WiZE Mobile, Independent Mobile Broadcasting Station Business Plan and Investment Proposal

1. WiZE Mobile Sdn Bhd
Malaysia Business Plan &
Investment Proposal
WiZE Mobile Sdn Bhd
Lot 2U-4B, Pusat Daerah Seksyen 6,
Jalan Nuri 6/1,, Shah Alam, Selangor. 40000
maha@mobiletv.my

2. Table of Contents
1. Executive Summary..................................................................................................... 3
1.1. Objectives ............................................................................................................. 4
1.2. Mission ................................................................................................................. 6
1.3. Keys to Success .................................................................................................... 7
2. Company Summary ..................................................................................................... 9
2.1. Company Ownership ............................................................................................ 9
2.2. Company History ............................................................................................... 10
3. Services ...................................................................................................................... 12
4. Market Analysis Summary ........................................................................................ 14
4.1. Market Segmentation ......................................................................................... 15
4.2. Target Market Segment Strategy........................................................................ 17
4.3. Service Business Analysis.................................................................................. 20
4.3.1. Competition and Buying Patterns ............................................................... 22
5. Strategy and Implementation Summary.................................................................... 23
5.1. Competitive Edge ............................................................................................... 25
5.2. Marketing Strategy ............................................................................................. 27
5.3. Sales Strategy ..................................................................................................... 28
5.3.1. Sales Forecast.............................................................................................. 29
5.4. Milestones .......................................................................................................... 34
6. Management Summary ............................................................................................. 36
6.1. Personnel Plan .................................................................................................... 38
7. Financial Plan............................................................................................................ 39
7.1. Important Assumptions ...................................................................................... 39
7.2. Break-even Analysis .......................................................................................... 42
7.3. Projected Profit and Loss ................................................................................... 43
7.4. Projected Cash Flow........................................................................................... 47
7.5. Projected Balance Sheet ..................................................................................... 50
7.6. Business Ratios .................................................................................................. 51

3. 1. Executive Summary
WiZE mobyleTv is more personal. It's also easy for end users to find the
content that they want to watch. Consumers can choose their content,
whether through a tailored package of TV channels or through video
streaming and downloads. It also offers a new level of direct interactivity
back through the mobile network. Viewers are drawn into the action,
participating in quiz shows, making bets, adding their opinion, and
making purchases. MobyleTv brings operators more directly into the
media world and opens opportunities for new industries to develop.
MobyleTv might not follow the path of traditional multichannel TV but
could deliver a combination of unicast, multicast and broadcast services
including new interactive services using the return channel which would
represent a new opportunity for innovative multimedia services.
MobyleTv is not simply conventional TV 'on the go' - it is personal TV
and a multimedia device in your pocket. Its primary value is in a
converged environment where a single system can deliver all kinds of
mobile TV services - an environment where viewing times are not
necessarily the most relevant metric. Mobile TV trials and commercial
services have proliferated recently. Rather diverse approaches have been
taken to services, pricing, marketing and technology. Getting the
approach right is extremely important as mistakes could be expensive and
the potential of mobile TV may not be fully realised. Mobile TV services
are also challenged by the fact that customer demand for acceptable form
factors can limit the radio sensitivity of terminals that are often used
indoors. Such constraints impose particularly demanding coverage
requirements on mobile TV services. Providing the necessary level of
service quality and reliability requires mobile TV to match the design
parameters of a cellular radio network including the delivery of in-
building coverage. MobyleTv broadcast networks therefore have to
provide a higher level of received signal strength on the ground and
indoors than digital terrestrial TV.

4. Highlights
1.1. Objectives

5. 1.2. Objectives
To offers high-tech service providers a reliable, high-quality
alternative to in-house resources for business development, market
development, and channel development on an international scale. A
true alternative to in-house resources offers a very high level of
practical experience, know-how, contacts, and confidentiality. Clients
must know that working with WiZe Mobile Sdn Bhd is a more
professional, less risky way to develop new areas even than working
completely in-house with their own people.
Initial focus will be development in towards our 6 main channels,
later offering our content providers their own premium channel. WiZe
Mobile Sdn Bhd will offer a wide variety of compelling niche
programming to mobile users within an economic model that is
considered affordable by the viewer and financially rewards the
operator and the program producer.

6. 1.3. Mission
The Broadcast Network Operator (BNO) plays a key role in the
delivery of mobile TV over the MNO Network. Working together, the
BNO and mobile network operator (MNO) can achieve cost-
effective nationwide broadcast network roll out with good indoor
coverage.
Successful broadcast mobile TV depends on partnerships between
mobile network operators and the broadcast service providers. It's a
golden fit, with both parties enjoying the benefits of lower
infrastructure investment and less risk. The opportunity for mobile

7. and hybrid network operators is clear. Adding to their portfolio
toward 3G communications services, WiZe Mobile Sdn Bhd
strengthens existing customer relationships, opening up new revenue
streams and providing a powerful way to create churn-beating
sticking.
1.4. Keys to Success
Five steps to mobile TV success
It takes more than just launching a mobile TV service to generate
worthwhile revenue. The service must be easy to activate and use. It
must also provide users with value for money and enrich their
lifestyle. We work with you to:

8. 1. Explore the opportunity: understand the market, customer
needs, and segmentation and business opportunities. Find
appropriate services, the business model and the right device
offering
2. Develop and deploy the service: implement the service in the
network complete with charging mechanisms, followed by
testing, often with friendly users
3. Excite subscribers: launch and market the service. Ensure
effective service provisioning and device/phone management,
as well as charging
4. Operate the service: provide appropriate care services and
manage Service Level Agreements for guaranteed service
quality, especially for enterprise users
5. Manage the service lifetime: manage all services throughout
their lifecycle. Monitor the service performance and manage
the network and its capacity

9. 2. Company Summary
WiZe Mobile Sdn Bhd was formed through the vision of a team of
experience and well-qualified professionals to provide information
technology (IT) solutions and services to customers through the
combination of business and technology skills.
The senior professionals in this company have experience of applying
information technology to customers' businesses. Our multi–discipline
and diverse expertise in field allows us to combine our technical
expertise, marketing knowledge and creative talents to develop and
market the best IT solution for our customers' needs.
2.1. Company Ownership
 Investor Partner,
Partners:
 CEO -
 COO -
 CBD -

10. 2.2. Company History
XCHG Technology is a sole proprietary company, currently holding
the whole IP for the technology involve in deploying this business
solution. XCHG Technology is a SI company that has been establish
since 2004, focusing towards technology development a new entity
shall be incorporated to run the whole business operation. WiZe
Mobile Sdn Bhd shall be the organization to manage and operate the
business. The company anticipates that its first operation center will
be located in I-City Shah Alam.

