Brown's Chiropractic and Wellness Center

Brown's Chiropractic and Wellness Center
Dr. Celeste Brown, Dr. Anthony Hammond & Dr. Tanja Woodruff
2475 Village Dr., St. Mary's, Ga. 31558
Legal Page
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by Brown's Chiropractic and
Wellness Center in this business plan is confidential; therefore, readers agree not to disclose it without the
express written permission of Brown's Chiropractic and Wellness Center.
It is acknowledged by readers that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means and that
any disclosure or use of same by reader, may cause serious harm or damage to Brown's Chiropractic and
Wellness Center. Upon request, this document is to be immediately returned to Brown's Chiropractic and
Wellness Center.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
1.0 Executive Summary....................................................................................................................................1

Chart: Highlights.......................................................................................................................................1
1.1 Objectives................................................................................................................................................2
1.2 Mission....................................................................................................................................................2
1.3 Keys to Success.......................................................................................................................................2
2.0 Company Summary.....................................................................................................................................3
2.1 Company Ownership..............................................................................................................................4
Table: Past Performance...........................................................................................................................4
Chart: Past Performance...........................................................................................................................5
3.0 Services.......................................................................................................................................................5
4.0 Market Analysis Summary.........................................................................................................................6
4.1 Market Segmentation..............................................................................................................................7
Table: Market Analysis.............................................................................................................................7
Chart: Market Analysis (Pie)....................................................................................................................8
4.2 Target Market Segment Strategy............................................................................................................8
4.3 Service Business Analysis......................................................................................................................9
5.0 Web Plan Summary...................................................................................................................................10
5.1 Website Marketing Strategy.................................................................................................................10
5.2 Development Requirements..................................................................................................................10
6.0 Strategy and Implementation Summary...................................................................................................11
6.1 SWOT Analysis....................................................................................................................................11
6.1.1 Strengths.........................................................................................................................................11
6.1.2 Weaknesses....................................................................................................................................12
6.1.3 Opportunities..................................................................................................................................12
6.1.4 Threats............................................................................................................................................12
6.2 Competitive Edge..................................................................................................................................12
6.3 Marketing Strategy................................................................................................................................12
6.4 Sales Strategy........................................................................................................................................13
6.4.1 Sales Forecast.................................................................................................................................13
Table: Sales Forecast..........................................................................................................................13
Chart: Sales Monthly..........................................................................................................................14
Chart: Sales by Year...........................................................................................................................14
7.0 Management Summary.............................................................................................................................14
7.1 Personnel Plan.......................................................................................................................................15
Table: Personnel......................................................................................................................................15
8.0 Financial Plan............................................................................................................................................15
8.1 Important Assumptions.........................................................................................................................15
8.2 Break-even Analysis.............................................................................................................................16
Table: Break-even Analysis....................................................................................................................16
Chart: Break-even Analysis....................................................................................................................16
8.3 Projected Profit and Loss......................................................................................................................17
Table: Profit and Loss.............................................................................................................................17
Chart: Profit Monthly..............................................................................................................................18
Chart: Profit Yearly.................................................................................................................................18
Chart: Gross Margin Monthly................................................................................................................19
Chart: Gross Margin Yearly...................................................................................................................19
8.4 Projected Cash Flow.............................................................................................................................19
Table: Cash Flow....................................................................................................................................20

Chart: Cash..............................................................................................................................................21
8.5 Projected Balance Sheet........................................................................................................................22
Table: Balance Sheet...............................................................................................................................22
8.6 Business Ratios.....................................................................................................................................23
Table: Ratios...........................................................................................................................................23
Table: Sales Forecast.........................................................................................................................................1
...........................................................................................................................................................................1
Table: Personnel................................................................................................................................................2
...........................................................................................................................................................................2
Table: Profit and Loss.......................................................................................................................................3
...........................................................................................................................................................................4
Table: Cash Flow..............................................................................................................................................5
...........................................................................................................................................................................7
Table: Balance Sheet.........................................................................................................................................8
1.0 Executive Summary

Brown's Chiropractic and Wellness Center will serve the St. Mary's, Georgia area. Dr. Celeste Brown,
Dr. Anthony Hammond, Dr. Tanja Woodruff and Christopher M. Brown will be the owners and
operators of the wellness center. The center will specialize in the fastest growing alternative health
care field, chiropractic.
The chiropractic approach to health care is holistic, stressing the patient's overall health and wellness.
It recognizes that many factors affect health, including exercise, diet, rest, environment, and heredity.
Chiropractors provide natural, drugless, nonsurgical health treatments, and rely on the body's inherent
recuperative abilities.
Brown's Chiropractic and Wellness Center will provide quality chiropractic services to people of all
ages. The center will utilize new equipment and a trained staff, able to care for the individual needs of
every patient that enters the clinic.
Our center's keys to success are to put the patient's health issues first and to treat each person as an
individual, with individual health care needs.
Sales are projected to increase from the first year to the third, and profits almost negligible for the
start-up phase of this business. We show a break-even point after seven months of business.
We are projecting very conservatively regarding gross margin. Our client base should grow much
faster than the projections. We prefer to project conservatively so that we make sure we have enough
cash for unexplained costs.
Chart: Highlights
Highlights
$1,200,000
$1,000,000
Sales
$800,000
Gross Margin
$600,000
Net Profit
$400,000
$200,000
$0
FY 2013
FY 2014
FY 2015
Page 1

