and reducing
breakage. As such, the drinks will be packaged in plastic bottles
under FDA regulations. To
leverage the internet, the company will have a website to
interact with consumers and dealers.
The website will be www.uptownswirl.co.org. In the simplest
way possible, the logo will be
designed to portray the information about quality desserts and
beverages. It will have a design of
natural products and raw materials to associate with originality.
Uptown Swirl, unlike other companies, offers organic products
to its customers. The
company mostly targets consumers interested in buying healthy
desserts as well as non-alcoholic
beverages. There is a high demand for the company’s products.
This is based on multiple factors,
but the main reason is its strategic location. Despite this, the

company faces competition from
other firms in the industry. Even worse is that the company
competition is increasing due to the
expansion of big companies. It’s, therefore, crucial for UpTown
Swirl to use any chance
available to focus on improving customer satisfaction.
Nowadays, people are more cautious
about drinks and beverages. This is considering the current
trend of obesity and lifestyle-related
diseases. From this point of view, feelings and finances are the
messages integral to the
company’s marketing plan. The company needs to convince
consumers about the uniqueness of
its products. The company products should create perceived
value taking care of consumers’
overall health. Finances are another essential message that must
be coined to the company’s
products. To increase its consumer base, the products must be
relatively cheap.
Every business in today’s global world has a website or a social
media account. This is

because social media has proven to be so powerful. When
developing out the plan for marketing,
one must consider appropriate social media sites (Baker, 2014).
For better insight, specific social
media sites will work very well with certain products or
services. For example, a business
targeting the audience below 25 years of age would consider
Instagram and YouTube.
Consequently, Pinterest, unlike other social media sites which is
more of a search engine, has its
most active users above 25 years. This would, therefore, be the
best site to promote company
products. According to statistics, the majority of Pinterest users
are women who are arguably
responsible for most household decisions. Other than that, such
elements like packaging, style of
clothing worn by employees, and blog language should create a
lasting mental picture to
consumers. The rationale is to package everything in such a
manner that it will have a
physiological impact to steer purchases.
6.0 Key Distinction of Market Leaders
McDonald’s Corp: The Company is well recognized locally and

globally in the food and
beverages chain. This gives it leverage in the market over its
competitors.
KFC Corp: The main reason the company is so successful is that
its supply chain and
distribution system is unique. It cultivates business partners in a
region where competition is still
struggling.
Chart 1:
Chart 2:
Marketing Vehicles
Among the main goals of the company is to increase its
consumer base. To achieve this,
popularizing the business to its intended consumers is
fundamental. Several techniques will be
applied. The company will mainly focus on online strategies
through social media. This is given

the fact that the world is advancing technologically. It would be
increasingly important to invest
in social media platforms like Facebook, YouTube, Funnels, or
Pinterest. The majority of people
can access at least one of these social media platforms (Bradley,
2005). In other words, most of
the people have opened an account with one social media
platform. Moreover, the company will
be involved in building relationships with customers through
such methods as sponsoring events,
Market Share By Revenue
(Estimate)
MacDonald's
KFC Corp
Market Share By Volume
McDonald’s Corp.
KFC Corp
Shake Shark Inc.
Blue Bell Creameries.

offering free samples, and organizing trade shows, among
others. As part of our marketing
strategy, we will create a page and an option for a new letter
subscription. This will allow us to
collect consumers’ email. Email marketing is a trending
marketing approach that will help
promote our products. The rationale in this is to create more
value for consumers and focus on
building long-term relationships. Ads placement approach will
also be used in different sites. We
want visitors who enter these sites to find our products. Using
the right marketing approach like
funnels we will attract some of these visitors to buy. Some of
these marketing techniques like
email-marketing and building of funnels will require skilled
personal. They will play a critical
role in running ads, interpreting data, and managing these
online accounts.
7.0 UpTown Swirl’s Marketing Strategy
In closing, competition among businesses is rapidly increased.
This is caused by many
factors ranging from innovation, change in lifestyle, and
globalization, among others. With these

trends, companies are required to develop practical as well as a
reasonable marketing plan that
will help increase their competitiveness in the market.
Exploring a new market requires a
company to expand their knowledge of the target market so that
they can identify what the
clients expect and the things they can do to ensure they meet
these specifications of the clients.
An assessment of the target market is essential before the
development of the marketing strategy
so that it can provide directions to what the company will
expect to find in the market.
UpTown Swirl can establish a market for its products through
its ability to produce
products that are unique in the market and be able to fulfill the
thirsts of the clients with new
tastes that offer health benefits. The company provides products
that attract consumers from all
age brackets since they have numerous flavors and are sold at
low prices. The company targets

the clients who are in the middle class since they consist of the
largest group in this area.
UpTown Swirl is looking to develop products that are mostly
loved by the dominating ethnic
group as well as the ethnic groups that are said to increase
gradually in the area.
The main message that the company wishes to pass along to the
clients is that they should
be able to consume healthy products that are of their
preferences. The firm uses this advantage to
compete against other established brands in this market and to
be able to encourage consumers to
start looking for new tastes that are not offered by the
dominating brands. The company
anticipates using social media marketing to be able to reach its
target population and to spread its
message in this region of North Carolina.
8.0 References
Baker, M. J. (2014). Marketing strategy and management.