11. Past Performance
FY 2007 FY 2008 FY 2009
Sales $0 $0 $0
Gross Margin $0 $0 $0
Gross Margin % 0.00% 0.00% 0.00%
Operating Expenses $50,000 $50,000 $50,000
Balance Sheet
FY 2007 FY 2008 FY 2009
Current Assets
Cash $0 $0 $0
Other Current Assets $45,000 $150,000 $150,000
Total Current Assets $45,000 $150,000 $150,000
Long-term Assets
Capital Assets $200,000 $200,000 $200,000
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $200,000 $200,000 $200,000
Total Assets $245,000 $350,000 $350,000
Current Liabilities
Current Borrowing $150,000 $130,000 $200,000
Other Current Liabilities $50,000 $50,000 $50,000
Total Current Liabilities $200,000 $280,000 $350,000
Long-term Liabilities $150,000 $150,000 $150,000
Total Liabilities $350,000 $430,000 $500,000
Paid-in Capital $200,000 $200,000 $200,000
Retained Earnings ($305,000) ($280,000) ($350,000)
Earnings $0 $0 $0
Total Capital ($105,000) ($80,000) ($150,000)
Total Capital and Liabilities $245,000 $250,000 $250,000

12. Past Performance
3. Services
MobyleTv is a mobile television channel that will exhibit, initially, 6
special interest mini channels to mobile phone users that have Wi- Fi
or subscription to Telco 3G data platform, that allows viewers to watch
programs entirely at their convenience, as many times as they wish, for
free.
The 6 mini-channels are targeted to special interest groups where there is
a quantifiable demand for programming that hasn't been satisfied ... a
programming need waiting to be filled. It is expected that additional
premium content mini-channels will be offered to third party content
providers which enable users to subscribe daily, weekly or monthly direct
to the CP accounts. As public awareness increases and the number of
viewers grow, MobyleTv shall increases its content thus encouraging
local production houses to develop more mobile based content
programmed.

13. Services
Rather than undertaking the formidable task of creating and sustaining an
infrastructure capable of producing 150 hours of distinctive and high-
quality programming each month, MobyleTv has chosen a unique and
cost-effective business model: assembling and managing a group of
content providers, who will be the producers of their own content.
Under this model, MobyleTv administers the enterprise, including
overall brand management (i.e., establishing and promoting a strong
identity among cable operators and consumers as a unique and
valuable television network), affiliate sales, trade marketing,
advertising sales, technical distribution and back-office support.

14. 4. Market Analysis Summary

15. ONE BILLION PHONES READY FOR GREAT
SERVICES
While it is widely acknowledged that services on handsets are key to
non-SMS data growth, analysts tend to lower expectations, as the users'
uptake is not as rapid as anticipated. The relatively slow pace of the
industry is usually attributed to multiple causes, ranging from the low
number of high-end devices to the fact that the industry fragmentation
renders application development nightmarish and extremely
costly. WiZe Mobile Sdn Bhd looks at the situation from a different
angle:
1) High-end handsets or smart phones account for a small percentage of
the existing devices. Even if the number of smart phones grows
constantly, expecting that they will represent one hundred percent of the
market is unrealistic. This is why the WiZe Mobile Sdn Bhd platform
allows the development of innovative applications and services that can
be deployed on both mid-range and high-end devices.
2) The mobile industry is extremely fragmented and will not defragment
anytime soon. Fragmentation is not all that negative: it also allows device
manufacturers and service providers to differentiate, which also enables
innovation. Hence, why don't we adopt fragmentation?
4.1. Market Segmentation
Get a first-hand knowledge of what users are interested in and build
sound marketing programs based on real data from your user's are
interested in and build sound marketing programs based on real data
from your users population. WiZe Mobile Sdn Bhd environment
comes with an analytics platform that allows for focused and targeted
marketing efforts.

16. Market Analysis
2009 2010 2011 2012 2013
Potential Growth CAGR
Customers
Consumer Age 16 - 35% 5,000 6,750 9,113 12,303 16,609 35.00%
27
Consumer Age 27 - 40% 10,000 14,000 19,600 27,440 38,416 40.00%
40
Consumer Age 40 - 25% 2,000 2,500 3,125 3,906 4,883 25.00%
55
Business Owners 30% 1,000 1,300 1,690 2,197 2,856 30.00%
Tourist 10% 3,000 3,300 3,630 3,993 4,392 10.00%
Premium 45% 40,000 58,000 84,100 121,945 176,820 45.00%
Consumer
Advertisers 25% 100 125 156 195 244 24.98%
Total 41.40% 61,100 85,975 121,414 171,979 244,220 41.40%

17. Market Analysis (Pie)
4.2. Target Market Segment Strategy
In 2008, the Mobile Internet may be, in some respects, where the
Internet was ten to twelve years ago, i.e., in a sort of advanced
infancy, with a lot of trials and errors and, more often than not,
somewhat sketchy strategies. Yet, MobyleTv is most likely to
blossom overnight, just as the Internet did, and in considerably higher
proportions: there are over 2 billion phones in the hands of
consumers today, making it the most pervasive and targeted media
market one could imagine! Getting ready for that moment is
primarily a matter of using the right platform today.

