Ejemplo de Plan de Negocios Empresa Manufactura

This plan is one of three sub-corporations under the JTB name.
The holding company, JTB Technologies, also includes JTB Industrial Sales and JTB
Integrated Technologies.
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Table of Contents
1.0 Executive Summary.............................................................................................................................1
Chart: Highlights ......................................................................................................................2
1.1 Objectives ...................................................................................................................................2
1.2 Mission........................................................................................................................................2
1.3 Keys to Success ........................................................................................................................3
2.0 Company Summary.............................................................................................................................3
2.1 Company Ownership .................................................................................................................4
2.2 Start-up Summary ......................................................................................................................4
Table: Start-up Funding ..........................................................................................................5
Chart: Start-up .........................................................................................................................6
Table: Start-up .........................................................................................................................6
3.0 Products and Services........................................................................................................................7
3.1 Competitive Comparison..........................................................................................................7
3.2 Future Products and Services ..................................................................................................7
4.0 Market Analysis Summary..................................................................................................................8
4.1 Market Segmentation ................................................................................................................8
Table: Market Analysis ...........................................................................................................9
Chart: Market Analysis (Pie) ..................................................................................................9
4.2 Target Market Segment Strategy.............................................................................................9
4.3 Service Business Analysis .....................................................................................................10
4.3.1 Competition and Buying Patterns .............................................................................10
4.3.2 Distributing a Service .................................................................................................11
5.0 Strategy and Implementation Summary..........................................................................................11
5.1 Competitive Edge....................................................................................................................11
5.2 Marketing Strategy ..................................................................................................................12
5.2.1 Marketing Programs ...................................................................................................12
5.3 Sales Strategy..........................................................................................................................12
5.3.1 Sales Forecast ............................................................................................................13
Table: Sales Forecast.................................................................................................13
Chart: Sales Monthly ...................................................................................................14
Chart: Sales by Year ...................................................................................................14
5.4 Strategic Alliances...................................................................................................................14
5.5 Milestones ................................................................................................................................15
Table: Milestones..................................................................................................................16
Chart: Milestones ..................................................................................................................16
6.0 Web Plan Summary ..........................................................................................................................17
6.1 Website Marketing Strategy...................................................................................................17
7.0 Management Summary ....................................................................................................................17
7.1 Personnel Plan.........................................................................................................................18
Table: Personnel ...................................................................................................................18
8.0 Financial Plan ....................................................................................................................................18
8.1 Important Assumptions............................................................................................................19
Table: General Assumptions ...............................................................................................19
8.2 Break-even Analysis................................................................................................................20
Chart: Break-even Analysis .................................................................................................20
Table: Break-even Analysis .................................................................................................20
8.3 Projected Profit and Loss .......................................................................................................21
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Table of Contents
Table: Profit and Loss ..........................................................................................................22
Chart: Profit Monthly .............................................................................................................23
Chart: Profit Yearly................................................................................................................23
Chart: Gross Margin Monthly ...............................................................................................24
Chart: Gross Margin Yearly..................................................................................................24
8.4 Projected Cash Flow...............................................................................................................25
Chart: Cash ...........................................................................................................................25
Table: Cash Flow..................................................................................................................26
8.5 Projected Balance Sheet ........................................................................................................27
Table: Balance Sheet ...........................................................................................................28
8.6 Business Ratios .......................................................................................................................29
Table: Ratios .........................................................................................................................30
8.7 Long-term Plan.........................................................................................................................32
Chart: Long-term ...................................................................................................................32
Table: Sales Forecast ...............................................................................................................................1
Table: Personnel ........................................................................................................................................2
Table: General Assumptions ....................................................................................................................3
Table: Profit and Loss ...............................................................................................................................4
Table: Cash Flow .......................................................................................................................................6
Table: Balance Sheet ................................................................................................................................7
Table: Long-term ........................................................................................................................................8
Page 2
JTB Products and Services, Inc.

1.0 Executive Summary
This plan provides detailed investor information and includes the basic strategic business plan
information nec essary for initial establishment and operation of JTB Products and Services, Inc, a
division of JTB Technologies, Inc. JTB Products and Services, Inc will be formed in Richfield,
Louisiana, as a corporation under the laws of the Commonwealth of Louisiana.
JTB's Products and Services Division will manufacture custom tools tailored to the Automotive,
Auto Body Repair, Sports Service, and Commercial Drilling Industries. Additionally, this division will
also provide re-conditioning services to clients using our quality products from the the JTB
product line.
The management team responsible for the Product and Services Division's development, and
hands- on management of the daily operations are Mitchell R. Jeremy and Rac hel L. Jeremy. In
addition, a team-oriented, customer-foc used staff of 3 will support the management team.
JTB Products and Services, Inc. will retain the services of a CPA firm to perform professional
company audits, prepare taxes, payroll and serve as a business consultant to assist in setting
ac hievable long-range strategic goals.
Based on the current prices in the Products and Services market, JTB Products and Services,
Inc. has the potential of making sales of $348,000 within the first eighteen months of
operation. With good management, a revenue growth of approximately 24.53% percent is
expec ted. The projected ratios at the end of Fisc al Year 2 are quite solid.
The equity for eac h investor will be based on his or her investment. An in-depth look at Ratios
can be found the Financial Plan section.
Our primary markets are:
1.
2.
3.
4.
Auto repair, and Automotive industries. (JTB Tools)

Commercial and Private Utility contrac tors. (JTB hole-making products and services)
Sporting Goods Industry. (JTB drills, and drill refurbishing services)
Metalworking and Manufac turing industries as a service provider.
Ways to minimize risk fac tors to JTB Products and Services, Inc.'s success include:
1.
2.
3.
4.
Obtaining sufficient capital to properly fund the project to completion.

Maintain a lower than projected overhead which increases the bottom line profit. Multiskilled personnel will be employed, management will provide a continual training program
will ensure they deliver consistent superior service, as customer satisfac tion is a high
priority goal to developing the business.
Build a sufficient customer base. An excellent loc ation has been determined by
demographics, and an aggressive marketing program by a full-time shared marketing
assoc iate will ensure the desired results.
Establish community involvement to demonstrate how the business will contribute to a
better quality of life. Community projects using the company fac ilities will be developed to
help civic groups obtain their financial goals. Sc hools, churches, and other groups will
be welcomed to reac h out to the company and its employees for fundraisers.
Page 1
1.1 Objectives
1.
2.
3.
4.
Integrate our products and services into the Industrial Distribution market.
Direct-market our own product lines to over 100,000 potential clients throughout the U.S.
Utilize our Business Technology Software to gain market share.
Provide our clients with quality products and services while maintaining high profitability.
For many years, we have seen a niche in helping the above mentioned businesses with their
production proc esses, external job costing, and expediting the above services. These services
are handled in a one on one fashion, the clients proc ess for using the various products is
reviewed, then a recommendation is made to either scrap, rebuild or replac e the items in
question. Also at this point we can recommend one of our distributor partner products as a
substitute.
JTB Products and Services, Inc. will be a partner in the JTB network, and will also use this
network to promote its products and services throughout our industrial distribution partners.
1.2 Mission
JTB will develop and offer only the highest quality products and services.
Our products will reduce customers' c osts, and have a longer life than the competitors'
products.
Our re-manufacturing services will also offer the client a solid, value-based purchase
bac ked by a 100% quality commitment and effort by our employees and management.
Using JTB own manufacturing fac ility as a model and test bed for our products, JTB will provide
Page 2

the mid-sized corporate market with new and exciting ways to cost effectively manage all
external vendor and customer transactions, yielding continual savings for the users of our
products and services. Our manufacturing partners will also add value to our offering of services,
further allowing JTB to grow into a high-quality, long-term growth c orporation.
1.3 Keys to Success

1.
2.
3.
4.
5.
6.
7.
Seasoned management with over twenty years of business experience in Industrial

Distribution and Metalworking.
Foc used and well-defined long-range goals for longevity. Our plan has been developed
to allow flexibility and growth.
Strong project-management staffing with extensive prior Engineering experience,
providing clients with product and service support in an industrial setting.
Strong marketing goals with niche products and services; targeted services and
products delivered with unique marketing approaches.
Very low internal development costs at startup. Management is well-suited to oversee
and develop all projects described in this business plan, limiting pre-production
expenses by utilizing industry partnerships to lower the initial costs to bring its services
and products to market.
Previous base of high-quality external support vendors available to build on, with over
twenty years of industry contac ts to work with, in both the purchasing of quality
products, and also in the marketing of our own products.
Previous successful business plans and experience to draw from. Management's
previous business plan helped in c losing an SBA pac kage valued at $240,000 for the
ac quisition of C.N.C manufacturing equipment. Management will implement and perfect
all aspec ts of the business plan, expec ting that a great deal of its own c reativity,
positive attitude, and energy will be brought into all of the required projects.
2.0 Company Summary

JTB Products and Services is one of the three sub-divisions of JTB Technologies, Inc.
JTB Technologies, Inc. will be loc ated in Richfield, Louisiana. This loc ation is very close to the I82 corridor, providing excellent ac cess to the Mississippi, Arkansas and Texas industrial
markets. JTB management ac quired its roots in the industrial marketplac e while managing RL&I
Tool and Machine, Inc., a privately held corporation that operated in Missouri for over twentyfive years.
Further experience was also ac quired while managing RL&I's industrial supply division of RL&I Tool
and Machine. Eventually the Missouri corporation was closed and the management shown in
this plan reloc ated here to Louisiana. Prior to leaving Missouri, Technical Marketing
Technologies LLC, a spin-off of the Missouri based corporation was established, and operates
as a sole proprietorship here in Louisiana. With our roots firmly planted in the Industrial
marketplac e, JTB will provide Industrial and Commercial Tools, Safety Products, and Engineered
Sales expertise.
The primary partners in this plan are responsible for all phases of business and product
development with spec ial emphasis on bringing the latest Machining and Computer design into
the business. With our roots firmly planted in the products and services market, JTB will provide
Industrial and Commercial Tools, Re-manufacturing Services and engineering expertise ac quired
Page 3

over the last twenty-five years while working with the following business types:
1.
2.
3.
4.
5.
Automotive - Automotive repair, and Auto body industry.