Palgrave Macmillan.
Grant, R. M. (2016). Contemporary strategy analysis: Text and
cases edition. John Wiley
& Sons.
Raleigh census, (2017). Retrieved on May 12, 2017, from
https://factfinder.census.gov/faces/tableservices/jsf/pages/produ
ctview.xhtml?src=CF
Bradley, F. (2005). International marketing strategy. Pearson
Education
Running head: COMPANY NAME - OPERATIONS
1
COMPANY NAME - OPERATIONS
5
Operations, Technology, and Management Plan
First Name Last Name
Strayer University
BUS 599
Dr. Andrea Banto and Dr. Cynthia Parmenter
September 10, 2019
Due: Week 8, worth 100 points
Length: The assignment should be 4 to 8 pages, excluding title
page and reference page
!!!You must use the appropriate information from the NAB
Company Portfolio to complete this section.

Important:
· Review the description of this assignment in the course guide
or Blackboard and use the tips provided along with this
template to help you in your writing.
· Use the textbook and review the recommended pages. Note
that your textbook has sample plans at the end of each paper.
They are great examples of content.
· Review the grading rubric before writing. Know what you are
graded for. Always look at the “exemplary” section.
Notes:
· Please remove the text in red throughout the paper and replace
with your information.
· Leave the text in black as it is. You are required to have a
heading for each of the sections in your paper.
· Use APA format. Your will respond to each question using
indented paragraphs in font Times New Roman, size 12.
· The references must be on a separate page at the end of the
paper.
Operations, Technology, Management, and Ethics Plan
Operations Plan
Note: Remember to assign a dollar amount to each operational
cost you find, as you will need these figures for financials
document.
· Create the operations plan for your company using the
template on page 214 as a guide (Operations Plan Preparation
form).
· You must use information from the NAB Company Portfolio
where applicable, completing the rest with your preferences.
· Per the textbook, you will have the following subheadings:
Key aspects of your operations (facility, production process,

equipment, labor force utilization, etc.)
Cost and Time Efficiencies
Competitive Advantages
Problems Addressed and Overcome
· Use the hints provided in the description of the assignment.
Research and Development
· Describe your research and development activities and explain
how they will contribute to your company.
Hint: How will you stay abreast of new developments in your
industry? What new products do you have in development now,
in addition to your flagship product?
Video to help answer this question: Operations Plan
Technology Plan
Create a technology plan for your NAB company using the
template in the text as a guide (p. 227 | Technology Plan
Preparation Form). Extract appropriate information from the
NAB Company portfolio, where applicable. Other required
items in the template should be filled in using your personal
preferences.
Per the template, you will discuss (use these subheadings):
Software needs
Hardware Needs
Telecommunication Needs
Personnel Needs (for technology)
Hints: Consider the type of technology your company will use
to conduct the following activities: manage personnel; take,

fulfill, and track orders; manage inventory; communicate with
customers and provide customer service; and produce your
beverage.
Video to help answer this question: Technology Plan
Management & Organization
Management Plan
· Create a management plan for your NAB company using the
template in the text as a guide (p. 248 | Management Plan
NAB Company portfolio, where applicable. Other required
preferences.
· Per the textbook you will have the following subheadings:
Key Management and Employees (see example in the book)
Advisors
Management Structure and Style
Management Hierarchy
· Using the flow charts on p. 242 as a guide, outline your
company’s management hierarchy.
· You must include a chart or diagram in this section!!
Video to help answer this question: Management and
Organization Section
Ethics and Social Responsibility Plan
Corporate Citizenship