18. 1. Traditional
These are the 30 second (or less) spots typically seen on television
today.
2. Long-Form
These may vary from 60 seconds to 2 minutes and can take the form
of traditional advertising, infomercials or advertainment.
3. Preview Spots
A 30 second (or shorter) spot to preview. The content of long form
advertising. Viewers to click-through.
4. Direct Response and Per Inquiry
The viewer is encouraged to respond to the ad to purchase
merchandise/services or to get additional information.
5. Banner Ads
As described above, the viewer encounters several menus when
choosing a mini-channel and then choosing a program. These menus
will include banner ads that the viewer can .click-through. with
his/her mobile to get additional information.
6. Companion web sites
Ads will offer the viewer the ability to spontaneously access the
sponsor's web.
7. Classifieds
The mini-channels can offer its viewers the opportunity to advertise
in an interactive classified section.

19. Advertisers pay for impressions in most online banner campaigns,
and for clicks in search engine marketing campaigns.
However, they pay exclusively for leads in an online lead generation
campaign – irrespective of the impressions and clicks
that went into generating the leads. This is why online lead
generation advertising is commonly referred to as Cost-per-
Lead (CPL) advertising.
Fact: Online Lead Generation is the
fastest growing segment in online advertising. With 71% YTY growth,
it is growing twice as fast as the online advertising market, and is
projected to cross $2 billion by 2008. (Source: IDC Research).

20. 4.3. Service Business Analysis

21. Some of the multiple benefits for advertisers include:
a) Precise targeting
Any user can be qualified with the utmost accuracy. If you have a
GPS, a MobyleTv driven advertising campaign can alert you if there is
a promotion on items for which you have shown interest in the mall
where you are walking. This level of granularity is possible today
as WiZe Mobile Sdn Bhd transparently combines data from multiple
sources within a unified interface - in other words, delivers mash
ups on the fly.
b) Wide range of ad designs
MobyleTv enables the largest possible range of advertising styles
from simple context-sensitive texts to elaborate video animations,
with clicks to call or clicks to SMS. The ad specifications can also be
of virtually any type ranging from very short interstitials to clickable
banners, rectangles, skyscrapers, or surround sessions enabling
advertisers to create a story line that develops as users navigate
within an application. Because of the powerful Rich Media
capabilities offered by WiZe Mobile Sdn Bhd, only creative skills are
the limit of what can be conceived.
c) Massive audience and massive content
The slow take-up of mobile data services has inevitably translated
into a slow take-up of advertising. As indicated earlier, by being OS
and device agnostic, MobyleTv eliminates the silted implementation
of services, and its overall technology considerably simplifies access
to the Web, which enables even small vendors to also implement
mobile services at reasonable costs.
d) Real-time copy-testing

22. The MobyleTv dynamic, real-time enables advertisers to easily copy-
test their advertisements and based on initial reactions, select what
works best for a given audience. In reality, no advertisement needs
to ever be in a final state. Just as any content served by a content
provider, a piece of advertising is an ongoing service that is likely to
improve continuously based on users' reactions.
4.3.1. Competition and Buying Patterns

23. A cell phone is virtually always on – which means that users
can always connect or be invited to connect to a service. The
unique efficiency of WiZe Mobile Sdn Bhd for advertising
results from the combination of several unique aspects of the
technology:
 A terrestrial generalist channel simulcasts on mobile,
with a wide audience.
 A new "made for mobile" channel broadcast exclusively
on the mobile broadcast network.
 A premium channel simulcasts on mobile.
 The solution is commercialized in a country with
approximately 70 000 inhabitants at the date of trial
launch.
 Revenue is calculated based on the service’s theoretical
audience, i.e. where all equipped users (for the free
model)/subscribers (for the fee-based model) actually
consume the service.
 Common Short Codes represent the fastest, surest, and
most proven way for brands and organizations of any size
to obtain access to today's mobile culture and create a
mobile presence. Using CSCs and layering on a mobile
marketing campaign can typically represent a fraction of
a marketing budget, and existing marketing
collateral information can easily be repurposed for mobil
e. Companies should begin to think today about how to
mobilize their brands with CSCs.
5. Strategy and Implementation Summary
CRM has proven its ability to enhance business performance time and
time again. However, the path to effective implementation is not always
easy - complexities often arise as a result of trying to align an entire
company behind the concept. You can find the success that comes from
leveraging customer knowledge to the fullest measure by following
these steps:

24. 1.Calculate the value. Exactly how will CRM benefit your
business? Strive to answer this question in terms of
measurable ROI (return on investment) and how CRM helps your
employees use customer data more effectively.
2. Work closely with key departments. Good planning is critical to your
success.
3. Budget realistically. Be a bit pessimistic when it comes to the budget
to avoid the painful process of increasing cost estimates.
4. Organize customer data. The underlying customer data is the
backbone of a CRM solution.
5. Lead the project from the top down. CRM as a corporate-
level initiative, dedicate significant time and energy, motivate
stakeholders and keep everyone on
track.
6. Implement gradually.
7. Actively manage the implementation. Technical difficulties,
management turnover, employee resistance and adjustments in company
direction will happen. Managers need to stay on their toes and quickly
address changes to maintain momentum.
8. Develop a culture of continuous improvement. CRM solutions
should be adjusted to deliver a sharper competitive edge as a company
and its business evolve. Be sure to keep employees in the communication
loop, and they will help supply the information needed to continuously
improve the way the system leverages customer information. Not all
companies will achieve CRM success because many fail to take into
account the items listed above. Then again, for the ones who do succeed,
the rewards are great. Stick to these steps, and you will rig the
game in your favor.