Automotive - Auto Makers, and their support industries.
Primary Metals - Machining Industry - Turbine, Valve, Specialty Manufac turers, and
Machining industries.
Sporting Goods Industry - Sporting Goods manufacturers, and Services industries.
Mining and Contrac tor Industry - Hole drilling and Utility service providers
In addition to providing these clients with industrial products, JTB will also provide technical
expertise, engineering assistance and all types of outsourced industrial services.
2.1 Company Ownership

JTB will be a privately held corporation co-owned by Rac hel L. Jeremy and her husband,
Mitchell R. Jeremy. Rac hel Jeremy has 10 years experience in production management, and
customer services ac quired while she worked with RL&I Tool and Machine, Inc where she was
also the Secretary for that corporation. Rac hel will also add a large percentage to the minority
owned shares, allowing the firm to participate in larger contrac ts requiring minority involvement.
Mitchell R. Jeremy owns and operates Technical Marketing Technologies LLC, a technology and
marketing consulting firm. Mr. Jeremy is an innovator with over 25 years of technical experience
in the Industrial market with an additional 15 years of integrating computers and other
technologies into the manufacturing and distribution of industrial products. Mr. Jeremy has a
proven trac k record of success in launching new business projects and directing operations for
a previous Missouri-based corporation as President of RL&I Tool and Machine.
To ac hieve our objectives, Mr. Jeremy is seeking $230,000 in investment and $45,000 in longterm loans for JTB Products and Services. A percentage of the stoc k and royalties of its
products will be offered to the initial investors.
2.2 Start-up Summary

Initial startup will consist of setting up the equipment, shipping area, and Inventory areas in
the 2,500 sq. ft. of production space described, with provisions for further expansion when
needed.
Once established, Mr. Jeremy will utilize all of his previous business contac ts to develop the
JTB's products for immediate resale. This will include several custom catalog offerings with over
50,000 products eac h. As many of the customers require similar products sold by the
Industrial Sales Division, a stoc k list will also be compiled of the major items to be offered
adding more customer support value to the business.
In the production area, we will add approximately $45,000 of mac hinery, allowing the firm to
produce its products and services. Further leased equipment will be added starting in the first
month of the plan. This equipment will be both manually operated and computer controlled,
depending on availability. At present the mac hine tool market has an excess of available
equipment which is driving the costs to purchase these items down c onsiderably. Included in this
amount is $30,000 of spec ialty prototyping equipment which will allow us to solicit specialty
Page 4

prototype work.
We intend to add 3 Service Team Members to be trained on the equipment, and handle order
proc essing with our intended loc al customer base. Rac hel Jeremy will oversee the production and
shipping aspec ts. Mr. Jeremy will oversee training, and make personal contac t with all potential
clients to develop long term solid relationships.
During this time, several developers will be hired as part of the JTB Integrated Technologies
Division, loc ated in the same fac ility as Industrial Sales, to begin development of the software to
later drive the inventory-sharing and customer-interac tivity aspec ts of the business. (Payroll and
income figures related to these portions of the plan can be found in the JTB IT Division
business plan.)
Table: Start-up Funding

Start-up Funding
Start-up Expenses to Fund
Start-up Assets to Fund
Total Funding Required
$53,350
$221,650
$275,000
Assets
Non-cash Assets from Start-up
Cash Requirements from Start-up
Additional Cash Raised
Cash Balance on Starting Date
Total Assets
$51,000
$170,650
$0
$170,650
$221,650
Liabilities and Capital

Liabilities
Current Borrowing
Long-term Liabilities
Accounts Payable (Outstanding Bills)
Other Current Liabilities (interest-free)
Total Liabilities
$0
$45,000
$0
$0
$45,000
Capital
Planned Investment
Investor 1
Other
Additional Investment Requirement
$230,000
$0
$0
Total Planned Investment
$230,000
Loss at Start-up (Start-up Expenses)
($53,350)
Total Capital
$176,650
Total Capital and Liabilities
$221,650
Total Funding
$275,000
Page 5
Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal
Patent process
Stationery etc.
Brochures
Demo Models
Consultants
Insurance
Rent
Research and Development
Office
Total Start-up Expenses
Start-up Assets
Cash Required
Start-up Inventory
Other Current Assets
Long-term Assets
$1,200
$18,000
$450
$4,500
$1,200
$6,000
$750
$750
$18,000
$2,500
$53,350
$170,650
$1,000
$5,000
$45,000
Total Assets
$221,650
Total Requirements
$275,000
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3.0 Products and Services
JTB Products and Services will provide the following:
Manufac turing of patented products from the JTB line of Automotive tool products.
Manufac turing of patented JTB - Commcut-commercial waterline hole tools.
Manufac turing of patented JTB - Sportcut drill system for the sports industry.
Providing reconditioning for the Commcut commercial waterline tools.
Providing reconditioning for the Sportcut drill system for the sports industry.
Providing reconditioning of industrial tools sold by JTB Industrial Sales.
Prototype building from clients' CAD drawings.
With the proper mix of equipment, JTB can work as both a manufacturer and a service provider,
repairing its own products and its competitors products as well. Additionally, the equipment gives
the business an opportunity to sell itself to its clients at the production managers level and at
the shop level, forging solid ties with production and engineering managers.
Our prototype services will be handled via the Internet: a client sends a CAD file to our secure
dedicated servers, we download the CAD file into the 3-D software, and the proc ess of
developing a tangible prototype begins. Including this type of technology will bring JTB much
closer to the Aerospac e and Automotive industries. This proc ess can also help JTB develop
additional products for different markets. Related engineering technology will consist of 3-D
Computer Aided Design where applicable in the prototype work.
The mix of JTB's Industrial Sales and Products and Services Division makes the ac tual sale, as
the business can respond to the clients in any way needed. Our ability to share information
about order status and offer products and service from our distributor partners will allow for even
more opportunity with the clients, as they are always looking for ways to reduce purchasing
costs.
3.1 Competitive Comparison

Why should the industrial buyers work with JTB Products and Services?
JTB's products are developed to perform better than the competition. Our products are
developed with the goal of providing our clients a good, value-based purchase that will help
them be more profitable in their day-to-day operations. Our commitment to high quality and
consistency in our products and services is what sets us apart from others.
Our services also combine a good value-based approach, and still provide quality. Our attention
to customer detail is a critical component in our customer service area. Our custom sales
software allows our staff to keep detailed, ac curate notes on our customers' requirements,
allowing us to fulfill orders to their preferences. This commitment to consistency allows the
customer to feel confident when they ship orders in for service.
3.2 Future Products and Services

JTB will methodically seek out additional products to match our customers' requirements while
Page 7

working closely on applications to provide our clients with a better overall result in their
manufacturing proc ess.
In particular, we will add products to our own lines, and develop a sales strategy around eac h
product. The additional products and services will likely come from our distributor partners,
allowing us to develop quality product and service offerings. Our distributor partners can also
produce private label products for us.
Further development on this strategy will come from our engineering software applications.
These applications will allow us to work one on one with plant application engineers to fine
tune products to maximize the product's life, yielding the best possible results.
4.0 Market Analysis Summary

National market Desc ription consists of 314,555 potential clients in the following categories:
1.
2.
3.
4.
5.
6.
Aerospac e Industry - High Tech Manufacturers, and supporting sub-industries