· Describe the ways in which your company is committed to
being a good corporate citizen
Hints: Consider the following areas:
· Creating jobs
· Following the laws of every jurisdiction in which your
company operates
· Fair and honest treatment of employees
· Non-discrimination of employees and increasing diversity of
your work force
Hints: If your company is designed as a social venture—in
which you have a primary purpose of achieving a social or
environmental goal—describe what that goal is and what aspects
of your company are designed to reach that goal. Provide a
rationale for why you have or why you have not chosen this to
be a social venture.
Environment Protection
· Discuss how your company’s activities will affect the
environment and identify the steps you will take to mitigate any
negative impacts.
Hints: As a beverage company, consider such issues as your
choice of packaging, disposal of bottles / packages by
consumers, and your use of resources, such as water in areas
where water may be scarce.
Health Issues
· Determine any health issues / claims related to the product you

are making, whether negative or positive.
· Suggest the strategy your company will use to mitigate any
negative issues, and to ensure any positive claims are true.
Video to help answer this question: Ethics and Social
Responsibility Plan
References
Be sure to cite all your sources. Use APA to format all the
references. Wikipedia and other Websites do not quality as
academic resources
Here are examples of references (please deleted and replace
with yours)
Bezzina, C., & Testa, S. (2005, June). Establishing schools as
professional learning communities: Perspective from Malta.
European Journal of Teacher Education, 28(2), 141-150.
Retrieved from Academic Search Complete database. doi:
10.1080/02619760500093156
DuFour, R. (2004, May). What is a “professional learning
community”? Educational Leadership, 61(8), 6-11. Retrieved
from
http://pdonline.ascd.org/pd_online/secondary_reading/el200405
_dufour.html
Greene, T. S. (2001, June). Schools as “learning organizations.”
Available from ProQuest Dissertations and Theses database.
(UMI No. AAI9994152)
Herbert, K. S., Murphy, K. M., Ramos, M. A., Vaden-Kiernan,
M., & Buttram, J. L. (2006). SEDL’s Working systematically
model: Final report. Southwest Educational Development Lab.
Retrieved from http://www.sedl.org/cgi-
bin/pdfexit.cgi?url=http://www.sedl.org/ws/pdfs/WS-final-
report.pdf
Hord, S. M. (1997). Professional learning communities: What
are they and why are they important? Issues . . . About Change,
6(1). Retrieved from

http://www.sedl.org/change/issues/issues61.html)
2/22/2020 Rubric Detail – BUS599164VA016-1202-001
https://blackboard.strayer.edu/webapps/rubric/do/course/gradeR
ubric?mode=grid&isPopup=true&rubricCount=1&prefix=_2104
6866_1&course_id=_26… 1/3
Unacceptable 0 -69% F Fair 70 - 79% C
Proficient 80 -
89% B
Exemplary 90 -
100% A
BUS599-A3-1
1. Create an
operations plan
for your NAB
company using
the template in
the text as a
guide (p. 214 |
Operations Plan
Preparation
Form). Extract
appropriate
information from
the NAB
Company
portfolio, where
applicable. Other
required items in

the template
should be filled
in using your
personal
preferences.
0 (0.00%) - 13.8
(13.80%)
Did not submit or
incompletely
created an
operations plan
for your NAB
company using
the template in
the text as a
guide.
14 (14.00%) - 15.8
(15.80%)
Partially created
an operations
plan for your NAB
company using
the template in
the text as a
guide.
16 (16.00%) - 17.8
(17.80%)
Satisfactorily
created an
operations plan

for your NAB
company using
the template in
the text as a
guide.
18 (18.00%) - 20
(20.00%)
Thoroughly
created an
operations plan
for your NAB
company using
the template in
the text as a
guide.
BUS599-A3-3
2. Describe your
research and
development
activities and
explain how they
0 (0.00%) - 3.45
(3.45%)
Did not submit or
incompletely
described your
research and
development
activities and did
not submit or
incompletely

explained how
they will
contribute to the
company.
3.5 (3.50%) - 3.95
(3.95%)
Partially
described your
research and
development
activities and
partially explained
how they will
contribute to the
company.
4 (4.00%) - 4.45
(4.45%)
Satisfactorily
described your
research and
development
activities and
satisfactorily
explained how
they will
contribute to the
company. .
4.5 (4.50%) - 5
(5.00%)
Thoroughly

described your
research and
development
activities and
thoroughly
explained how
they will
contribute to the
company. .
Name: BUS599 Week 8 Assignment 3: Operation, Technology,
and Management Plan
Description: BUS599 Week 8 Assignment 3: Operation,
Technology, and Management Plan
ExitExit
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6866_1&course_id=_26… 2/3
Proficient 80 -
89% B
Exemplary 90 -
100% A
BUS599-A3-4
3. Create a

technology plan
for your NAB
company using
the template in
the text as a
guide (p. 227 |
Technology Plan
Preparation
Form). Extract
appropriate
information from
the NAB
Company
portfolio, where
applicable. Other
required items in
the template
should be filled
in using your
personal
preferences.
0 (0.00%) - 10.35
(10.35%)
Did not submit or
incompletely
created a
technology plan
for your NAB
company using
the template in
the text as a
guide.
10.5 (10.50%) -