25. 5.1. Competitive Edge

26. New 24/7 Channels - The most successful mini-channels will have
the opportunity to evolve into new 24/7 channels, dramatically
increasing the company revenues as well as its market position as the
premier content supplier to mobile.
Direct Response Advertising Sales -Through its application of Free
to Air TV Station over mobile technology and internet websites,
MobyleTv is, at its core, a powerful direct response advertiser and
sales agent of specialized programming. The programming offered on
these mini-channels opens the viewer to a vast array of products and
services catering to his/her unique interests.
Next Generation Technology - Through its technological expertise
and extensive library of short-form content, MobyleTv anticipates
that it will dominate distribution of special interest programming to
next-generation platforms (content over cell phones, PDAs, etc.).
Media Sales - In servicing its many mini-channels, MobyleTv have
the opportunity to develop its own powerful media buying agency
thereby creating a substantial profit center.
Direct Response Fulfillment – MobyleTv will have the opportunity to
create its own fulfillment operation to service direct response sales
for its many mini-channels.
Production and Studio Facilities – MobyleTv will develop its own
production/studio facility. It will be able to lease its production
services to its various mini-channel producers, re-purpose programs
for other media and retail distribution, and cost-effectively produce a
variety of programming.
Data Bank of Targeted Demographics - As MobyleTv develops its
various services, it will acquire a tremendous wealth of proprietary
data in relation to targeted markets: consumers. Viewing habits,
demographics, psychographics, effectiveness of various types of
advertising, sales, etc. As its data grows, the company will emerge as
a leader in the targeted advertising and sales industry with its bank of
invaluable data.

27. Licensable Intellectual Property - Through its pioneering and cost-
effective use of the new technologies in superior quality low
bandwidth media streaming, MobyleTv is in the position of
developing the first bona-fide economically feasible models of media
convergence. As an industry leader in this exciting new arena, the
company will develop intellectual property that can be licensed to
third-parties.
Expansion to International Markets -Many, if not most, of the above
businesses can be expanded into the international marketplace as the
value of the MobyleTv brand grows.
5.2. Marketing Strategy
MobyleTv is the first open and transparent cost per lead (CPL)
market for publishers, advertisers and technology
providers. Advertisers connect to brand-conscious consumers
through MobyleTv and pay only for specific customer
leads, not just clicks or impressions that might never convert.
MobyleTv has redefined consumer lead generation marketing, the
fastest growing segment in online advertising. The
company makes advertising accountable and delivering on advertiser
demand for performance based pricing models.
These are the pricing methods commonly found in the online
advertising industry:
 CPM: Cost per Thousand. The CPM model refers to
advertising bought on the basis of impressions. Advertisers pay
a predetermined price for a thousand impressions.
 CPC: Cost per Click. Advertisers pay for a click, irrespective
of the impressions. Commonly found in search advertising.
Also referred to as PPC (Pay per Click) advertising.
 CPL: Cost per Lead. Advertisers pay for customer leads,
irrespective of clicks or impressions. Fastest growing segment
in online advertising.

28. 5.3. Sales Strategy

29. ACTIVITY
LIVE STREAMING?
M-AWARD SHOW?
M-MUSIC SHOW?
M-FASHION
OTHER REVENUE STREAM
M-DOWNLOADS… LIVE STREAMING…
M-HEALTH… M-AWARD SHOW…
M-LEARNING… M-MUSIC SHOW…
M-BANKING… M-FASHION…
5.3.1. Sales Forecast
Mobile TV should be anytime, anywhere and anything
– Anytime: watching television every moment of the
day: as a time killer or dedicated in the evening and
at night
– Anywhere: watching mobile television wherever you
want: private and public spaces (limited due to
social pressure)
– Anything: same content as traditional TV, but
shorter time sessions.

31. Sales Forecast
FY 2010 FY 2011 FY 2012
Unit Sales
CSC 250,000 350,000 500,000
CPM 250,000 350,000 500,000
CPC 250,000 350,000 500,000
CPL 250,000 350,000 500,000
CRM 250,000 350,000 500,000
Total Unit Sales 1,250,000 1,750,000 2,500,000
Unit Prices FY 2010 FY 2011 FY 2012
CSC $1.00 $1.00 $1.00
CPM $0.50 $0.50 $0.50
CPC $0.50 $0.50 $0.50
CPL $0.50 $0.50 $0.50
CRM $0.50 $0.50 $0.50
Sales
CSC $250,000 $350,000 $500,000
CPM $125,000 $175,000 $250,000
CPC $125,000 $175,000 $250,000
CPL $125,000 $175,000 $250,000
CRM $125,000 $175,000 $250,000
Total Sales $750,000 $1,050,000 $1,500,000
Direct Unit Costs FY 2010 FY 2011 FY 2012
CSC $0.55 $0.55 $0.55
CPM $0.28 $0.28 $0.28
CPC $0.28 $0.28 $0.28
CPL $0.28 $0.28 $0.28
CRM $0.28 $0.28 $0.28
Direct Cost of Sales
CSC $137,500 $192,500 $275,000
CPM $68,750 $96,250 $137,500
CPC $68,750 $96,250 $137,500
CPL $68,750 $96,250 $137,500
CRM $68,750 $96,250 $137,500
Subtotal Direct Cost of Sales $412,500 $577,500 $825,000

32. Sales Monthly

33. Sales by Year

34. 5.4. Milestones
MobyleTv:
1. A better understanding of the wants (expectations) of the
customer because it is: based on the reality of the market estimated
in an objective way
2. A better economic planning of the purposes and the objectives
of the company by centering on what takes place outside controlled
3. A better increase of the productivity: resolution of the real
problems Understanding of the processes and what they produce”
4. Better current practices Search for the change many decisions
practices of break
5. A better competitiveness thanks to: a solid knowledge of the
competition a strong implication of the staff new ideas on practices
and tried techniques

35. Milestones
Milestone Start Date End Date Budget Manager Department
Startup fund 4th qtr 1st qtr $2,000,000 PASHA CEO
2009 2010
Setup New Co 4th qtr 1st qtr FIRDAUS CFO
2009 2010
Main Personnel 4th qtr 1st qtr PASHA CEO
2009 2010
Setup Office 4th qtr 4th qtr FIRDAUS CFO
2009 2009
Purchasing Assets For Infra 4th qtr 1st qtr PASHA CEO
2009 2010
Bandwidth acquisition 4th qtr 1st qtr FIRDAUS CFO
2009 2010
Setup Main Operation 4th qtr 1st qtr PASHA CEO
Personnel 2009 2010
Dry Run Trial 4th qtr 1st qtr FIRDAUS CFO
2009 2010
Grants Acquisitions 4th qtr 1st qtr PASHA CEO
2009 2010
Pre Launch Ceremony 4th qtr 01.01.10 FIRDAUS CFO
2009
Totals $2,000,000