Automotive - Automotive repair, and Auto body industry.
Automotive - Auto Makers, and their support industries.
Primary Metals - Machining Industry - Turbine, Valve, Specialty Manufac turers, and
Machining industries.
Sporting Industry - Sporting Goods manufacturers, and Services industries.
Mining and Contrac tor Industry - Hole drilling and Utility service providers
The Louisiana Market consists of 4,553 potential clients in the same categories.
Our sales goal is to integrate our Industrial Products and Services into the above markets. Our
sales approach is simple, utilizing a well trained inside sales staff to approach new clients, and to
respond to well-plac ed ads in industrial publications. Our software applications will make it
possible for these businesses to interac t closely with JTB and its distributor partners.
4.1 Market Segmentation
Our customers are seeking cost reduction in their daily operations. As JTB will function
as a distributor and a service provider, we can deliver custom specialty products
faster, with fair, competitive prices.
All of the above markets are seeking longer product life, resulting in higher profitability.
Our overall experience in mac hining, grinding, and production management can provide our
clients with actual measurable results.
All market segments purchase similar products and services, consolidating our internal
purchasing and marketing costs, maximizing long range profitability, while reducing
external costs as we gradually implement our order plac ement systems.
All can be serviced via existing modes of transportation (UPS, Fedex, DHL).
Page 8

Table: Market Analysis
Market Analysis
Potential Customers
Aerospace, High Tech
manufacturing
Automotive, Repair, Autobody
Automotive, Auto makers,
support sub-industry
Primary Metals, and
Machining industry
Sporting Goods and related
services
Mining, and Contractor industry
Total
Year 1
Year 2
Year 3
Year 4
Year 5
Growth
3%
25,587
26,355
27,146
27,960
28,799
CAGR
3.00%
9%
2%
61,228
4,000
66,739
4,080
72,746
4,162
79,293
4,245
86,429
4,330
9.00%
2.00%
7%
210,000
224,700
240,429
257,259
275,267
7.00%
7%
6,058
6,482
6,936
7,422
7,942
7.00%
9%
7.06%
3,149
310,022
3,432
331,788
3,741
355,160
4,078
380,257
4,445
407,212
9.00%
7.06%
4.2 Target Market Segment Strategy

Our marketing strategy for eac h target market segment will vary slightly. We will foc us our direct
marketing efforts on the Aerospac e, Automotive, and Primary Metals and Machining industries,
introducing these clients to our products and services. In particular, our combination of over
300,000 c atalog items, and our industrial services, providing re-manufacturing and secondary
services, will allow us to sell ourselves in many different ways. Also, our base of sub-contrac t
service providers will allow us to offer many different programs via our distributorship.
When order management and inventory systems are completed by the Integrated Technologies
Division, they will make it faster and easier to plac e repeat orders. Special incentives will be
given to the businesses using the system as well, further reducing our external costs.
Page 9

4.3 Service Business Analysis
JTB products and services are foc used on some rather unique markets. As such, these markets
are supported by niche product and service providers all over the U.S.
Industry by count:
Auto Body clients available: 62,361

Commercial utilities and drilling services available: 3,200
Sporting Good Service Centers: 6,164
Metalworking and Manufac turing: 238,764
The above client numbers are based on data available from Hugo Dunhill Mailing Lists, Inc., our
preferred database provider. Larger firms like Peoplesoftware, Profit2100, Dimasystems, and
Net2soft have developed very expensive software and netware pac kages starting at $10,000 $50,000 and up. Our cost analysis has shown that there are many cost competitive options
available for businesses to choose from, in many cases they are simply unaware they are
available. As a service business that will utilize our own products, we can market and demo our
products simultaneously, further reducing our costs per solicitation.
4.3.1 Competition and Buying Patterns

Automotive clients: These clients are made up of individual auto repair businesses. They
purchase supplies via loc al suppliers and catalogs. Our products for this market are specialized
time savers, and will be marketed as such. Also, our industrial sales division can sell to these
clients via catalogs and through our online sales proc ess. Competition in this marketplac e is
well developed as loc al suppliers providing standard products, our unique lines will be directly
marketed to the shops, along with information about our industrial supply services.
Commercial Utilities and Drilling clients: These clients are made up of individual commercial
service providers and contrac tors providing hole drilling services. Our proc ess for remanufacturing / re-building their drilling units will better the OEM's efforts to make and sell a
quality tool. The base cost index for these tools is very high, typically in excess of $2675 per
unit. These clients generally pay a minimum of 50% for a rebuild. Competition in this
marketplac e is developed as commercial plumbing supply houses; typically, the client is on their
own in terms of technical help. Our unique cost saving rebuild proc ess will be directly marketed
to them, also our industrial sales division can service these clients as well.
Sporting Good Service Centers: These clients are made up of bowling suppliers. Our
patented products will out-perform any available products, and create a large re-conditioning
market for JTB, as our patented products can only be reproduced by us. Competition in this
marketplac e is not very strong, as no one has developed a product for this proc ess, nor has
there been any standardization for this proc ess. Our Max-Drill product line re-defines the proc ess
giving the shops a plac e for technical help, good service, and a product that provides ease of
use, and a very cost-effective proc ess.
Metalworking and Manufacturing: These clients are made up of Machine shops, Aerospac e
Manufac turers, and other specialty manufacturers requiring industrial products and services.
Our services department will add value and services to Rac hel industrial sales division, as it can
utilize the services division's equipment to provide its clients with c ustom solutions. Competition
Page 10

is strong, as these clients work with both loc al suppliers, and catalog companies. As JTB has a
very marketable mix of industrial sales, and industrial services, this will provide the added edge
to ac quire clients.
4.3.2 Distributing a Service

JTB's primary goal is foc used on developing one- on-one business relations during the first four
years of the business plan; however, beyond that, we may consider working through
distribution for additional business.
As our plan describes our primary goal of repayment to our initial investors by the fourth year,
we will not make arrangements for distribution of our products or services unless it represents
a major addition to the business, and maintains our projected profits as well.
5.0 Strategy and Implementation Summary

Our strategy and implementation will be a very straightforward approach to extending our
products and services to potential clients via every cost-effective approach possible. Our
combined services offering is very unique, and allows for more profitability while staying ahead of
other industrial distributors and services providers in terms of delivery and competitive
pricing. The combination of our distributorship's solid inventory, and the ability of the service
area to provide re-conditioning and spec ial services to industrial products quickly, allows for
faster shipments with fewer logistical problems. For our customers, this means lower costs.
Presently, the loc al industrial suppliers and service providers do not really provide an effective
combination of supplying a cost-effective service strategy that yields the customer any real
savings. The loc al distributors must also rely heavily on outsourcing for many of their
services, which drives up the shipping costs to the customer dramatically. This business plan
allows for low-cost implementation of Internet-based customer ac cess, as well as direct
marketing where needed. The plan also foc uses on the needs of our clients, working within
particular parameters that permits the business to respond to small and large clients equally
efficiently.
5.1 Competitive Edge

Our competitive edge is our combined services, products, and the engineering skills required to
properly interac t with our customers and vendors. Our mix of inventory, industrial distribution,
and the service capabilities to respond to the customer's needs quickly will make JTB a
respec ted vendor in the industry.
JTB's competitive edge incorporates an overall approach to market our goods and services to
many different industries. Our unique approach of developing our own branded sales and
marketing applications will strengthen our ties to our distributor partners and direct clients. As
computer networking is a strong area for me personally, I see the benefits to businesses that
have solid network based sales and marketing tools in plac e. Our overall goal is to utilize our own
applications and developed software to integrate our distributor partners services. When
completed, JTB will be able to offer much larger clients an extremely large variety of products
and services drawing from our distributor partners services and products.
Page 11

All of the JTB divisions will benefit from the marketing, strategic ad plac ements and the direct
marketing products offered by every other JTB division.
5.2 Marketing Strategy

Key Goals to our marketing strategy are as follows:
1.
2.
3.
4.
5.
6.
Develop a high profile sales environment, to bring our products to new and existing
clients.
Develop new ways to market our products to potential clients via our branded
applications and software.
Develop channel partnerships utilizing our own applications, drawing from these partners
services and products to develop a large base of products and services to be offered to
larger clients.
Develop and maintain a quality customer service and follow-up program for all of the
JTB divisions.
Develop and utilize an ongoing automated marketing system to contac t potential clients.
Carefully target marketing expenditures to maximize returns on the campaigns.
5.2.1 Marketing Programs

JTB's marketing programs will directly target our intended customer base, utilizing many
different avenues of marketing. Initially, we will mass- market introductory offers and letters of
introduction indexed against our customer database. Further secondary marketing will be through
our Internet-based marketing systems. Additional follow-up work will be done by our staff.
JTB's customer databases will overlap as they are similar. Every opportunity will be explored as
eac h branch solicits new business, allowing for additional cost effective introduction of our other
products and services. JTB will also develop Internet marketplac es where our products and
services can be marketed as well, taking full advantage of the very low costs offered by
developing and managing our own sites.
5.3 Sales Strategy

JTB's sales strategy will rely on a straight-forward approach of developing the company's long
term sales goal of providing quality engineered products and services tailored to the customer.
Our overall goal will be to pay close attention to details gathered regarding other vendors, and
how they interac t with the clients, constantly fine tuning our transaction proc ess until it is
almost effortless for the clients to do business with us.
Customer ac cess to our sales staff is also critical, as we intend to offer phone, fax, and
Internet-based inventory ac cess and order proc essing. Further Internet ac cess on our main
site will let clients develop budgets and gather engineering information about the products we
offer. This will be further enhanced by the custom software products of JTB Integrated
Technologies, when developed. Our sales staff will have a tremendous source of information
available to ac t as an advisor to our clients.
Page 12

5.3.1 Sales Forecast
Our sales forecast table uses the following assumptions:
1.
2.
3.
4.
5.
6.
7.
Auto Body Products average growth rate of 34% annually.