11.85 (11.85%)
Partially created a
technology plan
for your NAB
company using
the template in
the text as a
guide.
12 (12.00%) -
13.35 (13.35%)
Satisfactorily
created a
technology plan
for your NAB
company using
the template in
the text as a
guide.
13.5 (13.50%) - 15
(15.00%)
Thoroughly
created a
technology plan
for your NAB
company using
the template in
the text as a
guide.
BUS599-A3-6
4. Create a
management
plan for your

NAB company
using the
template in the
text as a guide
(p. 248 |
Management
Plan Preparation
Form). Extract
appropriate
information from
the NAB
Company
portfolio, where
applicable. Other
required items in
the template
should be filled
in using your
personal
preferences.
Form).
0 (0.00%) - 10.35
(10.35%)
Did not submit or
incompletely
created a
management plan
for your NAB
company using
the template in
the text as a
guide.
10.5 (10.50%) -

11.85 (11.85%)
Partially created a
management plan
for your NAB
company using
the template in
the text as a
guide.
12 (12.00%) -
13.35 (13.35%)
Satisfactorily
created a
management
plan for your NAB
company using
the template in
the text as a
guide.
13.5 (13.50%) - 15
(15.00%)
Thoroughly
created a
management
plan for your NAB
company using
the template in
the text as a
guide.
5. Create an
ethics and social
responsibility
plan.

0 (0.00%) - 10.35
(10.35%)
Did not submit or
incompletely
created an ethics
and social
responsibility
plan.
10.5 (10.50%) -
11.85 (11.85%)
Partially created
an ethics and
social
responsibility
plan.
12 (12.00%) -
13.35 (13.35%)
Satisfactorily
created an ethics
and social
responsibility
plan.
13.5 (13.50%) - 15
(15.00%)
Thoroughly
created an ethics
and social
responsibility
plan.

6866_1&course_id=_26… 3/3
Proficient 80 -
89% B
Exemplary 90 -
100% A
BUS599-A3-7
6. Using the flow
charts on p. 242
as a guide,
outline your
company’s
management
hierarchy. Note:
Charts or
diagrams must
be imported /
included in the
MS Word
document.
0 (0.00%) - 3.45
(3.45%)
Did not submit or
incompletely
outlined your

company’s
management
hierarchy, using
the flow charts on
p. 242 as a guide.
3.5 (3.50%) - 3.95
(3.95%)
Partially outlined
your company’s
management
hierarchy, using
the flow charts on
p. 242 as a guide.
4 (4.00%) - 4.45
(4.45%)
Satisfactorily
outlined your
company’s
management
hierarchy, using
the flow charts on
p. 242 as a guide.
4.5 (4.50%) - 5
(5.00%)
Thoroughly
outlined your
company’s
management
hierarchy, using
the flow charts on

p. 242 as a guide.
7. For year one,
submit a revised
income
statement, cash
flow projection,
and balance
sheet from the
“Business Plan
Financials”
Excel template
(see Course
Required
Materials).
0 (0.00%) - 10.35
(10.35%)
Did not submit or
incompletely
submitted the
revised, one year
“Business Plan
Financials” Excel
template (see
Course Required
Materials) based
on the feedback
from week 7
discussion.
10.5 (10.50%) -
11.85 (11.85%)
Partially
submitted the

revised, one year
“Business Plan
Financials” Excel
template (see
Course Required
Materials) based
on the feedback
from week 7
discussion.
12 (12.00%) -
13.35 (13.35%)
Satisfactorily
submitted the
revised, one year
“Business Plan
Financials” Excel
template (see
Course Required
Materials) based
on the feedback
from week 7
discussion.
13.5 (13.50%) - 15
(15.00%)
Thoroughly
submitted the
revised, one year
“Business Plan
Financials” Excel
template (see
Course Required
Materials) based
on the feedback

from week 7
discussion.
BUS599-A3-9
8. Clarity, writing
mechanics, and
formatting
requirements.
Weight: 10%
0 (0.00%) - 6.9
(6.90%)
More than 6
errors present
7 (7.00%) - 7.9
(7.90%)
5-6 errors present
8 (8.00%) - 8.9
(8.90%)
3-4 errors present
9 (9.00%) - 10
(10.00%)
0-2 errors present
Name:BUS599 Week 8 Assignment 3: Operation, Technology,
and Management Plan
Description:BUS599 Week 8 Assignment 3: Operation,
Technology, and Management Plan