1.1 Objectives
1. Gross revenues of $1,200,000 in year three.
2. Net profits of $58,000 for each year in the plan.
3. Increase from an average of 1200 monthly office visits to 2400 by our third year.
4. Patient visit average of 60 visits per patient per year.
5. Collections of 95% or more and missed appointments under 5%.
The above figures are very conservative for patient visit averages when compared to the national
average of 135 visits per week or 540 visits per month. We are keeping our figures on the low side to
show that even if our clinic only produces one third the national average for patient visits per month
that the business model is still viable.
1.2 Mission
Brown's Chiropractic and Wellness Center mission is to provide the people of Camden County and the
surrounding areas a service that will help patients achieve and maintain their highest potential for
health.
Brown's Chiropractic and Wellness Center will focus primarily on spinal function and its relationship
to the nervous system therefore affecting overall health. The science of chiropractic is based on the
premise that good health depends, in part, on a normally functioning nervous system. Chiropractic
principle emphasizes that the body is a self-regulating, self-healing organism and that body function is
controlled and coordinated by the brain, spinal cord and the nerves that branch throughout the body.
Brown's Chiropractic and Wellness Center approach to better health is to locate and remove spinal
dysfunction and nerve interference, returning the body to its natural state of health and wellness.
Brown's Chiropractic and Wellness Center will promote chiropractic education to the public as well as
provide quality chiropractic care while incorporating nutritional support, massage therapy,
rehabilitation and physiotherapy modalities, and exercise.
1.3 Keys to Success
Referral
Our internal marketing strategy emphasizes educating patients to the benefits of chiropractic care. This
factor alone will provide referrals and build a solid patient base.
We will also network to obtain referrals from other professionals, such as lawyers, accountants,
medical doctors, and other businesses in the area. Our educational procedures include patient focus
groups, questionnaires, videos and mailings.
Systematic Procedures
By setting up our office to run efficiently and systematically we will decrease chance of errors and
increase the number of patients we can see per hour. This translates into greater revenue and less
internal complications.
Page 2

Moreover, we will institute electronic billing procedures, which will cut down on paperwork and will
increase ease of patient tracking. Our office floor plan is set up in such a way to also decrease the time
it takes to provide quality chiropractic care per individual visit.
Reputation
Brown's Chiropractic and Wellness Center will be taking over a well established business in the
community. By bringing along some of our own patients, this will help the current patients feel more
at ease. Our staff of doctors has an outstanding reputation for professionalism and patient care. Dr.
Smith, the current owner of the practice, has known Dr. Brown and Dr. Hammond for over twelve
years.
Becoming well known in a community takes time, but once this trait is established it can increase the
success of a center. Our center will accomplish this by going out into the community, church groups,
high schools, and networking with other professionals in the area.
Location
Brown's Chiropractic and Wellness Center will be located in a busy section of Saint Mary's, Georgia.
The selection of this location is based on the current demographics of growth of Saint Mary's and the
surrounding areas. The facility will require little renovation. The location has ample parking spaces
and room for future expansion.
2.0 Company Summary
Brown's Chiropractic and Wellness Center will purchase Dr. Smith's Chiropractic Services in Saint
Mary's, Georgia. We will be operated by three doctors, Dr. Celeste Brown, Dr. Anthony Hammond,
and Dr. Tanja Woodruff. Christopher M. Brown will manage all of the business and technical aspects
of the company. The doctors have over 40 years experience in their related fields.
Brown's Chiropractic and Wellness Center will provide chiropractic care and other services to the
Camden County community and surrounding areas. The business will be established as a limited
liability company to maximize liability protection of the shareholders' personal assets and minimize
income taxes. Brown's Chiropractic and Wellness Center is in the process of acquiring trademarks for
our name and symbol. Next we will acquire the necessary licenses and permits needed to operate a
chiropractic and wellness center in the state of Georgia. Brown's Chiropractic and Wellness Center
will promote chiropractic education to the public as well as provide quality chiropractic care while
incorporating nutritional support, massage therapy, rehabilitation and physiotherapy modalities, and
exercise.
The Doctor's of Brown's Chiropractic and Wellness Center chose chiropractic as a career because it
offers them a sense of achievement, personal freedom, and most importantly the satisfaction of
knowing that you are making a difference in the quality of human life. The simple truth being, there
has never been a better time to be a Doctor of Chiropractic.
Page 3

2.1 Company Ownership
Brown's Chiropractic and Wellness Center will be established as a limited liability company in Saint
Mary's, Georgia. It will be owned by Dr. Celeste Brown, Dr. Anthony Hammond, Dr. Tanja Woodruff
and Christopher M. Brown. Each owner will have equal shares of the company.
Table: Past Performance

Past Performance
FY 2010
$0
$0
0.00%
$0
FY 2011
$0
$0
0.00%
$0
FY 2012
$449,055
$434,452
96.75%
$170,592
FY 2010
FY 2011
FY 2012
Current Assets
Cash
Other Current Assets
Total Current Assets
$0
$0
$0
$0
$0
$0
$171,050
$102,001
$273,051
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
$0
$0
$0
$0
$0
$0
$104,000
$4,248
$99,752
Total Assets
$0
$0
$372,803
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities (interest free)
Total Current Liabilities
$0
$0
$0
$0
$0
$0
$0
$0
$22,042
$0
$0
$22,042
Long-term Liabilities
Total Liabilities
$0
$0
$0
$0
$136,496
$158,538
Paid-in Capital
Retained Earnings
Earnings
Total Capital
$0
$0
$0
$0
$0
$0
$0
$0
$64,000
($55,000)
$205,265
$214,265
Total Capital and Liabilities
$0
$0
$372,803
Sales
Gross Margin
Gross Margin %
Operating Expenses
Balance Sheet
Page 4
Other Inputs
Payment Days
30
Chart: Past Performance

Past Performance
$450,000
$400,000
$350,000
$300,000
Sales
$250,000
Gross
$200,000
Net
$150,000
$100,000
$50,000
$0
FY 2010
FY 2011
FY 2012
3.0 Services
Brown's Chiropractic and Wellness Center will provide the following chiropractic health services;
chiropractic adjustments, nutritional support and products, massage therapy, rehabilitation and
physiotherapy modalities, orthopedic supports/products, radiological examinations, physical
examinations, and patient educational classes.
Brown's Chiropractic and Wellness Center offers a complete chiropractic health care solution.
Chiropractic is an alternative health care field that focuses on correcting joint misalignments called
subluxations. Misalignments that occur in the spine and other places in the body cause interference to
nervous system flow. This interference will disrupt the way the body, organs, muscles, and other parts
of the body function. It is the chiropractors job to remove these subluxations, thus removing the
interference and returning the body to its normal functioning state.
Brown's Chiropractic and Wellness Center is a upcoming independent business that will be profitable
for several reasons. Currently, alternative health care is the fastest growing form of health care in the
United States. Chiropractic is receiving greater acceptance every day through education and research.
Numerous independent research studies demonstrate the effectiveness and economic benefit of
chiropractic care.
The goal of the doctor's of Brown's Chiropractic and Wellness Center is to operate a successful
chiropractic health and wellness center by providing the community with quality chiropractic care. Our
Page 5

long-term goals include expansion of the business to comprise satellite offices in the surrounding
communities.
4.0 Market Analysis Summary