Auto Body Services average growth rate of 14% annually.
Commercial Drilling average growth rate of 22% annually.
Sporting Goods Products average growth rate of 19% annually.
Sporting Goods Services average growth rate of 17% annually.
Metalworking and Manufac turing growth rate of 18% annually.
Industry Analysis Compounded Annual Growth Rate of 7.02%
The sales growth is controlled by several fac tors including:

1.
2.
3.
The JTB's ability to find quality service associates to train, and the length of the
training proc ess.
JTB's ability to partner with other quality channel partners to handle over capacity
situations.
Limitations in actual shop time available ie. constraints in available work area and
personnel.
Many of the services provided are billable hourly at nearly $60 per hour for service work; in
comparison, some products manufactured internally will need to be at a lower shop rate to
provide for more competitive pricing to break into the different markets.
We will work to have many of the patented products manufactured externally, allowing our
equipment to be utilized on more profitable work. Contingencies need to be in plac e to bac kup all
products and services offered in the event of personnel issues, or equipment failure. Direct costs
in the Sales Forecast table reflect these outsourced manufacturing costs, after initial design.
Table: Sales Forecast

Sales Forecast
Year 1
Year 2
Year 3
Year 4
Year 5
Sales
Auto Body products
$66,000
$90,520
$122,234
$139,846
$166,212
Auto Body services

Commercial Drilling
Sporting Goods products
Sporting Goods services
Prototype Services
Metalworking and Manufacturing
$20,205
$57,880
$89,800
$35,820
$7,200
$77,800
$23,842
$71,771
$109,556
$43,700
$28,800
$93,360
$28,133
$88,996
$133,658
$53,314
$43,200
$132,032
$33,197
$110,355
$163,063
$65,044
$54,000
$164,438
$39,173
$136,841
$198,937
$79,353
$72,000
$210,326
$354,705
$461,550
$601,569
$729,944
$902,842
Direct Cost of Sales

Auto body products and Services
Commercial Drilling
Sporting Goods
Year 1
$43,546
$37,939
$62,388
Year 2
$48,635
$39,267
$73,440
Year 3
$55,751
$50,020
$89,520
Year 4
$69,849
$58,800
$110,880
Year 5
$86,067
$74,633
$133,920
Prototype Services
Subtotal Direct Cost of Sales
$1,908
$53,270
$199,051
$7,632
$61,000
$229,974
$11,448
$73,000
$279,739
$14,310
$89,000
$342,839
$19,080
$106,000
$419,700
Total Sales
Page 13
5.4 Strategic Alliances

JTB will develop and implement many strategic alliances to build its product and services offering.
Alliances to manufacture our higher volume products will aid in keeping our internal costs in
chec k while allowing unlimited growth potential by utilizing our channel partners' production
capabilities. Further development on this will be to purchase on a contrac tual basis to help loc k
Page 14

in pricing on our product offering. Our distributor partners will allow us to offer additional
products and services that we could not otherwise offer, also reducing our investments in
additional personnel and equipment while maximizing profits.
5.5 Milestones
Secure Leasing, Banking, and Attorney Arrangements - Long term arrangements to secure
the equipment financing, banking relations, and general and patent attorney needs.
Set up JTB's Industrial Services Location - Prepare working area for incoming equipment,
wiring, shipping and receiving areas, networked ac counting systems, and develop a work flow
methodology for the entire shop.
Complete the equipment selections and installation - Equipment will be selected from
various mac hine tool dealers throughout the U.S. These mac hine tools will be inspec ted closely
for quality, selecting the best possible pieces while working within our budget.
Manager selections and training begins - JTB will be looking for individuals who posess a good
aptitude for engineering, preferably with a bac kground in QC and Machining.
Contractor selection for outsourced manufacturing - Competing contrac t manufacturers
will be providing sample parts and quotations for our products, in particular, contrac tors will be
quoting on the Automotive and Sporting Goods lines as they have the highest potential volume
and will require substantially more manufacturing capacity than we will have available.
JTB Industrial Services Marketing Campaign - Our marketing campaign will initially target
the loc al Louisiana market with a letter to the key personnel within the target businesses. This
introduction will be a combination letter marketing the JTB Industrial Sales Division as well;
alternately, the Industrial Sales Divisions sales personnel will follow up on these ac counts.
JTB outsourced product line development - Once the contrac tor selection is complete, we
will plac e orders from the suppliers for components, pac kaging, and replac ement parts.
JTB services development - JTB's service area will begin servicing clients as soon as the
core mac hine tools are in plac e; some specialty equipment may take several months to loc ate.
During the first year, management will be proc essing most of the work.
JTB Service associate selection and training - Service Associates will be from a production
bac kground, familiar with manufacturing and general mac hining, training will be ongoing for at
least 1 year. Management will work with these individuals on a one- on-one basis to ac complish
this, and minimize training costs while still competing orders as needed.
Page 15

Table: Milestones
Milestones
Milestone
Secure Leasing and Banking
Arrangements
Setup JTB's Industrial services
location
Contractor selections for
services and products
Manager selections and
training begin
Complete equipment
selections and installations
JTB outsourced Product line
development
JTB Service Associate
selection and training
JTB Services development
JTB Industrial Services
Marketing campaign
Totals
Start Date
2/1/2005
End Date
2/15/2005
Budget
$1,500
Manager
M. Jeremy
Department
Corporate
Management
2/1/2005
3/1/2005
$6,500
M. Jeremy
2/15/2005
3/15/2005
$3,500
M. Jeremy
2/1/2005
4/15/2005
$12,000
R. Jeremy
2/1/2004
6/15/2005
$125,000
M. Jeremy
3/15/2005
6/15/2005
$18,000
M. Jeremy
3/10/2005
10/1/2005
$15,000
R. Jeremy
4/15/2005
1/1/2006
$7,500
R. Jeremy
3/1/2005
1/30/2006
$3,500
R. Jeremy
Corporate
Management
Media
development
Corporate
Management
Corporate
Management
Products and
Services
Products and
Services
Products and
services
Marketing
$192,500
Page 16

6.0 Web Plan Summary
JTB's Web-based marketing plan is essentially the same for all of the JTB divisions, with the
exception of how eac h division targets its clients. As JTB will be able to add its services
offering into the marketplac es to be developed, we will get day to day information and
feedback from the various paid ads we plac e in industrial trade magazines, and with other
websites as well. The Web plan is to link our products and services with as many affiliate sites
as possible.
When established, these marketplac es and affiliate sites will serve as a very cost effective
marketing tool for all of the JTB divisions, again keeping in mind that eac h division's approach
to this will be tailored towards its intended potential clients. Each division will have dedicated
websites operating under the JTB logo. With a customer database available at all times via our
servers, we can easily trac k our marketing expenditures and customer demographics.
6.1 Website Marketing Strategy

JTB will develop and manage as many industrial marketplac es as possible, seeking out niche
marketing that drives customers to our industrial products and services sites. Also, JTB will
embed itself into many other sites utilizing search engine technology, affiliate marketing
programs, and paid banner ads.
As JTB's Integrated Technologies Division will develop all of its sites and software applications,
this will be done at a considerably lower overall cost than our competitors would spend to
develop the same type of applications.
7.0 Management Summary

Operations Manager
Mitchell R. Jeremy
Mitchell will work with the managers and staff daily to help oversee the development for all of
the anticipated projects. He will personally develop the proc edures and techniques for all of
the products and services to be offered. Additionally, he will provide hands on training to all
employees within the company ensuring the company's ability to grow.
Service and Production Manager
Rachel L. Jeremy
During year one Rac hel will ac t as the Service Team Manager. She will oversee order
proc essing, sc heduling of outsourced orders, and ac t as the general business manager in Mr.
Jeremy's absence. After year one, the service team members and manager will be fully trained to
handle the day-to-day workload in their area. Rac hel will then continue to maintain the
ongoing day-to-day work sc hedule, trac k time and billing issues, and remain in c lose contac t
with the clients to ensure that JTB is meeting all the customer's requirements.
Page 17

7.1 Personnel Plan
Service Team Manager
Initially, Rac hel Jeremy will fill this role, while the service team manager undergoes training. The
service team manager is a working manager position requiring complete knowledge of all the
manufacturing proc esses. This position will answer directly to the Operations Manager.
Service Team Member
TBA. Service Associates will perform the manual labor required in the service and production
department.
Sales and Marketing Associate
TBA. This is a shared position, costs and responsibilities distributed among all divisions; this
member contributes Sales and Marketing help in all areas.
Table: Personnel
Personnel Plan
Year 1
Year 2
Year 3
Year 4
Year 5
$35,200
$8,800
$44,000
$36,000
$21,000
$57,000
$36,000
$23,000
$59,000
$38,000
$25,000
$63,000
$38,000
$28,000
$66,000
Sales and Marketing Personnel

