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 JTBIntegrated Technologies.

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Table of Contents

Page 1

1.0 Executive Summary.............................................................................................................................1Chart: Highlights ......................................................................................................................2

1.1 Objectives ...................................................................................................................................21.2 Mission ........................................................................................................................................21.3 Keys to Success ........................................................................................................................3

2.0 Company Summary.............................................................................................................................32.1 Company Ownership .................................................................................................................42.2 Start-up Summary ......................................................................................................................4

Table: Start-up Funding ..........................................................................................................5Chart: Start-up .........................................................................................................................6Table: Start-up .........................................................................................................................6

3.0 Products and Services........................................................................................................................73.1 Competitive Comparison ..........................................................................................................73.2 Future Products and Services ..................................................................................................7

4.0 Market Analysis Summary ..................................................................................................................84.1 Market Segmentation ................................................................................................................8

Table: Market Analysis ...........................................................................................................9Chart: Market Analysis (Pie) ..................................................................................................9

4.2 Target Market Segment Strategy .............................................................................................94.3 Service Business Analysis .....................................................................................................10

4.3.1 Competition and Buying Patterns .............................................................................104.3.2 Distributing a Service .................................................................................................11

5.0 Strategy and Implementation Summary ..........................................................................................115.1 Competitive Edge....................................................................................................................115.2 Marketing Strategy ..................................................................................................................12

5.2.1 Marketing Programs ...................................................................................................125.3 Sales Strategy..........................................................................................................................12

5.3.1 Sales Forecast ............................................................................................................13Table: Sales Forecast.................................................................................................13Chart: Sales Monthly ...................................................................................................14Chart: Sales by Year ...................................................................................................14

5.4 Strategic Alliances...................................................................................................................145.5 Milestones ................................................................................................................................15

Table: Milestones..................................................................................................................16Chart: Milestones ..................................................................................................................16

6.0 Web Plan Summary ..........................................................................................................................176.1 Website Marketing Strategy ...................................................................................................17

7.0 Management Summary ....................................................................................................................177.1 Personnel Plan .........................................................................................................................18

Table: Personnel ...................................................................................................................188.0 Financial Plan ....................................................................................................................................18

8.1 Important Assumptions............................................................................................................19Table: General Assumptions ...............................................................................................19

8.2 Break-even Analysis................................................................................................................20Chart: Break-even Analysis .................................................................................................20Table: Break-even Analysis .................................................................................................20

8.3 Projected Profit and Loss .......................................................................................................21

Table of Contents

Page 2

Table: Profit and Loss ..........................................................................................................22Chart: Profit Monthly .............................................................................................................23Chart: Profit Yearly ................................................................................................................23Chart: Gross Margin Monthly ...............................................................................................24Chart: Gross Margin Yearly..................................................................................................24

8.4 Projected Cash Flow ...............................................................................................................25Chart: Cash ...........................................................................................................................25Table: Cash Flow ..................................................................................................................26

8.5 Projected Balance Sheet ........................................................................................................27Table: Balance Sheet ...........................................................................................................28

8.6 Business Ratios .......................................................................................................................29Table: Ratios .........................................................................................................................30

8.7 Long-term Plan.........................................................................................................................32Chart: Long-term ...................................................................................................................32

Table: Sales Forecast ...............................................................................................................................1Table: Personnel ........................................................................................................................................2Table: General Assumptions ....................................................................................................................3Table: Profit and Loss ...............................................................................................................................4Table: Cash Flow .......................................................................................................................................6Table: Balance Sheet ................................................................................................................................7Table: Long-term ........................................................................................................................................8

JTB Products and Services, Inc.

Page 1

1.0 Executive Summary

This plan provides detailed investor information and includes the basic strategic business planinformation necessary for initial establishment and operation of JTB Products and Services, Inc, adivision 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 willalso provide re-conditioning services to clients using our quality products from the the JTBproduct line.

The management team responsible for the Product and Services Division's development, andhands-on management of the daily operations are Mitchell R. Jeremy and Rachel L. Jeremy. Inaddition, a team-oriented, customer-focused staff of 3 will support the management team. JTB Products and Services, Inc. will retain the services of a CPA firm to perform professionalcompany audits, prepare taxes, payroll and serve as a business consultant to assist in settingachievable 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 ofoperation. With good management, a revenue growth of approximately 24.53% percent isexpected. The projected ratios at the end of Fiscal Year 2 are quite solid.

The equity for each investor will be based on his or her investment. An in-depth look at Ratioscan be found the Financial Plan section.

Our primary markets are:

1. Auto repair, and Automotive industries. (JTB Tools)2. Commercial and Private Utility contractors. (JTB hole-making products and services)3. Sporting Goods Industry. (JTB drills, and drill refurbishing services)4. Metalworking and Manufacturing industries as a service provider.

Ways to minimize risk factors to JTB Products and Services, Inc.'s success include:

1. Obtaining sufficient capital to properly fund the project to completion.2. Maintain a lower than projected overhead which increases the bottom line profit. Multi-

skilled personnel will be employed, management will provide a continual training programwill ensure they deliver consistent superior service, as customer satisfaction is a highpriority goal to developing the business.