36. Milestones
6. Management Summary
Pasha Zahari - CEO/CTO
Pasha Zahari is the backbone of XCHG Technology; and he currecntly
holds the position of Managing Director. He completed his SPM (Sijil
Pelajaran Malaysia) in 1996 at Sek Men Sultan Salahudin Abdul Aziz
Shah in Shah Alam, Selangor. In 1999, he received his Professional
Certificate in Computer Science/Information Technology at BMC
Institute before continuing to pursue a Bachelor's Degree in the same
subject at Universiti Tun Abdul Razak in Kelana Jaya, Selangor.
The most notable companies he has worked for are Ericsson Malaysia,
Pintar Technology, KnowledgeBaze and Jaring Malaysia. In Ericsson,
Pasha garnered experience as IT System Integrator from 1999 to 2002.
His responsibilities included supporting the company and consulting on
the new technologies that should be implemented. His many

37. accomplishments include VoIP via Ericsson routers and WAP and GPRS
development.
In mid 2002, he was recruited by Pintar Technology as its Technical
Consultant. He was responsible for the tenure to complete 447 IT school
laboratories all throughout the Northern region. His other duties included
Internal Support, System Administrator, System Developer and
Integrator.
He then spread his wings to KnowledgeBaze (M) Sdn Bhd and was
recruited as its Technical Executive. His highest accomplishment, and
would be most likely to be remembered for having a hand in "Projek
penyediaan infrastructur fizikal makmal komputer di zon utara
Semananjung Malaysia" as its System Designer. He duties there also
included internal support, IS/IT, system administrator, project
management and project coordination.
His last employer before starting up XCHG Technology would be Jaring
Communications Sdn Bhd. He held the position of NOC/NMC Engineer
for 2 years. His duties included Network Support/monitoring for Jaring's
VPN, Lease Line, Wireless Broadband etc.
Pasha Zahari is a multi skilled individual. His prowess in both Business
Management and hands on skills in IT are enviable and surpasses
expectations. Despite his age, he has a reputation for being a killer in
boardroom presentations and public speaking. He is fluent in both
English and Bahasa; and highly skilled in Networking, PC maintenance
and repair, NT server, SQL, Access, C++, pascal, Visual Basic, WAP
(WML development), MS Exchange server etc. He is also very active;
camping and football being his favorite pastimes. He is dependable, a
capable leader and a highly energetic and positive individual.
Firdaus Mohammad Zainal - COO
With his mass Communication background, he has worked in almost all
television station in the country. Started as a 'stringer' for TV3 from
1996-1997, and later in Metrovision as a Broadcast Journalist in 1997 to
1998.

38. Firdaus developed his intrest in investigative reporting after joining ntv7
and worked in Edisi Siasat in 2003. He was one of the journalists who
went to Southern Thailand at the height of the political crisis in 2004.
After the takeover of ntv7 by Media prima in 2006, he was transferred to
TV9. He later resigned from TV9.
Currently, Firdaus Maju Sdn Bhd, a Production House under Firdaus
Mohammad Zainal are resposible to produce television programs for
RTM and Astro.
6.1. Personnel Plan
Customer service is paramount in our business and our business
plan. The management team will accomplish this
goal by targeting employees who are willing to be trained and by
providing encouragement and employee incentive programs:
 Health care insurance;
 Dental care insurance;
 Life insurance;
 Vacation time;
 Up sell incentive programs;
 Discount passes for staff family members;
 401k retirement plans;
 Pay checks.
Our Personnel Plan reflects how we intend to utilize our peoples'
assets. Most of them will be cross trained and the management team
of WiZE Mobile Sdn Bhd believes that an employee who is happy at
work will enjoy working. It is always easier to please customers
with a staff that cares, a facility that is clean and equipment that
is kept in proper working order.

39. Personnel Plan
FY 2010 FY 2011 FY 2012
CEO $156,000 $200,000 $230,000
CFO $132,000 $170,000 $200,000
CTO $120,000 $150,000 $180,000
COO $144,000 $180,000 $210,000
TECHNICAL $180,000 $250,000 $250,000
HUMAN RESOURCE $36,000 $100,000 $100,000
BUSINESS DEVELOPMENT $144,000 $200,000 $200,000
Total People 21 50 100
Total Payroll $912,000 $1,250,000 $1,370,000
7. Financial Plan
7.1. Important Assumptions
Creating a dialog and a relationship. CSCs (common short codes)
are being used effectively to create a dialog with mobile users.
Voting, polling, requests for feedback, sweepstakes, and contests
all require interactivity with the consumer and the
brand. This interaction through CSCs provides valuable information
about target audiences, allowing organizations to even more closely
tailor their products and associated marketing to evolving
marketplace needs.
 Customer
and employee communications. CSCs and text messaging are
being used by companies and even
schools distribute information, such
as employee alerts, school closings, airline
reservation updates, and sales alerts. Catalog companies and
direct-to-consumer mobile commerce companies are using
CSCs along with keyword item numbers as a way to allow
customers to order products without calling into a service
center. This approach reduces