Job prospects are expected to be good for persons who enter the chiropractic practice. Employment of
chiropractors is expected to grow faster than average for all occupations through the year 2015 as
consumer demand for alternative community grows.
Chiropractors emphasize the importance of healthy lifestyles and do not prescribe drugs or perform
surgery. As a result, chiropractic care is appealing to many health-conscious Americans. Chiropractic
treatment of back, neck, extremities, and other joint damage has become more accepted as a result of
recent research and changing attitudes about alternative community practices.
The rapidly expanding older population, with their increased likelihood of mechanical and structural
problems, also will increase demand in the chiropractic profession.
Demand for chiropractic treatment is also related to the ability of patients to pay, either directly or
through health insurance. Although more insurance plans now cover chiropractic services, the extent
of such coverage varies among plans.
Increasingly, chiropractors must educate communities about the benefits of chiropractic care in order
to establish a successful practice.
In this occupation, replacement needs arise almost entirely from retirements. Chiropractors usually
remain in the occupation until they retire; few transfer to other occupations. Establishing a new
practice will be easiest in areas with a low concentration of chiropractors.
Page 6
4.1 Market Segmentation

The Advanced Chiropractic Clinic will focus on the following market segments:
Blue collar work force (age 18-44);

Active baby-boomers (age 45-64);
Retired (age 65 and up);
Children (age 0-17);
Table: Market Analysis

Market Analysis
2012
Potential
Customers
Children (age 0-17)
Adults (age 18-44)
Active BabyBoomers (age 4564)
Retired (age 65 and
up)
Active and retired
Military
Total
2013
2014
2015
2016
Growth
CAGR
3%
4%
6%
13,500
21,000
15,000
13,905
21,840
15,900
14,322
22,714
16,854
14,752
23,622
17,865
15,195
24,567
18,937
3.00%
4.00%
6.00%
7%
4,500
4,815
5,152
5,513
5,899
7.00%
5%
6,400
6,720
7,056
7,409
7,779
5.00%
4.63%
60,400
63,180
66,098
69,161
72,377
4.63%
Page 7

Chart: Market Analysis (Pie)
Market Analysis (Pie)
Children (age 0-17)

Adults (age 18-44)
Active Baby-Boomers (age 45-64)
Retired (age 65 and up)
Active and retired Military
4.2 Target Market Segment Strategy

Blue Collar Workforce
St. Mary's and the surrounding area have a high number of blue-collar workers in a number of
different work places.
These workers are in stressful job settings with little or no on the job training in work-related
ergonomics. Many of these jobs require repetitive movements and lifting that cause stress and injury
over time.
Chiropractic has an outstanding track record when treating work-related injuries, like low back pain
and carpal tunnel syndrome. Brown's Chiropractic and Wellness Center will have the added help when
reaching out to these workers because we have a number of friends and family members, which have
long standing careers at these work places.
Baby Boomers
The Baby Boomer age bracket is nearing the stage in their lives that demands chiropractic care to
prevent many of the problems of aging. Many dysfunctions of the body occur as we age and this target
market is a prime candidate for the services we provide.
Family oriented
The center will have a family oriented patient base, this includes patients of any age, gender, race,
educational status, or religion.
All persons in the community and/or surrounding area are eligible patients. Brown's Chiropractic and
Wellness Center will also strive to educate patients who are parents, so they can have their children,
regardless of health status, benefit from chiropractic care.
Page 8

Family/Friend Referrals
A big advantage of starting a business near your hometown, where there is a large family base, is that
in the early stages of building a patient base I expect to receive referrals and treat many of my family
members.
I also have family members who run small businesses in the area and I will be coordinating marketing
projects through them to increase my presence in the area.
4.3 Service Business Analysis
Chiropractors, also known as doctors of chiropractic or chiropractic physicians, diagnose and treat
patients whose health problems are associated with the body's muscular, nervous, and skeletal systems,
especially the spine.
Chiropractors believe interference with these systems impairs normal functions and lowers resistance
to disease. They also hold that spinal or vertebral dysfunction alters many important body functions by
affecting the nervous system, and that skeletal imbalance through joint or articular dysfunction,
especially in the spine, can cause pain.
The chiropractic approach is holistic, stressing the patient's overall health and wellness. It recognizes
that many factors affect health, including exercise, diet, rest, environment, and heredity.
Chiropractors provide natural, drugless, nonsurgical health treatments, and rely on the body's inherent
recuperative abilities. They also recommend lifestyle changes - in eating, exercise, and sleeping habits,
for example - to their patients. When appropriate, chiropractors consult with and refer patients to other
health practitioners.
Like other health practitioners, chiropractors follow a standard routine to secure the information
needed for diagnosis and treatment. They take the patient's medical history, conduct physical,
neurological, and orthopedic examinations, and may order laboratory tests. X-rays and other diagnostic
images are important tools because of the emphasis on the spine and its proper function. Chiropractors
also employ a postural and spinal analysis common to chiropractic diagnosis.
In cases in which difficulties can be traced to involvement of musculoskeletal structures, chiropractors
manually adjust the spinal column. Some chiropractors use water, light, massage, ultrasound, electric,
and heat therapy.
They also may apply supports such as straps, tapes, and braces. Chiropractors counsel patients about
wellness concepts such as nutrition, exercise, lifestyle changes, and stress management, but do not
prescribe drugs or perform surgery.
Some chiropractors specialize in sports injuries, neurology, orthopedics, pediatrics, nutrition, internal
disorders, or diagnostic imaging.
Many chiropractors are solo or group practitioners who also have the administrative responsibilities of
running a practice. In larger offices, chiropractors delegate these tasks to office managers and
chiropractic assistants. Chiropractors in private practice are responsible for developing a patient base,
hiring employees, and keeping records.
Page 9
5.0 Web Plan Summary