Shared Marketing Associate
Name or Title
$2,750
$0
$4,000
$0
$6,000
$0
$8,000
$0
$10,000
$0
Other
Subtotal
$0
$2,750
$0
$4,000
$0
$6,000
$0
$8,000
$0
$10,000
$43,200
$0
$0
$43,200
$43,500
$0
$0
$43,500
$44,000
$0
$0
$44,000
$45,000
$0
$0
$45,000
$45,000
$0
$0
$45,000
Other Personnel
Name or Title
Name or Title
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Other
Subtotal
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total People
Total Payroll
$89,950
$104,500
$109,000
$116,000
$121,000
Production Personnel
Service Team Member
Subtotal
General and Administrative Personnel

Production Manager/Service Team Coordinator
Name or Title
Other
Subtotal
8.0 Financial Plan

JTB's financial plan is based on raising $230,000 by way of private equity to setup the
industrial products and services division of the corporation. We are also securing a 12 year loan
for $45,000 to cover initial equipment costs nec essary to produce our products and services. We
Page 18

expec t the Product and Service Division to ac hieve a small net profit in just over two years.
By year three we expec t to be in a strong enough cash position to begin paying dividends to the
initial investors, and secure proper lines of credit with other banking resources as the company
will need to attrac t further investment for equipment and expansion. It would be in the
company's best interest to repay the initial investors earlier than the plan allows for.
8.1 Important Assumptions

This plan is one of a three part business plan providing details of eac h business segment for more
ac curate projections, the main plan is used to show the overall development of the business in
its entirety. Key assumptions around which we developed this plan are as follows:
1.
2.
3.
4.
5.
Current business, banking, and economic trends continue to be stable.

Customer buying trends and orders remain strong.
Overhead and other external operating cost grow as projected.
External outsourced costs grow as anticipated.
Internet buying trends continue to grow in the industrial sector.
The General Assumptions table below shows assumptions which play heavily into the businesses
long term plan.
If the business can be developed in its entirety in one loc ation would greatly reduce operating
costs, and provide a more flexible staff situation for cross-training and other issues.
Upon reviewing the plan, you may have noticed management has mentioned expansion through
use of its online marketing system via numerous distributor partners throughout the U.S. The
possible revenues from this have not been added into any projections. Management's position on
the plan's assumptions is we feel we can make better long term arrangements which should
better the projected cash position shown.
Note 8.1.1: We have selected a high-quality networked ac counting system with c apabilities of
having multiple businesses running while still offering full consolidation of the business for
ac counting purposes. This system is complete with project management capabilities and
budgeting; as such, management will implement a budgeted approach for the projects
while adjusting costs in JTB's favor wherever possible.
All Profit and Loss tables in this plan include only the projections for the Products and Services
Division. We suggest that eac h plan is reviewed, as eac h is quite different.
Table: General Assumptions

General Assumptions
Plan Month
Current Interest Rate
Long-term Interest Rate
Tax Rate
Other
Year 1
1
10.00%
10.00%
30.00%
0
Year 2
2
10.00%
10.00%
30.00%
0
Year 3
3
10.00%
10.00%
30.00%
0
Year 4
4
10.00%
10.00%
30.00%
0
Year 5
5
10.00%
10.00%
30.00%
0
Page 19

8.2 Break-even Analysis
The break-even analysis for JTB Products and Services is shown in the following table and chart.
JTB's break even analysis is difficult to project as our industrial products and services are a mix
of both labor charged hourly, and outsourced manufactured goods for resale. Initial goals are
to bring the hard manufactured product lines to market within 60 days from startup. Additionally,
we will begin c ompleting service based orders (labor based) immediately while
offering numerous well ac cepted industrial products for resale through the other divisions.
What will set JTB apart from the other industrial entities is its ability for flexibility, expansion, and
its individual divisions with key individuals all under one roof targeting eac h market segment
JTB will pursue. All of the service personnel will be cross- trained with the sales staff, and will
be expec ted to handle clients with a positive and helpful attitude. With this in mind, the goal is
to build a solid base for the corporation with our primary products and services while continuing
the long term development of our distribution and secondary services business.
Table: Break-even Analysis

Break-even Analysis
Monthly Revenue Break-even
$31,884
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost
69%
$10,036
Page 20

8.3 Projected Profit and Loss
Please be sure to read the note in the Important Assumptions section, regarding our
Ac counting system and methodology.
The Projected Profit and Loss table takes into consideration all of the basic operating costs for
the Products and Services Division only. This division will reac h the break-even point late in
the first year, and bec ome increasingly profitable thereafter. At full capacity in later years, we
expec t net profit margins between 12% and 19%.
The Profit and Loss in this business plan also includes a full depreciation sc hedule. Management's
eventual goal is to work with a leasing company that will provide a construction-type loan/
lease situation allowing us time to hand-select the best possible equipment while minimizing the
cash outlay during this proc ess. For the purposes of this plan, and to maintain a conservative
approach, we have bought some starting equipment as long-term assets in the start-up table.
We will add some leased equipment as we go, as initial equipment depreciates.
The Profit and Loss table in this plan does not reflect the burden of management, and
management's output - related personnel costs can be found in the plan for the holding
company, JTB Technologies, Inc. Please remember when you do review the P&L, that the 3 JTB
divisions will ac tually be operating under one roof. As such, overhead is low, and management's
role will be to fill in, in all areas of production wherever needed to complete orders.
Management's operating schedule will also be overlapped to "keep our doors open" more
operating hours than any of the other 9 to 5 operations. Management anticipates running at
least 50 hours per week allowing us to develop more business on the west coast.
Page 21

Table: Profit and Loss
Pro Forma Profit and Loss
Sales
Year 1
$354,705
$199,051
Year 2
$461,550
$229,974
Year 3
$601,569
$279,739
Year 4
$729,944
$342,839
Year 5
$902,842
$419,700
Production Payroll
Other Costs of Goods
Total Cost of Sales
$44,000
$0
$243,051
$57,000
$0
$286,974
$59,000
$0
$338,739
$63,000
$0
$405,839
$66,000
$0
$485,700
Gross Margin
Gross Margin %
$111,654
31.48%
$174,576
37.82%
$262,830
43.69%
$324,105
44.40%
$417,142
46.20%
$2,750
$4,950
$0
$7,700
2.17%
$4,000
$6,000
$0
$10,000
2.17%
$6,000
$7,500
$0
$13,500
2.24%
$8,000
$8,500
$0
$16,500
2.26%
$10,000
$9,500
$0
$19,500
2.16%
$43,200
$5,400
$7,750
$8,400
$35,988
$7,200
$4,800
$43,500
$7,200
$7,750
$8,400
$35,988
$7,200
$5,400
$44,000
$8,500
$7,750
$8,400
$35,988
$7,200
$7,200
$45,000
$9,500
$7,750
$8,400
$35,988
$7,200
$9,000
$45,000
$10,200
$7,750
$8,400
$35,988
$7,200
$9,600
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$112,738
$115,438
$119,038
$122,838
$124,138
31.78%
25.01%
19.79%
16.83%
13.75%
Other Payroll
Consultants
Other Other Expenses
$0
$0
$0
$0
$6,000
$0
$0
$6,000
$0
$0
$6,000
$0
$0
$6,000
$0
Total Other Expenses

Other %
$0
0.00%
$6,000
1.30%
$6,000
1.00%
$6,000
0.82%
$6,000
0.66%
$120,438
$131,438
$138,538
$145,338
$149,638
Profit Before Interest and Taxes
($8,784)
$43,138
$124,292
$178,767
$267,504
EBITDA
Interest Expense
Taxes Incurred
($1,034)
$4,297
$0
$50,888
$3,938
$11,760
$132,042
$3,563
$36,219
$186,517
$3,188
$52,674
$275,254
$2,813
$79,408
($13,081)
-3.69%
$27,440
5.95%
$84,511
14.05%
$122,906
16.84%
$185,284
20.52%
Operating Expenses
Sales and Marketing Expenses
Sales and Marketing Payroll
Advertising/Promotion
Other Sales and Marketing Expenses
Total Sales and Marketing Expenses
Sales and Marketing %
General and Administrative Expenses
General and Administrative Payroll
Sales and Marketing and Other Expenses
Depreciation
Rent
Equipment Lease
Utilities
Insurance
Payroll Taxes
Other General and Administrative
Expenses
Total General and Administrative
Expenses
General and Administrative %
Other Expenses:
Total Operating Expenses
Net Profit
Net Profit/Sales
Page 22
Page 23
Page 24

8.4 Projected Cash Flow
JTB's projected cash flow reflects the business' c ash position. Please remember when you review
this table, it is for the Products and Services Division only. The table shows our planned
repayment of the 12 year loan and dividends to investors beginning in year 3.
When reviewing the projected cash flow, its important to note that the largest growth in sales is
from outsourced manufacturing, as this is not really segmented for review. Additional
segmentation information can be found in the market segmentation table in section 4.1.
The outsourced manufacturing allows the company to have the product line it desires while
utilizing its internal personnel one the more profitable services to be offered. The outsourced
products operate under a fixed cost situation, while the services area will for the most part be
working in a cost plus situation filling special and rush requests that carry a much higher shop
rate. As the cash flow projects only the base products described in the business plan,
its highly probable JTB will be involved with more outsourced products in years two
through five, furthering our potential profitability.
Please review section 8.1 regarding the Important Assumptions to get a better feel for the
explained projected cash flow.
Page 25