40. the number of calls handled by operators, which in turn reduce
s costs and can increase customer satisfaction.
 Increasing brand reach. CSCs are also playing a key role
in increasing the reach of brands and organizations. For
instance, groups in the United States that may index low for
home PC penetration conversely often index high for mobile
phones. Through CSCs, they can now be reached with
electronic media. In the developing
world, national short codes allow consumers to be cost-
effectively reached on an individual basis for the
first time ever, whereas previously, advertising campaigns
were limited to mass-market radio and billboards.
 Sales lead generation. U.S. companies of all sizes are using CS
Cs in their marketing efforts to generate interest and engageme
nt with brands, which immediately or eventually turn into sales
leads. For instance, Lexus
successfully used CSCs to develop self-
qualified sales leads. And it has been reported that Denver-
based Clarion Ventures is planning to launch the CSC that
spells the word "House" on the cell phone keypad as a way
for users to request that more information be sent to their
cell phones on houses that are for sale. Brands have reported
that potential customers who signal their product interest
through CSCs are often highly motivated, which can result in
CSC response rates as high as 10%.
 Content distribution. Short codes are one of the key ways that
mobile content providers distribute content directly
to mobile users, which avoids reliance on already-crowded
wireless carrier "content decks." Carrier decks are the screens
of content options that each carrier's subscribers
see on their cell phones. Getting placement on a carrier deck is
a costly and long process and must be done on a carrier-by-
carrier basis. While brands can get immediate access to all
subscribers on a particular carrier deck, carriers make frequent
changes to their decks, offering less control for brands. By
using CSC and other forms of "off deck" access, brands can
reach almost all wireless users, not just those of a particular
carrier. Fundraising. Nonprofits are increasingly interested in

41. short codes for fundraising efforts, having successfully used
them to raise relief funds for the 2004 tsunami in Asia and for
Hurricane Katrina in 2005.
 Mobile advertising. Brands from almost every industry sector
are beginning to incorporate CSCs into their marketing
campaigns such as on billboards, in print, and even in TV
advertising in order to deliver additional marketing information
directly to users. For instance, shows
on MTV regularly include CSC information to further involv
e audiences and drive additional content sales. New mobile
advertising formats
are coming onto the scene, including banner ads, sponsorships,
product placement and idle screens, and pre- and post-
roll video. Like CSCs, each of these mobile advertising
formats is a sophisticated way to reach customers. In fact, text
advertising can be added to CSCs so that the confirming
message the consumer receives from the brand can also have
a line of advertising in it. This not only allows brands to
engage with consumers through CSCs but also allows their clo
sest advertisers to advertise contextually next to the appropriate
mobile content. However, unlike
most mobile advertising, CSCs require single or double opt-
ins. Thus, brands know consumers are interested and receptive
to messages initiated by CSCs.
 Building databases.
Information is power, and savvy organizations are using CSCs
to build powerful mobile information databases on existing and
prospective customers, such as what promotions they respond
to, which mobile coupons they actually redeem and when
and how often they respond to mobile alerts, by integrating
CSC response data into existing databases. These databases
can be used to develop and support loyalty
programs, coupon and direct response offers, and Internet-like
experiences with media ranging from print to radio.

42. 7.2. Break-even Analysis
Break-even Analysis
Monthly Units Break-even 318,704
Monthly Revenue Break-even $191,222
Assumptions:
Estimated Monthly Fixed Cost $86,050
Break-even Analysis

43. 7.3. Projected Profit and Loss
Pro Forma Profit and Loss
FY 2010 FY 2011 FY 2012
Sales $750,000 $1,050,000 $1,500,000
Direct Cost of Sales $412,500 $577,500 $825,000
Other Costs of Sales $0 $0 $0
------------ ------------ ------------
Total Cost of Sales $412,500 $577,500 $825,000
Gross Margin $337,500 $472,500 $675,000
Gross Margin % 45.00% 45.00% 45.00%
Expenses
Payroll $912,000 $1,250,000 $1,370,000
Marketing/Promotion $0 $0 $0
Depreciation $0 $0 $0
Rent $0 $0 $0
Utilities $0 $0 $0
Insurance $0 $0 $0
Payroll Taxes $120,600 $0 $0
Other $0 $0 $0
------------ ------------ ------------
Total Operating Expenses $1,032,600 $1,250,000 $1,370,000
Profit Before Interest and ($695,100) ($777,500) ($695,000)
Taxes
Interest Expense $31,458 $20,000 $20,000
Taxes Incurred $0 $0 $0
Net Profit ($726,558) ($797,500) ($715,000)
Net Profit/Sales -96.87% -75.95% -47.67%

44. Profit Monthly

45. Profit Yearly

46. Gross Margin Monthly

47. Gross Margin Yearly
7.4. Projected Cash Flow

48. Cash

49. Pro Forma Cash Flow
FY 2010 FY 2011 FY 2012
Cash Received
Cash from Operations
Cash Sales $750,000 $1,050,000 $1,500,000
Subtotal Cash from Operations $750,000 $1,050,000 $1,500,000
Additional Cash Received
Sales Tax, VAT, HST/GST $0 $0 $0
Received
New Current Borrowing $500,000 $0 $0
New Other Liabilities (interest- $0 $0 $0
free)
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $500,000 $0 $0
Sales of Long-term Assets $3,000,000 $0 $0
New Investment Received $5,000,000 $0 $0
Subtotal Cash Received $9,750,000 $1,050,000 $1,500,000
Expenditures FY 2010 FY 2011 FY 2012
Expenditures from Operations
Cash spending $912,000 $1,250,000 $1,370,000
Subtotal Spent on Operations $427,310 $589,492 $784,831
Additional Cash Spent
Sales Tax, VAT, HST/GST $0 $0 $0
Paid Out
Principal Repayment of $250,000 $0 $0
Current Borrowing
Other Liabilities Principal $500,000 $0 $0
Repayment
Long-term Liabilities Principal $500,000 $0 $0
Repayment
Purchase Other Current Assets $350,000 $0 $0
Purchase Long-term Assets $3,000,000 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $5,027,310 $589,492 $784,831
Net Cash Flow $4,722,690 $460,508 $715,169
Cash Balance $4,722,690 $5,183,198 $5,898,367