Brown's Chiropractic and Wellness Center do not anticipate the website being a big player in our
marketing and sales game plan initially; we do understand the importance a web presence has in
portraying a certain image to the public. Brown's Chiropractic and Wellness Center, LLC website will
offer basic information on the benefits of chiropractic care for various injuries and conditions, as well
as listing our address, contact information, and hours. We will list a series of FAQs (Frequently Asked
Questions), and include a link to a mapping site with online directions to the office.
In the future, we may consider adding an interactive format that allows patients to check their account
balance and activity, pay bills, and schedule appointments online. It is our goal to keep up with
changes in technology so long as they are cost effective; therefore, we will review our web plan
quarterly and make changes in accordance with our growth and cash flow analysis.
To further show off its expertise, Brown's Chiropractic and Wellness Center, LLC website should
create a resources area, offering articles, research and copies of our monthly newsletters to interested
parties. A calendar of upcoming seminars and the staffs schedule of continuing education will also be
an excellent way of showing our commitment to keeping up with the latest in natural healthcare
advances.
The key to the website strategy will be combining a very well designed front end, with a back end
capable of recording leads. The web address, which is already under construction, is www.Brown's
Chiropractic and Wellness Center.com.
5.1 Website Marketing Strategy
Initially, our website will not play a large part in our overall marketing strategy. As previously stated,
Brown's Chiropractic and Wellness Center, LLC website will be provided as a convenience for our
active clientele and for information purposes on a word of mouth basis. It shall be well designed to add
to our professional image. Eventually, we may decide to buy targeted key word searches; however, this
would be subject to price and cost effectiveness.
5.2 Development Requirements
Brown's Chiropractic and Wellness Center's website will be developed by a Paul Debenneto. He is a
web designer and friend of the owners. He will host the site and provide the technical back end.
Brown's Chiropractic and Wellness Center will work along with Mr. Debenneto to develop the site. He
will use our existing graphic art to come up with the website logo, and the website graphics.
The maintenance of the site will be done by Mr. Debenneto. As the website rolls out future
development such as newsletters and downloadable articles, we may need to contract with a technical
resource to build the tractable download and the newsletter capabilities.
Page 10

6.0 Strategy and Implementation Summary
Brown's Chiropractic and Wellness Center will focus on three fundamental business strategies;
maintaining a professional business attitude when treating patients, using a systematic approach to
manage patients, and educating patients and the community to the advantages of chiropractic care.
The target patient group will be blue collar workers and their families.
6.1 SWOT Analysis
The SWOT analysis provides us with an opportunity to examine the internal strengths and
weaknesses Brown's Chiropractic and Wellness Center must address. It also allows us to examine the
opportunities presented to Brown's Chiropractic and Wellness Center as well as potential threats.
Brown's Chiropractic and Wellness Center has a valuable inventory of strengths that will help it
succeed. These strengths include: a knowledgeable and friendly staff, state-of-the-art computer
hardware, and a clear vision of the market need. Strengths are valuable, but it is also important to
realize the weaknesses Brown's Chiropractic and Wellness Center must address. These weaknesses
include: the need to hire qualified staff, readily available cash flow.
Brown's Chiropractic and Wellness Center strengths will help it capitalize on emerging opportunities.
These opportunities include, but are not limited to, a growing population of patients. Threats
that Brown's Chiropractic and Wellness Center should be aware of include emerging local
competitors.
6.1.1 Strengths
Brown's Chiropractic and Wellness Center has a strong foundation of doctors with years of
chiropractic experience. They are trained in the latest methods and techniques. There is a continued
demand for our orthopedic and chiropractic services on a year round basis despite any negative
economic climate. Brown's Chiropractic and Wellness Center will be taking over the care of existing
patients as well as bringing along some of their current patients. Brown's Chiropractic and Wellness
Center will be purchasing an established business with clientele. We believe we have a great location
with plenty of parking, high visibility, and easy access for patients. The facility will require little
renovation. We will be able to expand in the future if necessary. Brown's Chiropractic and Wellness
Center will be able to generate income from insurance reimbursements, co-pays, and other means of
payment.
Brown's Chiropractic and Wellness Center will have a knowledgeable and friendly staff. We
have gone to great lengths to find people with a passion for teaching and sharing their knowledge
and experience.
Brown's Chiropractic and Wellness Center has a clear vision of the market need. We know what it
takes to build a successful practice. We know the customers, we know the technology, and we know
how to provide the services that will bring the two together.
Page 11

6.1.2 Weaknesses
Brown's Chiropractic and Wellness Center weakness is lack of a full staff. We need to hire another
experienced massage therapist and a registered nurse. Our office manager will need assistants since
Brown's Chiropractic and Wellness Center will be a bigger place. We will have to budget in an
accountant to compute taxes and file our quarterly reports. We also will need to retain a law firm to
review all legal contracts and documents necessary for initiation of the business and as warranted
thereafter on a fee-for-service basis.
6.1.3 Opportunities
Brown's Chiropractic and Wellness Center will have opportunities for new patients since development
in the Camden County area has increased. There is a Naval Base, hospital and Veterans Clinic nearby
our location. Since I am a veteran, I will get Brown's Chiropractic and Wellness Center put on the list
for services at the Veterans Clinic. We will acquire a large part of the market by doing the things other
chiropractors in our area are not doing.
6.1.4 Threats
There are three other chiropractic services in the area but only one wellness center. The wellness
center is already on the approved service list at the Veterans Clinic. One of the chiropractors has been
in business for over twenty years.
6.2 Competitive Edge
The Advanced Chiropractic Clinic will have a competitive edge based on hard work, organization,
trustworthiness, and the knowledge of the most recently taught techniques and training available in the
chiropractic profession. All of these factors will lead to high internal referral rates do to patient
satisfaction.
Our clinic will maintain a professional atmosphere, yet be personal enough where our patients feel
comfortable and get the most out of each visit. Our clinic will maintain privacy and security with
electronic billing procedures, so our patients can rest assured that their claims will be processed in the
proper manner.
Another edge that we feel will help our clinic make a long lasting impression is that we will network
within the community. Our networking will focus on the communitys workforce because this group
has the highest number of potential patients.
6.3 Marketing Strategy
For patients of the St. Mary's area that are seeking the most comprehensive, cost effective health care
available, the Advanced Chiropractic Clinic is ready to meet your needs. Unlike many other health
care professions that have a narrow scope of focus, our clinic's focal point is on the patient as a whole.
We concentrate not only on the symptoms that the patient has, but more importantly why those
symptoms are present. Some of the areas we will concentrate on are nutrition, patient education,
ergonomics in the workplace, and an overall healthy lifestyle.
Page 12
6.4 Sales Strategy