Table: Cash Flow
Pro Forma Cash Flow
Year 1
Year 2
Year 3
Year 4
Year 5
Cash from Operations

Cash Sales
Cash from Receivables
Subtotal Cash from Operations
$88,676
$207,172
$295,848
$115,387
$328,433
$443,821
$150,392
$427,943
$578,335
$182,486
$526,156
$708,642
$225,711
$648,442
$874,153
Additional Cash Received

Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
$0
$0
$0
$0
$0
$0
$0
$295,848
$0
$0
$0
$0
$0
$0
$0
$443,821
$0
$0
$0
$0
$0
$0
$0
$578,335
$0
$0
$0
$0
$0
$0
$0
$708,642
$0
$0
$0
$0
$0
$0
$0
$874,153
Year 1
Year 2
Year 3
Year 4
Year 5
$89,950
$260,345
$350,295
$104,500
$327,515
$432,015
$109,000
$398,340
$507,340
$116,000
$483,091
$599,091
$121,000
$587,844
$708,844
$0
$0
$0
$3,750
$0
$0
$0
$3,750
$0
$0
$0
$3,750
$0
$0
$0
$3,750
$0
$0
$0
$3,750
$0
$0
$0
$0
$0
$0
$0
$0
$20,000
$0
$0
$50,000
$0
$0
$80,000
Subtotal Cash Spent
$354,045
$435,765
$531,090
$652,841
$792,594
Net Cash Flow

Cash Balance
($58,197)
$112,453
$8,056
$120,509
$47,246
$167,754
$55,802
$223,556
$81,559
$305,116
Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current Borrowing
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Current Assets
Purchase Long-term Assets
Dividends
Page 26

8.5 Projected Balance Sheet
JTB Products and Services' projected balance sheet shows a strong cash development capability
over the projected 5 year plan. The projected balance sheet, like the rest of the business
plan, assumes the business remains at its startup loc ation during the first five years of
operations, keeping costs relatively fixed for the projections. Again, as mentioned in the
Important Assumptions section 8.1, management still feels it can develop a stronger situation
than what is reflected.
As projected in the Balance Sheet, the products and services division builds its cash position
while also developing a sound net worth. As the industrial Products and Services Division is a
manufacturing setting, this business plan reflects the development of a large amount of hard,
non-cash assets, excluding ending year 5 receivables. A full depreciation schedule and
payment sc hedule is included to depreciate the long-term assets.
During the life of the plan, inventory requirements may change as we offer our clients different
purchasing options and build our inventory of used products; any differences in c ash flow and
inventory would show that the cash is tied up in inventory. With this in mind, we would try to
keep the required inventory down to reasonable levels wherever possible.
This division is also a service oriented segment of the business; many of the services offered are
tied to particular product lines offered, allowing the business to create multiple income streams
throughout the development of the plan. For segmentation purposes some products have both
labor and materials to manufacture a product, some have labor only when providing a service.
We have chosen not to show the breakdown of these finer details in the plan.
Page 27

Table: Balance Sheet
Pro Forma Balance Sheet
Year 1
Year 2
Year 3
Year 4
Year 5
Current Assets
Cash
Accounts Receivable
Inventory
Total Current Assets
$112,453
$58,857
$37,048
$5,000
$213,358
$120,509
$76,586
$22,144
$5,000
$224,239
$167,754
$99,820
$28,359
$5,000
$300,933
$223,556
$121,121
$35,018
$5,000
$384,695
$305,116
$149,811
$42,820
$5,000
$502,747
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
$45,000
$7,750
$37,250
$250,608
$45,000
$15,500
$29,500
$253,739
$45,000
$23,250
$21,750
$322,683
$45,000
$31,000
$14,000
$398,696
$45,000
$38,750
$6,250
$508,997
Year 1
Year 2
Year 3
Year 4
Year 5
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$45,789
$0
$0
$45,789
$25,229
$0
$0
$25,229
$33,413
$0
$0
$33,413
$40,270
$0
$0
$40,270
$49,036
$0
$0
$49,036
Total Liabilities
$41,250
$87,039
$37,500
$62,729
$33,750
$67,163
$30,000
$70,270
$26,250
$75,286
Paid-in Capital
Retained Earnings
Earnings
$230,000
($53,350)
($13,081)
$230,000
($66,431)
$27,440
$230,000
($58,990)
$84,511
$230,000
($24,480)
$122,906
$230,000
$18,426
$185,284
Total Capital
Total Liabilities and Capital
$163,569
$250,608
$191,010
$253,739
$255,520
$322,683
$328,426
$398,696
$433,710
$508,997
Net Worth
$163,569
$191,010
$255,520
$328,426
$433,710
Assets
Page 28

8.6 Business Ratios
The following table shows standard business ratios for the years of our plan, and a comparison
column for data from Manufac turing Industries, nec (SIC Code 3999).
JTB's Products and Services Division's ratios reflect a strong growth with regards to its Gross
Margins.
In the long term, our Long Term Assets dec line below industry profiles as equipment is paid
down, but our overall Debt to Asset ratios are better than the industry in overall results as
leaner manufacturing and better coordinated use of our channel partners come into play allowing
for more growth without incurring additional expense.
Our General and Administrative ratios are much higher than the industry, but this personnel plays
an essential role as the business grows towards its growth and outsourcing goals. Also the
industry standard profile could reflect more automation than we have at this point, thus our
requirement for more personnel.
Page 29

Table: Ratios
Ratio Analysis
Year 1
n.a.
Year 2
30.12%
Year 3
30.34%
Year 4
21.34%
23.49%
14.78%
2.00%
85.14%
14.86%
100.00%
30.18%
8.73%
1.97%
88.37%
11.63%
100.00%
30.93%
8.79%
1.55%
93.26%
6.74%
100.00%
30.38%
8.78%
1.25%
96.49%
3.51%
100.00%
29.43%
8.41%
0.98%
98.77%
1.23%
100.00%
23.08%
15.97%
34.94%
73.99%
26.01%
100.00%
18.27%
16.46%
34.73%
65.27%
9.94%
14.78%
24.72%
75.28%
10.35%
10.46%
20.81%
79.19%
10.10%
7.52%
17.62%
82.38%
9.63%
5.16%
14.79%
85.21%
23.82%
17.66%
41.48%
58.52%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
31.48%
39.96%
2.22%
-2.48%
37.82%
31.88%
2.31%
9.35%
43.69%
29.64%
2.42%
20.66%
44.40%
27.56%
2.44%
24.49%
46.20%
25.68%
2.35%
29.63%
36.34%
17.49%
1.27%
3.23%
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
4.66
3.85
34.73%
-8.00%
-5.22%
8.89
8.01
24.72%
20.52%
15.45%
9.01
8.16
20.81%
47.25%
37.41%
9.55
8.68
17.62%
53.46%
44.04%
10.25
9.38
14.79%
61.03%
52.00%
2.18
1.33
50.82%
7.44%
15.13%
Additional Ratios
Net Profit Margin
Return on Equity
Year 1
-3.69%
-8.00%
Year 2
5.95%
14.37%
Year 3
14.05%
33.07%
Year 4
16.84%
37.42%
Year 5
20.52%
42.72%
n.a
n.a
4.52
38
12.00
6.69
4.52
71
7.77
12.17
4.52
71
11.08
12.17
4.52
74
10.82
12.17
4.52
73
10.78
12.17
n.a
n.a
n.a
n.a
Payment Days
Total Asset Turnover
27
1.42
42
1.82
26
1.86
27
1.83
27
1.77
n.a
n.a
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
0.53
0.53
0.33
0.40
0.26
0.50
0.21
0.57
0.17
0.65
n.a
n.a
$167,569
$199,010
$267,520
$344,426
$453,710
n.a
-2.04
10.96
34.89
56.08
95.11
n.a
0.71
18%
2.57
2.17
0.55
10%
4.97
2.42
0.54
10%
5.17
2.35
0.55
10%
5.68
2.22
0.56
10%
6.32
2.08
n.a
n.a
n.a
n.a
Sales Growth
Percent of Total Assets
Accounts Receivable
Inventory
Long-term Assets
Total Assets
Current Liabilities
Total Liabilities
Net Worth
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
Year 5 Industry Profile

23.69%
-0.33%
Main Ratios
Activity Ratios
Accounts Receivable Turnover
Collection Days
Inventory Turnover
Accounts Payable Turnover
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Page 30

Dividend Payout
0.00
0.00
0.24
0.41
0.43
n.a
Page 31

8.7 Long-term Plan
JTB's Product and Services Division's long term plan has been projected out to a 10 year review
to highlight the businesses long term results, and the added potential of the distributor
partnerships. Additionally, the 4th & 5th year cash position can be shown for pay-out analysis of
the initial investors; this plan also give a much better equity picture.
1.
2.
3.
4.
5.
Gross Sales over $900,000 by year 6 of this plan.