50. 7.5. Projected Balance Sheet
Pro Forma Balance Sheet
FY 2010 FY 2011 FY 2012
Assets
Current Assets
Cash $4,722,690 $5,183,198 $5,898,367
Other Current Assets ($0) ($0) ($0)
Total Current Assets $4,722,690 $5,183,198 $5,898,367
Long-term Assets
Long-term Assets $200,000 $200,000 $200,000
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $200,000 $200,000 $200,000
Total Assets $4,922,690 $5,383,198 $6,098,367
Liabilities and Capital FY 2010 FY 2011 FY 2012
Current Liabilities
Current Borrowing $550,000 $550,000 $550,000
Other Current Liabilities ($450,000) ($450,000) ($450,000)
Subtotal Current Liabilities $100,000 $100,000 $100,000
Long-term Liabilities ($350,000) ($350,000) ($350,000)
Total Liabilities ($250,000) ($250,000) ($250,000)
Paid-in Capital $5,200,000 $5,200,000 $5,200,000
Retained Earnings ($350,000) ($1,076,558) ($1,874,058)
Earnings ($726,558) ($797,500) ($715,000)
Total Capital $4,123,442 $3,325,942 $2,610,942
Total Liabilities and Capital $3,873,442 $3,075,942 $2,360,942
Net Worth $5,172,690 $5,633,198 $6,348,367

51. 7.6. Business Ratios
Ratio Analysis
FY 2010 FY 2011 FY 2012 Industry
Profile
Sales Growth 0.00% 40.00% 42.86% 5.66%
Percent of Total Assets
Other Current Assets 0.00% 0.00% 0.00% 63.56%
Total Current Assets 95.94% 96.28% 96.72% 75.77%
Long-term Assets 4.06% 3.72% 3.28% 24.23%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 2.03% 1.86% 1.64% 13.29%
Long-term Liabilities -7.11% -6.50% -5.74% 32.17%
Total Liabilities -5.08% -4.64% -4.10% 45.46%
Net Worth 105.08% 104.64% 104.10% 54.54%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 45.00% 45.00% 45.00% 78.28%
Selling, General & 141.87% 120.95% 92.67% 47.76%
Administrative Expenses
Advertising Expenses 0.00% 0.00% 0.00% 3.91%
Profit Before Interest and -92.68% -74.05% -46.33% 3.85%
Taxes
Main Ratios
Current 47.23 51.83 58.98 2.38
Quick 47.23 51.83 58.98 1.89
Total Debt to Total Assets -5.08% -4.64% -4.10% 57.57%
Pre-tax Return on Net Worth -14.05% -14.16% -11.26% 3.42%
Pre-tax Return on Assets -14.76% -14.81% -11.72% 8.06%
Additional Ratios FY 2010 FY 2011 FY 2012
Net Profit Margin -96.87% -75.95% -47.67% n.a
Return on Equity -14.05% -14.16% -11.26% n.a
Activity Ratios
Accounts Payable Turnover 4.11 4.11 4.11 n.a
Payment Days 77 86 76 n.a
Total Asset Turnover 0.15 0.20 0.25 n.a
Debt Ratios
Debt to Net Worth -0.05 -0.04 -0.04 n.a

52. Current Liab. to Liab. 0.00 0.00 0.00 n.a
Liquidity Ratios
Net Working Capital $4,622,690 $5,083,198 $5,798,367 n.a
Interest Coverage -22.10 -38.87 -34.75 n.a
Additional Ratios
Assets to Sales 6.56 5.13 4.07 n.a
Current Debt/Total Assets 2% 2% 2% n.a
Acid Test 47.23 51.83 58.98 n.a
Sales/Net Worth 0.14 0.19 0.24 n.a
Dividend Payout 0.00 0.00 0.00 n.a

53. Sales Forecast
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Unit
Sales
CSC 0% 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833
CPM 0% 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833
CPC 0% 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833
CPL 0% 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833
CRM 0% 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833
Total 104,167 104,167 104,167 104,167 104,167 104,167 104,167 104,167 104,167 104,167 104,167 104,167
Unit
Sales
Unit Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Prices
CSC $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00
CPM $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50
CPC $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50
CPL $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50
CRM $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50
Sales
CSC $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833
CPM $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417
CPC $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417
CPL $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417
CRM $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417 $10,417
Total $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500
Sales
Direct Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Unit
Costs
CSC 55.00% $0.55 $0.55 $0.55 $0.55 $0.55 $0.55 $0.55 $0.55 $0.55 $0.55 $0.55 $0.55

54. CPM 55.00% $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28
CPC 55.00% $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28
CPL 55.00% $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28
CRM 55.00% $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28 $0.28
Direct
Cost of
Sales
CSC $11,458 $11,458 $11,458 $11,458 $11,458 $11,458 $11,458 $11,458 $11,458 $11,458 $11,458 $11,458
CPM $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729
CPC $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729
CPL $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729
CRM $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729 $5,729
Subtotal $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375
Direct
Cost of
Sales

55. Personnel Plan
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
CEO 0% $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000
CFO 0% $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000
CTO 0% $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
COO 0% $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000
TECHNICAL 0% $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000
HUMAN 0% $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000
RESOURCE
BUSINESS 0% $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000
DEVELOPMENT
Total People 21 21 21 21 21 21 21 21 21 21 21 21
Total Payroll $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000

56. Pro Forma Profit and Loss
Oct Nov Dec Jan Feb Mar Apr May Jun J
Sales $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,5
Direct Cost of Sales $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,3
Other Costs of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ---------
Total Cost of Sales $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,375 $34,3
Gross Margin $28,125 $28,125 $28,125 $28,125 $28,125 $28,125 $28,125 $28,125 $28,125 $28,1
Gross Margin % 45.00% 45.00% 45.00% 45.00% 45.00% 45.00% 45.00% 45.00% 45.00% 45.00
Expenses
Payroll $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,0
Marketing/Promotion $0 $0 $0 $0 $0 $0 $0 $0 $0
Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0
Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0
Payroll Taxes 15% $10,050 $10,050 $10,050 $10,050 $10,050 $10,050 $10,050 $10,050 $10,050 $10,0
Other $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ---------
Total Operating $86,050 $86,050 $86,050 $86,050 $86,050 $86,050 $86,050 $86,050 $86,050 $86,0
Expenses
Profit Before Interest ($57,925) ($57,925) ($57,925) ($57,925) ($57,925) ($57,925) ($57,925) ($57,925) ($57,925) ($57,92
and Taxes
Interest Expense $3,576 $3,403 $3,229 $3,056 $2,882 $2,708 $2,535 $2,361 $2,188 $2,0
Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0
Net Profit ($61,501) ($61,328) ($61,154) ($60,981) ($60,807) ($60,633) ($60,460) ($60,286) ($60,113) ($59,93
Net Profit/Sales -98.40% -98.12% -97.85% -97.57% -97.29% -97.01% -96.74% -96.46% -96.18% -95.90