Sales in our business are part service and part education. We must service the patient by listening
intently and identifying their chief area(s) of concern, and then provide visible evidence, when it
exists, to show them what the cause of their problem is and the benefits of correcting that
problem. We will never sell a patient on a visit by visit basis, but rather on a per case basis
demonstrating the value of following a proven program that works for their complaint.
We must never be afraid to tell the patient everything they need, but also keep in mind people do not
always buy what they need but what they emotionally desire. We must cause them to emotionally
desire better health. When a patient balks at our care plan we must refocus them on the benefits of the
end result and in the end be willing to walk away from someone who is not willing to invest in their
own health. Our fees are non-negotiable.
The same holds true when working at the corporate level. When selling a company on our ability to
service their workforce, we must make it clear that cheap care is not the same as cost-effective care. It
is important to demonstrate how providing the right type of care for each situation while costing them
money in the short term will actually save them money by reducing lost work time, the cost of
training new or replacement employees, and insurance costs.
6.4.1 Sales Forecast
The Sales Forecast table is broken down by how many patient visits occur per month. The
sales/revenue per visit is set at $50 per visit with a 20% growth rate per month of patient visits. This
formula is carried out to forecast three years into the future.
Table: Sales Forecast
Sales Forecast
Sales
Average Visits Per Month
Other
Total Sales
Direct Cost of Sales
Other
Subtotal Direct Cost of Sales
FY 2013
FY 2014
FY 2015
$453,588
$0
$453,588
$1,040,256
$0
$1,040,256
$1,248,739
$0
$1,248,739
FY 2013
$14,718
$0
$14,718
FY 2014
$24,846
$0
$24,846
FY 2015
$30,014
$0
$30,014
Page 13

Chart: Sales Monthly
Sales Monthly
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
Other
$30,000
$20,000
$10,000
May
Apr
Mar
Feb
Jan
Dec
Nov
Oct
Sep
Aug
Jul
Jun
$0
Chart: Sales by Year

Sales by Year
$1,200,000
$1,000,000
$800,000

Other
$600,000
$400,000
$200,000
$0
FY 2013
FY 2014
FY 2015
7.0 Management Summary

The initial management team will consist of Dr. Brown. She will be the head chiropractor and in
charge of the doctors. Mr. Brown will be the Chief Financial Officer (CFO). He will handle all
business issues such as bills, salaries, equipment, etc.
Page 14

Our office manager will do the hiring and administration work along with the people they hire. The
licensed massage therapist will offer several massage services.
7.1 Personnel Plan
The following table summarizes our personnel expenditures for the first three years, with
compensation increasing modestly.
An employee bonus pay structure will be developed after year three or the plan will be implemented
during the first three years if there is a significant increase in sales/net profits.
Table: Personnel
Personnel Plan
Dr. Celeste Brown
Dr. Anthony Hammond
Dr. Tanja Woodruff
Christopher M. Brown
Office Manager
Massage Therapist
Receptionist
Total People
Total Payroll
FY 2013
$42,000
$42,000
$42,000
$36,000
$24,000
$21,600
$19,200
7
FY 2014
$45,000
$45,000
$45,000
$40,000
$26,000
$24,000
$22,000
8
FY 2015
$50,000
$50,000
$50,000
$45,000
$28,000
$26,000
$24,000
10
$226,800
$227,000
$273,000
8.0 Financial Plan

The following sections lay out the details of our financial plan for the next three years.
8.1 Important Assumptions
The financial plan depends on Important Assumptions, most of which are shown in the following table
as annual assumptions. The monthly assumptions are included in the appendix.
From the beginning, we recognize that collection on services provided are critical, but not a factor we
can influence easily. At least we are planning on the problem, and dealing with it. Interest rates, tax
rates, and personnel burden are based on conservative assumptions.
Moreover, the patient visits per month that we used are very conservative. Our visit average is
approximately one third that of the national average.
The national average according to the "Fifth Annual Salary & Expense Survey of 2002" was 135
patient visits per month or 540 visits per month. Our forecast for year one is only an average of 165
visits per month and year three shows approximately 200 patient visits per month.
Page 15

Again this is well below the national average, we expect our business to be meeting or exceeding the
national averages by year three, but we wanted to show that the business plan is still viable at these
low numbers.
8.2 Break-even Analysis
The following chart and table summarize our Break-even Analysis. With fixed costs of $6,775 per
month at the outset, our clinic will need to collect $6,775 of billings to cover our monthly costs.
Our average service charge collected will be $50, therefore we will need to have 136 patient visits per
month (34 per week) to achieve a break-even point. We don't expect to reach break-even until six
months into the business operation, at which point our patient base will have expanded and internal
referrals will be increasing each month.
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even
$23,938
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost
3%
$23,162
Chart: Break-even Analysis

Break-even Analysis
$20,000
$16,000
$12,000
$8,000
$4,000
$0
($4,000)
($8,000)
($12,000)
($16,000)
($20,000)
$0
$4,000
$8,000
$16,000
$24,000
$32,000
$40,000
$12,000
$20,000
$28,000
$36,000
$44,000
Page 16