Gross Margins over $450,000 by year 5 of this plan.
Net Income over $160,000 by year 6 of this plan.
Current Assets over $600,000 by year 6 of the plan.
Equity of over $600,000 by year 7 of this plan.
Page 32
Appendix
Table: Sales Forecast
Sales Forecast
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$0
$0
$1,200
$1,400
$1,800
$4,000
$5,800
$7,200
$8,400
$10,200
$11,800
$14,200
$0
$315
$360
$510
$540
$1,200
$1,740
$2,160
$2,520
$3,060
$3,540
$4,260
0%
0%
$0
$0
$600
$0
$1,800
$1,200
$3,800
$3,400
$4,200
$5,400
$4,800
$7,800
$6,200
$9,400
$6,800
$10,400
$6,980
$11,700
$7,200
$12,900
$7,700
$13,200
$7,800
$14,400
0%
0%
0%
$0
$0
$1,000
$0
$0
$1,000
$460
$0
$1,200
$1,360
$0
$1,800
$2,160
$600
$3,800
$3,120
$600
$5,400
$3,760
$800
$6,600
$4,160
$800
$7,800
$4,600
$1,000
$10,200
$5,160
$1,000
$12,000
$5,280
$1,200
$12,800
$5,760
$1,200
$14,200
Total Sales
$1,000
$1,915
$6,220
$12,270
$18,500
$26,920
$34,300
$39,320
$45,400
$51,520
$55,520
$61,820
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$0
$0
$0
$0
$290
$0
$936
$870
$664
$1,146
$1,900
$1,920
$1,404
$2,600
$3,024
$3,120
$2,990
$4,368
$3,770
$3,800
$5,922
$4,680
$3,980
$6,990
$5,460
$4,848
$7,700
$6,630
$5,328
$9,100
$7,170
$5,633
$10,800
$9,230
$5,700
$11,900
$0
$490
$490
$0
$760
$1,050
$0
$870
$3,340
$0
$1,100
$6,066
$159
$2,400
$9,587
$159
$3,900
$14,537
$212
$4,950
$18,654
$212
$5,400
$21,262
$265
$6,300
$24,573
$265
$8,400
$29,723
$318
$8,800
$32,721
$318
$9,900
$37,048
Sales
Auto Body products
0%
Auto Body services
0%
Commercial Drilling
Sporting Goods products
Sporting Goods services
Prototype Services
Auto body products and Services

Commercial Drilling
Sporting Goods
Prototype Services
Subtotal Direct Cost of Sales
27%
Page 1
Appendix
Table: Personnel
Personnel Plan
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Production Personnel
$0
$3,200
$3,200
$3,200
$3,200
$3,200
$3,200
$3,200
$3,200
$3,200
$3,200
$3,200
Service Team Member
$0
$0
$0
$0
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
Subtotal
$0
$3,200
$3,200
$3,200
$4,300
$4,300
$4,300
$4,300
$4,300
$4,300
$4,300
$4,300
Sales and Marketing Personnel

Shared Marketing Associate
Name or Title
$0
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
Other
Subtotal
$0
$0
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
$0
$250
General and Administrative Personnel

Production Manager/Service Team Coordinator
Name or Title
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
Other
Subtotal
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
$0
$3,600
Name or Title
Name or Title
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Other
Subtotal
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total People
Total Payroll
$3,600
$7,050
$7,050
$7,050
$8,150
$8,150
$8,150
$8,150
$8,150
$8,150
$8,150
$8,150
Other Personnel
Page 2
Appendix
Table: General Assumptions
General Assumptions
Plan Month
Current Interest Rate
Month 1
1
10.00%
Month 2
2
10.00%
Month 3
3
10.00%
Month 4
4
10.00%
Month 5
5
10.00%
Month 6
6
10.00%
Month 7
7
10.00%
Month 8
8
10.00%
Month 9
9
10.00%
Month 10
10
10.00%
Month 11
11
10.00%
Month 12
12
10.00%
Long-term Interest Rate
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
Tax Rate
Other
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
30.00%
0
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss
Month 1
$1,000
$490
Month 2
$1,915
$1,050
Month 3
$6,220
$3,340
Month 4
$12,270
$6,066
Month 5
$18,500
$9,587
Month 6
$26,920
$14,537
Month 7
$34,300
$18,654
Month 8
$39,320
$21,262
Month 9
$45,400
$24,573
Month 10
$51,520
$29,723
Month 11
$55,520
$32,721
Month 12
$61,820
$37,048
$0
$0
$490
$3,200
$0
$4,250
$3,200
$0
$6,540
$3,200
$0
$9,266
$4,300
$0
$13,887
$4,300
$0
$18,837
$4,300
$0
$22,954
$4,300
$0
$25,562
$4,300
$0
$28,873
$4,300
$0
$34,023
$4,300
$0
$37,021
$4,300
$0
$41,348
$510
51.00%
($2,335)
-121.93%
($320)
-5.14%
$3,004
24.48%
$4,613
24.94%
$8,083
30.03%
$11,346
33.08%
$13,758
34.99%
$16,527
36.40%
$17,497
33.96%
$18,499
33.32%
$20,472
33.12%
Sales and Marketing Expenses

Sales and Marketing Payroll
$0
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
Advertising/Promotion
$0
$450
$450
$450
$450
$450
$450
$450
$450
$450
$450
$450
Other Sales and Marketing

Expenses
Total Sales and Marketing
Expenses
Sales and Marketing %
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$700
$700
$700
$700
$700
$700
$700
$700
$700
$700
$700
0.00%
36.55%
11.25%
5.70%
3.78%
2.60%
2.04%
1.78%
1.54%
1.36%
1.26%
1.13%
General and Administrative Expenses

General and Administrative Payroll
Sales
Production Payroll
Other Costs of Goods
Total Cost of Sales
Gross Margin
Gross Margin %
Operating Expenses
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
$3,600
Sales and Marketing and Other

Expenses
$450
$450
$450
$450
$450
$450
$450
$450
$450
$450
$450
$450
Depreciation
Rent
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$646
$700
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$2,999
$600
$350
$600
$350
$600
$350
$600
$350
$600
$350
$600
$350
$600
$450
$600
$450
$600
$450
$600
$450
$600
$450
$600
$450
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$9,345
$9,345
$9,345
$9,345
$9,345
$9,345
$9,445
$9,445
$9,445
$9,445
$9,445
$9,445
934.48%
487.98%
150.24%
76.16%
50.51%
34.71%
27.54%
24.02%
20.80%
18.33%
17.01%
15.28%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Equipment Lease
Utilities
Insurance
Payroll Taxes
Other General and Administrative
Expenses
Total General and Administrative
Expenses
General and Administrative %
15%
Other Expenses:
Other Payroll
Page 4
Appendix
Consultants
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Other Other Expenses

Total Other Expenses
Other %
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
$0
$0
0.00%
Total Operating Expenses
$9,345
$10,045
$10,045
$10,045
$10,045
$10,045
$10,145
$10,145
$10,145
$10,145
$10,145
$10,145
($8,835)
($12,380)
($10,365)
($7,041)
($5,432)
($1,962)
$1,201
$3,613
$6,382
$7,352
$8,354
$10,327
EBITDA
Interest Expense
($8,189)
$372
($11,734)
$370
($9,719)
$367
($6,395)
$365
($4,786)
$362
($1,316)
$359
$1,847
$357
$4,259
$354
$7,028
$352
$7,998
$349
$9,000
$346
$10,973
$344
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
($9,207)
-920.72%
($12,750)
-665.78%
($10,732)
-172.54%
($7,405)
-60.35%
($5,794)
-31.32%
($2,321)
-8.62%
$844
2.46%
$3,259
8.29%
$6,031
13.28%
$7,003
13.59%
$8,008
14.42%
$9,983
16.15%
Taxes Incurred
Net Profit
Net Profit/Sales
Page 5
Appendix
Table: Cash Flow
Pro Forma Cash Flow
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Cash from Operations

Cash Sales
Cash from Receivables
$250
$0
$479
$525
$1,555
$1,230
$3,068
$3,696
$4,625
$7,841
$6,730
$12,473
$8,575
$18,296
$9,830
$24,065
$11,350
$28,361
$12,880
$32,682
$13,880
$37,263
$15,455
$40,740
Subtotal Cash from Operations
$250
$1,004
$2,785
$6,764
$12,466
$19,203
$26,871
$33,895
$39,711
$45,562
$51,143
$56,195
Cash Received
Additional Cash Received

Sales Tax, VAT, HST/GST Received
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Current Borrowing

New Other Liabilities (interest-free)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Long-term Liabilities