ExitExit
2/22/2020
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Assignment 3: Operation, Technology, and Management Plan
(with Financials)
Due Week 8 and worth 100 points
This assignment consists of two sections: the Word document
and your business plan financials. Note: You must submit
both sections as separate files for the completion of this
assignment.
Use the NAB Company Portfolio (see Required Course Files in
Week 1).
Write a 4-8-page paper in which you provide the following
information below.
Operations Plan (1–2 pages)
Note: Remember to assign a dollar amount to each operational
cost you find, as you will need these figures for your
income statement and cash flow in Week 8.
1. Create an operations plan for your NAB company using the
template in the text as a guide (p. 214 | Operations Plan
NAB Company Portfolio, where applicable. Other
required items in the template should be filled in using your

personal preferences.
Note: Most of the research pertaining to the hints provided here
can be found in the NAB
company portfolio.
Hints: Consider whether you will rent or buy your facilities or
outsource production to an existing
company.
Hints: One of your biggest expenses as a startup non-alcoholic
beverage company will be
transitioning from a small-batch prototype of your beverage to
production on a large scale.
Research the equipment you will need (vats, refrigerators,
burners, ovens, bottling equipment,
and so on), whether you will rent or buy, how you will maintain
and clean the equipment, and so
forth. Consider how you will ensure quality control. What
capacity do you intend to reach?
Hints: Deliberate your inventory control. Where do your
supplies come from and what is your
turnaround time to produce your beverage once you have
received an order?
Hints: Consider your distribution method. Refer back to your
notes for the SWOT analysis
assignment in Week 2 of the class.
Hints: How will you stay abreast of new developments in your
industry? What new products do
you have in development now, in addition to your flagship
product?
2. Describe your research and development activities and
explain how they will contribute to the company.
Technology Plan (1–2 pages)
3. Create a technology plan for your NAB company using the

template in the text as a guide (p. 227 | Technology Plan
NAB Company Portfolio, where applicable. Other required
preferences.
Hints: Consider the type of technology your company will use
to conduct the following activities:
managing personnel; taking, fulfilling, and tracking orders;
managing inventory; communicating
with customers and providing customer service; and producing
your beverage.
Management and Organization (1–2 pages)
4. Create a management plan for your NAB company using the
template in the text as a guide (p. 248 |
Management Plan Preparation Form). Extract appropriate
information from the NAB Company Portfolio,
where applicable. Other required items in the template should
be filled in using your personal
preferences.
5. Using the flow charts on page 242 as a guide, outline your
company’s management hierarchy. Note:
Charts or diagrams must be imported/included in the MS Word
document.
Create an ethics and social responsibility plan (1-2 pages)
1. Describe the ways in which your company is committed to
being a good corporate citizen.
Hints: Consider the following areas:
Creating jobs

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Following the laws of every jurisdiction in which your company
operates
Fair and honest treatment of employees
Non-discrimination of employees and increasing diversity of
your work force
Hints: If your company is designed as a social venture—in
which you have a primary purpose of
achieving a social or environmental goal—describe what that
goal is and what aspects of your
company are designed to reach that goal. Provide a rationale for
why you have or have not
chosen this to be a social venture.
2. Discuss how your company’s activities will affect the
environment and identify the steps you will take to
mitigate any negative impacts.
Hints: As a beverage company, consider such issues as your
choice of packaging, disposal of
bottles/packages by consumers, and your use of resources, such
as water in areas where
water may be scarce.
3. Determine any health issues/claims related to the
product you are making, whether negative or positive.
Suggest the strategy your company will use to mitigate any

negative issues and to ensure any positive claims
are true.
Section 2: Business Plan Financials (MS Excel worksheets
bundled with course textbook)
For year one, submit the entire completed “Business Plan
Financials” Excel document based on feedback from week 7
discussion and information from your business plan.
Format your assignment according to these formatting
requirements:
1. Cite the resources you have used to complete this exercise.
Note: There is no minimum requirement for the
number of resources used in the exercise.
2. The paper must be typed, double-spaced, using Times New
Roman font (size 12), with 1-inch margins on
all sides; references must follow APA format. Check with your
professor for any additional instructions.
3. Include a cover page containing the title of the assignment,
the student’s name, the professor’s name, the
course title, and the date. The cover page and the reference page
are not included in the required page
length.
The specific course learning outcome associated with this
assignment is:
Create operations, technology, and management plans for a
company.
Operation, Technology, and Management Plan (with Financials)
UpTown Swirl

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