8.3 Projected Profit and Loss
Our Projected Profit and Loss is shown on the following table, with sales increasing from $453,588 the
first year to about $1,248,739 the third, and profits almost negligible for the start-up phase of this
business. We show a break-even point after six months of business in December of 2013.
Our break-even point of sales per month is $7,395 or about 148 patient visits per month. Again this is
about 1/4 the national average, but we would rather stay on the conservative side when forecasting,
thus assuming little risk.
The projected net profit for the first three years is approximately $5,000/yr. These projections do not
account for tax depreciation on equipment or deductions for a home office.
As with the break-even, we are projecting very conservatively regarding gross margin. Our client base
should grow much faster than the projections. We prefer to project conservatively so that we make
sure we have enough cash for unexplained costs.
The detailed monthly projections are included in the appendix.
Table: Profit and Loss
Pro Forma Profit and Loss
Sales
Direct Cost of Sales
Other Costs of Sales
Total Cost of Sales
FY 2013
$453,588
$14,718
$0
$14,718
FY 2014
$1,040,256
$24,846
$0
$24,846
FY 2015
$1,248,739
$30,014
$0
$30,014
Gross Margin
Gross Margin %
$438,870
96.76%
$1,015,410
97.61%
$1,218,725
97.60%
Expenses
Payroll
Sales and Marketing and Other Expenses
Depreciation
Rent
Utilities & Phone
Insurance
Payroll Taxes
Other (misc)
$226,800
$20,788
$4,252
$15,600
$8,400
$1,800
$0
$300
$226,800
$20,000
$4,634
$22,335
$10,000
$4,500
$0
$300
$226,800
$20,000
$4,634
$25,455
$14,500
$7,000
$0
$300
Total Operating Expenses
$277,940
$288,569
$298,689
Profit Before Interest and Taxes

EBITDA
Interest Expense
$160,930
$165,182
$11,757
$726,841
$731,475
$8,408
$920,036
$924,670
$4,914
Page 17

Taxes Incurred
$44,752
$215,530
$274,537
Net Profit
Net Profit/Sales
$104,421
23.02%
$502,903
48.34%
$640,585
51.30%
Chart: Profit Monthly

Profit Monthly
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
($5,000)
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Chart: Profit Yearly

Profit Yearly
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
FY 2013
FY 2014
FY 2015
Page 18
Chart: Gross Margin Monthly

Gross Margin Monthly
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Chart: Gross Margin Yearly

Gross Margin Yearly
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
FY 2013
FY 2014
FY 2015
8.4 Projected Cash Flow

Cash Flow projections are critical to our success. The monthly cash flow is shown in the illustration,
with one bar representing the cash flow per month, and the other the monthly cash balance. The annual
Page 19

cash flow figures are included here and the more important detailed monthly numbers are included in
the appendix.
The clinic's negative net cash flow in the initial start up phase (first six months) will be offset by a
$15,000 line-of-credit obtained from investors. This credit line will be used for any other expenditure
that are not yet accounted for in this plan.
Table: Cash Flow
Pro Forma Cash Flow
FY 2013
FY 2014
FY 2015
Cash from Operations

Cash Sales
Subtotal Cash from Operations
$453,588
$453,588
$1,040,256
$1,040,256
$1,248,739
$1,248,739
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
$453,588
$0
$0
$0
$0
$0
$0
$0
$1,040,256
$0
$0
$0
$0
$0
$0
$0
$1,248,739
FY 2013
FY 2014
FY 2015
Expenditures from Operations

Cash Spending
Bill Payments
Subtotal Spent on Operations
$226,800
$115,341
$342,141
$226,800
$305,591
$532,391
$226,800
$370,901
$597,701
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
Subtotal Cash Spent
$0
$7,440
$0
$27,504
$0
$0
$0
$377,085
$0
$7,440
$0
$27,500
$0
$0
$0
$567,331
$0
$7,440
$0
$27,500
$0
$0
$0
$632,641
Net Cash Flow

Cash Balance
$76,503
$247,553
$472,925
$720,478
$616,098
$1,336,577
Cash Received
Expenditures
Page 20
Chart: Cash
Cash
$240,000
$210,000
$180,000
$150,000
$120,000
Net Cash Flow
$90,000
Cash Balance
$60,000
$30,000
$0
May
Apr
Mar
Feb
Jan
Dec
Nov
Oct
Sep
Aug
Jul
Jun
($30,000)
Page 21
8.5 Projected Balance Sheet

The Balance Sheet in the following table shows managed but sufficient growth of net worth, and a
sufficiently healthy financial position by year three.
The loan repayment is also shown in the monthly expense report. The monthly estimates are included
in the appendix.
Table: Balance Sheet
Pro Forma Balance Sheet
FY 2013
FY 2014
FY 2015
Current Assets
Cash
$247,553
$102,001
$349,554
$720,478
$102,001
$822,479
$1,336,577
$102,001
$1,438,578
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
$104,000
$8,500
$95,500
$445,054
$104,000
$13,134
$90,866
$913,345
$104,000
$17,768
$86,232
$1,524,810
Liabilities and Capital
FY 2013
FY 2014
FY 2015
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$24,816
($7,440)
$0
$17,376
$25,144
($14,880)
$0
$10,264
$30,963
($22,320)
$0
$8,643
Total Liabilities
$108,992
$126,368
$81,492
$91,756
$53,992
$62,635
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$64,000
$150,265
$104,421
$318,686
$445,054
$64,000
$254,686
$502,903
$821,589
$913,345
$64,000
$757,589
$640,585
$1,462,174
$1,524,810
Net Worth
$318,686
$821,589
$1,462,174
Assets
Page 22
8.6 Business Ratios