Sales of Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Investment Received

Subtotal Cash Received
$0
$250
$0
$1,004
$0
$2,785
$0
$6,764
$0
$12,466
$0
$19,203
$0
$26,871
$0
$33,895
$0
$39,711
$0
$45,562
$0
$51,143
$0
$56,195
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Cash Spending
Bill Payments
$3,600
$182
$7,050
$5,539
$7,050
$7,643
$7,050
$11,652
$8,150
$14,849
$8,150
$19,232
$8,150
$25,508
$8,150
$28,813
$8,150
$30,007
$8,150
$34,117
$8,150
$40,899
$8,150
$41,902
Subtotal Spent on Operations
$3,782
$12,589
$14,693
$18,702
$22,999
$27,382
$33,658
$36,963
$38,157
$42,267
$49,049
$50,052
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Principal Repayment of Current Borrowing

Other Liabilities Principal Repayment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Long-term Liabilities Principal Repayment
Expenditures
0.00%
Expenditures from Operations
$313
$313
$313
$313
$313
$313
$313
$313
$313
$313
$313
$313
Purchase Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Purchase Long-term Assets

Dividends
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$4,095
$12,902
$15,006
$19,014
$23,312
$27,694
$33,971
$37,276
$38,469
$42,580
$49,362
$50,365
Net Cash Flow
($3,845)
($11,898)
($12,220)
($12,250)
($10,846)
($8,491)
($7,100)
($3,381)
$1,241
$2,982
$1,781
$5,830
Cash Balance
$166,805
$154,907
$142,687
$130,436
$119,591
$111,100
$104,000
$100,619
$101,860
$104,842
$106,623
$112,453
Subtotal Cash Spent
Page 6
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet
Assets
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Starting Balances
Current Assets
Cash
Accounts Receivable
$170,650
$0
$166,805
$750
$154,907
$1,661
$142,687
$5,096
$130,436
$10,602
$119,591
$16,636
$111,100
$24,353
$104,000
$31,782
$100,619
$37,208
$101,860
$42,897
$104,842
$48,855
$106,623
$53,232
$112,453
$58,857
Inventory
$1,000
$5,000
$176,650
$510
$5,000
$173,065
$1,050
$5,000
$162,618
$3,340
$5,000
$156,122
$6,066
$5,000
$152,104
$9,587
$5,000
$150,814
$14,537
$5,000
$154,990
$18,654
$5,000
$159,436
$21,262
$5,000
$164,088
$24,573
$5,000
$174,330
$29,723
$5,000
$188,420
$32,721
$5,000
$197,576
$37,048
$5,000
$213,358
Long-term Assets
Long-term Assets
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
$45,000
Accumulated Depreciation
Total Long-term Assets
$0
$45,000
$646
$44,354
$1,292
$43,708
$1,937
$43,063
$2,583
$42,417
$3,229
$41,771
$3,875
$41,125
$4,521
$40,479
$5,167
$39,833
$5,812
$39,188
$6,458
$38,542
$7,104
$37,896
$7,750
$37,250
$221,650
$217,419
$206,327
$199,185
$194,521
$192,584
$196,115
$199,915
$203,922
$213,517
$226,962
$235,472
$250,608
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Total Assets
Current Liabilities
Accounts Payable
Current Borrowing
$0
$0
$5,289
$0
$7,258
$0
$11,161
$0
$14,215
$0
$18,385
$0
$24,549
$0
$27,818
$0
$28,877
$0
$32,755
$0
$39,509
$0
$40,323
$0
$45,789
$0
Other Current Liabilities

Subtotal Current Liabilities
$0
$0
$0
$5,289
$0
$7,258
$0
$11,161
$0
$14,215
$0
$18,385
$0
$24,549
$0
$27,818
$0
$28,877
$0
$32,755
$0
$39,509
$0
$40,323
$0
$45,789
$45,000
$44,688
$44,375
$44,063
$43,750
$43,438
$43,125
$42,813
$42,500
$42,188
$41,875
$41,563
$41,250
Total Liabilities
$45,000
$49,977
$51,633
$55,224
$57,965
$61,823
$67,674
$70,630
$71,377
$74,943
$81,384
$81,886
$87,039
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
$230,000
($53,350)
Paid-in Capital
Retained Earnings
Earnings
$0
($9,207)
($21,957)
($32,689)
($40,094)
($45,888)
($48,209)
($47,365)
($44,106)
($38,075)
($31,072)
($23,064)
($13,081)
Total Capital
$176,650
$167,443
$154,693
$143,961
$136,556
$130,762
$128,441
$129,285
$132,544
$138,575
$145,578
$153,586
$163,569
Total Liabilities and Capital
$221,650
$217,419
$206,327
$199,185
$194,521
$192,584
$196,115
$199,915
$203,922
$213,517
$226,962
$235,472
$250,608
Net Worth
$176,650
$167,443
$154,693
$143,961
$136,556
$130,762
$128,441
$129,285
$132,544
$138,575
$145,578
$153,586
$163,569
Page 7
Appendix
Table: Long-term
Long-term
Sales
Cost of Sales
Year 1
$354,705
$243,051
Year 2
$461,550
$286,974
Year 3
$601,569
$338,739
Year 4
$729,944
$405,839
Year 5
$902,842
$485,700
Year 6
$905,618
$479,978
Year 7
$959,956
$508,777
Year 8
$998,354
$529,128
Year 9
$1,058,255
$560,875
Year 10
$1,105,876
$586,114
Gross Margin
Gross Margin %
Operating Expenses
$111,654
31.48%
$120,438
$174,576
37.82%
$131,438
$262,830
43.69%
$138,538
$324,105
44.40%
$145,338
$417,142
46.20%
$149,638
$425,640
47.00%
$157,120
$451,179
47.00%
$164,976
$469,226
47.00%
$173,225
$497,380
47.00%
$181,886
$519,762
47.00%
$190,980
Operating Income
Net Income
Current Assets
($8,784)
($13,081)
$213,358
$43,138
$27,440
$224,239
$124,292
$84,511
$300,933
$178,767
$122,906
$384,695
$267,504
$185,284
$502,747
$268,521
$179,909
$628,433
$286,203
$191,756
$754,120
$296,002
$198,321
$867,238
$315,494
$211,381
$997,323
$328,781
$220,284
$1,097,056
Long-term Assets
$37,250
$29,500
$21,750
$14,000
$6,250
$0
$0
$0
$0
$0
$45,789
$41,250
$163,569
$25,229
$37,500
$191,010
$33,413
$33,750
$255,520
$40,270
$30,000
$328,426
$49,036
$26,250
$433,710
$50,998
$13,338
$590,773
$53,038
$426
$701,508
$55,159
$0
$812,078
$57,366
$0
$939,958
$59,660
$0
$1,037,395
Current Liabilities
Equity
Page 8

Ejemplo de Plan de Negocios Empresa Manufactura

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Ejemplo de Plan de Negocios Empresa Manufactura

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This plan is one of three sub-corporations under the JTB name.

Copyright Palo Alto Software, Inc., 1995-2009 All rights reserved.

The undersigned reader ac knowledges that the information provided by

JTB Products and Services, Inc.

Auto repair, and Automotive industries. (JTB Tools)

Obtaining sufficient capital to properly fund the project to completion.

JTB Products and Services, Inc.

JTB Products and Services, Inc.

1.3 Keys to Success

Seasoned management with over twenty years of business experience in Industrial

2.0 Company Summary

JTB Products and Services, Inc.

Automotive - Automotive repair, and Auto body industry.

2.1 Company Ownership

2.2 Start-up Summary

JTB Products and Services, Inc.

Table: Start-up Funding

Liabilities and Capital

Total Planned Investment

Loss at Start-up (Start-up Expenses)

Total Capital and Liabilities

JTB Products and Services, Inc.

JTB Products and Services, Inc.

3.1 Competitive Comparison

3.2 Future Products and Services

JTB Products and Services, Inc.

4.0 Market Analysis Summary

Aerospac e Industry - High Tech Manufacturers, and supporting sub-industries

4.1 Market Segmentation

JTB Products and Services, Inc.

4.2 Target Market Segment Strategy

JTB Products and Services, Inc.

Auto Body clients available: 62,361

4.3.1 Competition and Buying Patterns

JTB Products and Services, Inc.

4.3.2 Distributing a Service

5.0 Strategy and Implementation Summary

5.1 Competitive Edge

JTB Products and Services, Inc.

5.2 Marketing Strategy

5.2.1 Marketing Programs

5.3 Sales Strategy

JTB Products and Services, Inc.

Auto Body Products average growth rate of 34% annually.

The sales growth is controlled by several fac tors including:

Table: Sales Forecast

Auto Body services

Direct Cost of Sales

JTB Products and Services, Inc.

5.4 Strategic Alliances

JTB Products and Services, Inc.

JTB Products and Services, Inc.

JTB Products and Services, Inc.

6.1 Website Marketing Strategy

7.0 Management Summary

JTB Products and Services, Inc.

Sales and Marketing Personnel

General and Administrative Personnel

8.0 Financial Plan

JTB Products and Services, Inc.

8.1 Important Assumptions

Current business, banking, and economic trends continue to be stable.

Table: General Assumptions

JTB Products and Services, Inc.