57. Pro Forma Cash Flow
Oct Nov Dec Jan Feb Mar Apr May Jun
Cash
Received
Cash from
Operations
Cash Sales $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,
Subtotal $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,500 $62,
Cash from
Operations
Additional
Cash
Received
Sales Tax, 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0
VAT,
HST/GST
Received
New Current $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,
Borrowing
New Other $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
(interest-
free)
New Long- $0 $0 $0 $0 $0 $0 $0 $0 $0
term
Liabilities
Sales of $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,
Other
Current
Assets
Sales of $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,
Long-term

58. Assets
New $416,667 $416,667 $416,667 $416,667 $416,667 $416,667 $416,667 $416,667 $416,667 $416,
Investment
Received
Subtotal $812,500 $812,500 $812,500 $812,500 $812,500 $812,500 $812,500 $812,500 $812,500 $812,
Cash
Received
Expenditures Oct Nov Dec Jan Feb Mar Apr May Jun
Expenditures
from
Operations
Cash $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,000 $76,
spending
Subtotal $0 $0 $1,600 $47,996 $47,822 $47,648 $47,475 $47,301 $47,128 $46,
Spent on
Operations
Additional
Cash Spent
Sales Tax, $0 $0 $0 $0 $0 $0 $0 $0 $0
VAT,
HST/GST
Paid Out
Principal $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,833 $20,
Repayment
of Current
Borrowing
Other $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,
Liabilities
Principal
Repayment
Long-term $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,
Liabilities

59. Principal
Repayment
Purchase $29,167 $29,167 $29,167 $29,167 $29,167 $29,167 $29,167 $29,167 $29,167 $29,
Other
Current
Assets
Purchase $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,
Long-term
Assets
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $383,333 $383,333 $384,933 $431,329 $431,155 $430,982 $430,808 $430,634 $430,461 $430,
Cash Spent
Net Cash $429,167 $429,167 $427,567 $381,171 $381,345 $381,518 $381,692 $381,866 $382,039 $382,
Flow
Cash $429,167 $858,334 $1,285,900 $1,667,071 $2,048,416 $2,429,934 $2,811,626 $3,193,492 $3,575,531 $3,957,
Balance

60. Pro Forma Balance Sheet
Oct Nov Dec Jan Feb Mar Apr May Jun
Assets Starting
Balances
Current
Assets
Cash $0 $429,167 $858,334 $1,285,900 $1,667,071 $2,048,416 $2,429,934 $2,811,626 $3,193,492 $3,575,531
Other $150,000 $137,500 $125,000 $112,500 $100,000 $87,500 $75,000 $62,500 $50,000 $37,500
Current
Assets
Total $150,000 $566,667 $983,333 $1,398,400 $1,767,071 $2,135,916 $2,504,934 $2,874,126 $3,243,491 $3,613,031
Current
Assets
Long-term
Assets
Long-term $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
Assets
Accumulated $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Depreciation
Total Long- $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
term Assets
Total Assets $350,000 $766,667 $1,183,333 $1,598,400 $1,967,071 $2,335,916 $2,704,934 $3,074,126 $3,443,491 $3,813,031
Liabilities Oct Nov Dec Jan Feb Mar Apr May Jun
and Capital
Current
Liabilities
Current $300,000 $320,833 $341,667 $362,500 $383,333 $404,167 $425,000 $445,833 $466,667 $487,500
Borrowing
Other $50,000 $8,333 ($33,333) ($75,000) ($116,667) ($158,333) ($200,000) ($241,667) ($283,333) ($325,000)
Current

61. Liabilities
Subtotal $350,000 $329,167 $308,333 $287,500 $266,667 $245,833 $225,000 $204,167 $183,333 $162,500
Current
Liabilities
Long-term $150,000 $108,333 $66,667 $25,000 ($16,667) ($58,333) ($100,000) ($141,667) ($183,333) ($225,000)
Liabilities
Total $500,000 $437,500 $375,000 $312,500 $250,000 $187,500 $125,000 $62,500 ($0) ($62,500)
Liabilities
Paid-in $200,000 $616,667 $1,033,333 $1,450,000 $1,866,667 $2,283,333 $2,700,000 $3,116,667 $3,533,333 $3,950,000
Capital
Retained ($350,000) ($350,000) ($350,000) ($350,000) ($350,000) ($350,000) ($350,000) ($350,000) ($350,000) ($350,000)
Earnings
Earnings $0 ($61,501) ($122,829) ($183,983) ($244,964) ($305,771) ($366,404) ($426,864) ($487,150) ($547,263)
Total ($150,000) $205,165 $560,504 $916,017 $1,271,703 $1,627,563 $1,983,596 $2,339,803 $2,696,183 $3,052,738
Capital
Total $350,000 $642,665 $935,504 $1,228,517 $1,521,703 $1,815,063 $2,108,596 $2,402,303 $2,696,183 $2,990,238
Liabilities
and Capital
Net Worth ($150,000) $329,167 $808,333 $1,285,900 $1,717,071 $2,148,416 $2,579,934 $3,011,626 $3,443,491 $3,875,531

62. Business Plan By – Mahadevan
Chief Development Officer
maha@mobyletv.com
WiZE Mobile Sdn Bhd