The following table shows the projected business ratios. We expect to maintain healthy ratios for
profitability, risk, and return. The industry comparisons are for SIC 8041, Offices of Chiropractors.
Table: Ratios
Ratio Analysis
FY 2013
FY 2014
FY 2015
1.01%
129.34%
20.04%
Industry
Profile
0.53%
22.92%
78.54%
21.46%
100.00%
11.17%
90.05%
9.95%
100.00%
6.69%
94.34%
5.66%
100.00%
60.33%
65.65%
34.35%
100.00%
3.90%
24.49%
28.39%
71.61%
1.12%
8.92%
10.05%
89.95%
0.57%
3.54%
4.11%
95.89%
37.05%
47.73%
84.78%
15.22%
100.00%
96.76%
94.90%
100.00%
97.61%
95.21%
100.00%
97.60%
96.06%
100.00%
95.36%
48.86%
0.00%
35.48%
0.00%
69.87%
0.00%
73.68%
0.93%
9.58%
Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
20.12
20.12
28.39%
46.81%
33.52%
80.13
80.13
10.05%
87.44%
78.66%
166.44
166.44
4.11%
62.59%
60.02%
1.10
1.07
84.78%
533.42%
81.18%
Additional Ratios
Net Profit Margin
Return on Equity
FY 2013
23.02%
32.77%
FY 2014
48.34%
61.21%
FY 2015
51.30%
43.81%
n.a
n.a
4.76
12.17
12.17
n.a
Sales Growth
Percent of Total Assets
Long-term Assets
Total Assets
Current Liabilities
Total Liabilities
Net Worth
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative
Expenses
Advertising Expenses
Profit Before Interest and Taxes
Activity Ratios
Accounts Payable Turnover
Page 23

Payment Days
Total Asset Turnover
32
1.02
30
1.14
27
0.82
n.a
n.a
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
0.40
0.14
0.11
0.11
0.04
0.14
n.a
n.a
$332,178
13.69
$812,215
86.44
$1,429,934
187.22
n.a
n.a
0.98
4%
20.12
1.42
0.00
0.88
1%
80.13
1.27
0.00
1.22
1%
166.44
0.85
0.00
n.a
n.a
n.a
n.a
n.a
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Dividend Payout
Page 24
Appendix
Table: Sales Forecast
Sales Forecast
Jun
Sales
Average Visits
Per Month
Other
Total Sales
Direct Cost of
Sales
Average Visits
Per Month
Other
Subtotal Direct
Cost of Sales
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
0% $10,764 $13,024 $15,759 $19,068 $23,072 $27,917 $33,780 $40,874 $49,458 $59,844 $72,411 $87,617
0%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$10,764 $13,024 $15,759 $19,068 $23,072 $27,917 $33,780 $40,874 $49,458 $59,844 $72,411 $87,617
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
0%
$610
$683
$765
$857
$960
$1,075
$1,204
$1,348
$1,510
$1,691
$1,894
$2,121
0%
$0
$610
$0
$683
$0
$765
$0
$857
$0
$960
$0
$1,075
$0
$1,204
$0
$1,348
$0
$1,510
$0
$1,691
$0
$1,894
$0
$2,121
Page 1
Appendix
Table: Personnel
Personnel Plan
Dr. Celeste
Brown
Dr. Anthony
Hammond
Dr. Tanja
Woodruff
Christopher M.
Brown
Office Manager
Massage
Therapist
Receptionist
Total People
Total Payroll
0%
Jun
$3,500
Jul
$3,500
Aug
$3,500
Sep
$3,500
Oct
$3,500
Nov
$3,500
Dec
$3,500
Jan
$3,500
Feb
$3,500
Mar
$3,500
Apr
$3,500
May
$3,500
0%
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
0%
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
$3,500
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
0%
0%
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
$2,000
$1,800
0%
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$1,600
7
$18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900
Page 2
Appendix
Table: Profit and Loss
Pro Forma
Profit and
Loss
Sales
Direct Cost
of Sales
Other Costs
of Sales
Total Cost of
Sales
Gross
Margin
Gross
Margin %
Expenses
Payroll
Sales and
Marketing
and Other
Expenses
Depreciation
Rent
Utilities &
Phone
Insurance
Payroll
Taxes
Other (misc)
15%
Jun
$10,764
$610
Jul
$13,024
$683
Aug
$15,759
$765
Sep
$19,068
$857
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
$23,072 $27,917 $33,780 $40,874 $49,458 $59,844 $72,411 $87,617
$960 $1,075 $1,204 $1,348 $1,510 $1,691 $1,894 $2,121
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$610
$683
$765
$857
$960
$1,075
$1,204
$1,348
$1,510
$1,691
$1,894
$2,121
$10,154
$12,341
$14,994
$18,211
$22,112 $26,842 $32,576 $39,526 $47,948 $58,153 $70,517 $85,496
94.33%
94.76%
95.15%
95.51%
95.84%
$18,900
$1,306
$18,900
$1,371
$18,900
$1,440
$18,900
$1,512
$18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900 $18,900

$1,588 $1,667 $1,750 $1,838 $1,930 $2,026 $2,127 $2,233
$353
$1,300
$700
$358
$1,300
$700
$354
$1,300
$700
$353
$1,300
$700
$352
$1,300
$700
$352
$1,300
$700
$354
$1,300
$700
$353
$1,300
$700
$357
$1,300
$700
$356
$1,300
$700
$356
$1,300
$700
$354
$1,300
$700
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$150
$0
$25
$25
$25
$25
$25
$25
$25
$25
$25
$25
$25
$25
96.15%
96.44%
96.70%
96.95%
97.17%
97.38%
97.58%
Page 3
Appendix
Total
Operating
Expenses
$22,734
$22,804
$22,869
$22,940
$23,015 $23,094 $23,179 $23,266 $23,362 $23,457 $23,558 $23,662
Profit Before
Interest and
Taxes
EBITDA
Interest
Expense
Taxes
Incurred
($12,580) ($10,463) ($7,875) ($4,729)
($903)
$3,748
$9,397
$16,260 $24,586 $34,696 $46,959 $61,834
($12,227) ($10,105) ($7,521) ($4,376)

$1,113
$1,089
$1,065
$1,040
($551)
$1,016
$4,100
$992
$9,751
$968
$16,613 $24,943 $35,052 $47,315 $62,188

$943
$919
$895
$871
$846
($4,108)
($3,466) ($2,682) ($1,731)
($576)
$827
$2,529
$4,595
Net Profit
Net
Profit/Sales
($9,585)
-89.05%
($8,086) ($6,258) ($4,039) ($1,343)

-62.09% -39.71% -21.18% -5.82%
$1,929
6.91%
$7,100
$10,140 $13,827 $18,296
$5,901 $10,722 $16,567 $23,661 $32,262 $42,691

17.47% 26.23% 33.50% 39.54% 44.55% 48.73%
Page 4
Appendix
Table: Cash Flow
Pro Forma
Cash Flow
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
$10,764
$10,764
$13,024
$13,024
$15,759
$15,759
$19,068
$19,068
$23,072
$23,072
$27,917
$27,917
$33,780
$33,780
$40,874
$40,874
$49,458
$49,458
$59,844
$59,844
$72,411
$72,411
$87,617
$87,617
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Cash
Received
Cash from
Operations
Cash Sales
Subtotal
Cash from
Operations
Additional
Cash
Received
Sales Tax,
VAT,
HST/GST
Received
New Current
Borrowing
New Other
Liabilities
(interestfree)
New Longterm
Liabilities
Sales of
Other
Current
Assets
Sales of
Long-term
0.00%
Page 5
Appendix
Assets
New
Investment
Received
Subtotal
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
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$10,764
$13,024
$15,759
$19,068
$23,072
$27,917
$33,780
$40,874
$49,458
$59,844
$72,411
$87,617
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$18,900
$22,079
$1,121
$1,883
$2,799
$3,897
$5,216
$6,799
$8,701
$10,990
$13,744
$17,059
$21,052
$40,979
$20,021
$20,783
$21,699
$22,797
$24,116
$25,699
$27,601
$29,890
$32,644
$35,959
$39,952
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$620
$620
$620
$620
$620
$620
$620
$620
$620
$620
$620
$620
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
$2,292
Page 6
Appendix
Purchase
Other
Current
Assets
Purchase
Long-term
Assets
Dividends
Subtotal
Cash Spent
Net Cash
Flow
Cash
Balance
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$43,891
$0
$22,933
$0
$23,695
$0
$24,611
$0
$25,709
$0
$27,028
$0
$28,611
$0
$30,513
$0
$32,802
$0
$35,556
$0
$38,871
$0
$42,864
($33,127)
($9,909)
($7,936)
($5,543)
($2,637)
$889
$5,169
$10,361
$16,656
$24,288
$33,540
$44,753
$137,923
$128,01 $120,078
4
$114,53
5
$111,89 $112,787
8
$144,97 $169,261 $202,800

3
$247,55
3
$117,95 $128,317
6
Page 7
Appendix
Table: Balance Sheet
Pro Forma
Balance
Sheet
Assets
Current
Assets
Cash
Other
Current
Assets
Total
Current
Assets
Long-term
Assets
Long-term
Assets
Accumulated
Depreciation
Total Longterm Assets
Total Assets
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
$171,050 $137,923
$128,014
$120,078
$114,535
$111,898
$112,787
$117,956
$128,317
$102,001 $102,001
$102,001
$102,001
$102,001
$102,001
$102,001
$102,001
$144,97 $169,261 $202,800 $247,55

3
3
$102,001 $102,001 $102,001 $102,001 $102,001
$273,051 $239,924
$230,015
$222,079
$216,536
$213,899
$214,788
$219,957
$230,318
$246,97 $271,262
4
$304,80
1
$349,55
4
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$4,248
$104,00
0
$4,601
$4,959
$5,313
$5,666
$6,018
$6,370
$6,724
$7,077
$104,00
0
$7,434
$104,00
0
$7,790
$104,00
0
$8,146
$104,00
0
$8,500
$99,752
$99,399
$99,041
$98,687
$98,334
$97,982
$97,630
$97,276
$96,923
$96,566
$96,210
$95,854
$95,500
$372,803 $339,323
$329,056
$320,766
$314,870
$311,881
$312,418
$317,233
$327,241
$343,54
0
$367,47
2
$400,65
5
$445,05
4
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
$1,060
$1,791
$2,671
$3,725
$4,991
$6,511
$8,338
$10,536
$13,180
$16,363
$20,197
$24,816
Liabilities
and Capital
Current
Liabilities
Accounts
Feb
Mar
Apr
May
Starting
Balances
$22,042
Page 8
Appendix
Payable
Current
Borrowing
Other
Current
Liabilities
Subtotal
Current
Liabilities
$0
($620)
($1,240)
($1,860)
($2,480)
($3,100)
($3,720)
($4,340)
($4,960)
($5,580)
($6,200)
($6,820)
($7,440)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$22,042
$440
$551
$811
$1,245
$1,891
$2,791
$3,998
$5,576
$7,600
$10,163
$13,377
$17,376
Long-term
Liabilities
Total
Liabilities
$136,496
$134,20
4
$134,64
4
$131,912
$129,620
$127,328
$125,036
$122,744
$120,452
$118,160
$132,463
$130,431
$128,573
$126,927
$125,535
$124,450
$123,736
Paid-in
Capital
Retained
Earnings
Earnings
$64,000
$64,000
$64,000
$64,000
$64,000
$64,000
$64,000
$64,000
$64,000
($55,000) $150,265
$150,265
$150,265
$150,265
$150,265
$150,265
$150,265
$150,265 $150,265 $150,265 $150,265 $150,265
Total Capital
$214,265
Total
Liabilities
and Capital
Net Worth
$158,538
$205,265
($9,585) ($17,672) ($23,929) ($27,968) ($29,311) ($27,382) ($21,482) ($10,760)
$115,86 $113,57
8
6
$123,46 $123,739
8
$111,28 $108,992
4
$124,66 $126,368
1
$64,000
$64,000
$5,807
$204,68
0
$372,803 $339,323
$196,593
$190,336
$186,297
$184,954
$186,883
$192,783
$203,505 $220,072
$329,056
$320,766
$314,870
$311,881
$312,418
$317,233
$327,241
$214,265
$196,593
$190,336
$186,297
$184,954
$186,883
$192,783
$203,505 $220,072
$204,68
0
$343,54
0
$64,000
$29,468
$61,730
$64,000
$243,73 $275,995
3
$367,47 $400,65
2
5
$104,42
1
$318,68
6
$445,05
4
$243,73 $275,995
3
$318,68
6
Page 9

Brown&#39;s Chiropractic and Wellness Center

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Brown's Chiropractic and Wellness Center

1.0 Executive Summary....................................................................................................................................1

Table: Cash Flow....................................................................................................................................20