3. Build a sufficient customer base. An excellent location has been determined bydemographics, and an aggressive marketing program by a full-time shared marketingassociate will ensure the desired results.

4. Establish community involvement to demonstrate how the business will contribute to abetter quality of life. Community projects using the company facilities will be developed tohelp civic groups obtain their financial goals. Schools, churches, and other groups willbe welcomed to reach out to the company and its employees for fundraisers.


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1.1 Objectives

1. Integrate our products and services into the Industrial Distribution market.2. Direct-market our own product lines to over 100,000 potential clients throughout the U.S.3. Utilize our Business Technology Software to gain market share.4. 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 theirproduction processes, external job costing, and expediting the above services. These servicesare handled in a one on one fashion, the clients process for using the various products isreviewed, then a recommendation is made to either scrap, rebuild or replace the items inquestion. Also at this point we can recommend one of our distributor partner products as asubstitute.

JTB Products and Services, Inc. will be a partner in the JTB network, and will also use thisnetwork 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' costs, and have a longer life than the competitors'products.

· Our re-manufacturing services will also offer the client a solid, value-based purchasebacked by a 100% quality commitment and effort by our employees and management.

Using JTB own manufacturing facility as a model and test bed for our products, JTB will provide


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the mid-sized corporate market with new and exciting ways to cost effectively manage allexternal vendor and customer transactions, yielding continual savings for the users of ourproducts 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 corporation.

1.3 Keys to Success

1. Seasoned management with over twenty years of business experience in IndustrialDistribution and Metalworking.

2. Focused and well-defined long-range goals for longevity. Our plan has been developedto allow flexibility and growth.

3. Strong project-management staffing with extensive prior Engineering experience,providing clients with product and service support in an industrial setting.

4. Strong marketing goals with niche products and services; targeted services andproducts delivered with unique marketing approaches.

5. Very low internal development costs at startup. Management is well-suited to overseeand develop all projects described in this business plan, limiting pre-productionexpenses by utilizing industry partnerships to lower the initial costs to bring its servicesand products to market.

6. Previous base of high-quality external support vendors available to build on, with overtwenty years of industry contacts to work with, in both the purchasing of qualityproducts, and also in the marketing of our own products.

7. Previous successful business plans and experience to draw from. Management'sprevious business plan helped in c losing an SBA package valued at $240,000 for theacquisition of C.N.C manufacturing equipment. Management will implement and perfectall aspects of the business plan, expecting that a great deal of its own creativity,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 located in Richfield, Louisiana. This location is very close to the I-82 corridor, providing excellent access to the Mississippi, Arkansas and Texas industrialmarkets. JTB management acquired its roots in the industrial marketplace while managing RL&ITool and Machine, Inc., a privately held corporation that operated in Missouri for over twenty-five years.

Further experience was also acquired while managing RL&I's industrial supply division of RL&I Tooland Machine. Eventually the Missouri corporation was closed and the management shown inthis plan relocated here to Louisiana. Prior to leaving Missouri, Technical MarketingTechnologies LLC, a spin-off of the Missouri based corporation was established, and operatesas a sole proprietorship here in Louisiana. With our roots firmly planted in the Industrialmarketplace, JTB will provide Industrial and Commercial Tools, Safety Products, and EngineeredSales expertise.

The primary partners in this plan are responsible for all phases of business and productdevelopment with special emphasis on bringing the latest Machining and Computer design intothe business. With our roots firmly planted in the products and services market, JTB will provideIndustrial and Commercial Tools, Re-manufacturing Services and engineering expertise acquired


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over the last twenty-five years while working with the following business types:

1. Automotive - Automotive repair, and Auto body industry.2. Automotive - Auto Makers, and their support industries.3. Primary Metals - Machining Industry - Turbine, Valve, Specialty Manufacturers, and

Machining industries.4. Sporting Goods Industry - Sporting Goods manufacturers, and Services industries.5. Mining and Contractor Industry - Hole drilling and Utility service providers

In addition to providing these clients with industrial products, JTB will also provide technicalexpertise, engineering assistance and all types of outsourced industrial services.

2.1 Company Ownership

JTB will be a privately held corporation co-owned by Rachel L. Jeremy and her husband,Mitchell R. Jeremy. Rachel Jeremy has 10 years experience in production management, andcustomer services acquired while she worked with RL&I Tool and Machine, Inc where she wasalso the Secretary for that corporation. Rachel will also add a large percentage to the minorityowned shares, allowing the firm to participate in larger contracts requiring minority involvement.

Mitchell R. Jeremy owns and operates Technical Marketing Technologies LLC, a technology andmarketing consulting firm. Mr. Jeremy is an innovator with over 25 years of technical experiencein the Industrial market with an additional 15 years of integrating computers and othertechnologies into the manufacturing and distribution of industrial products. Mr. Jeremy has aproven track record of success in launching new business projects and directing operations fora previous Missouri-based corporation as President of RL&I Tool and Machine.

To achieve our objectives, Mr. Jeremy is seeking $230,000 in investment and $45,000 in long-term loans for JTB Products and Services. A percentage of the stock and royalties of itsproducts 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 inthe 2,500 sq. ft. of production space described, with provisions for further expansion whenneeded.

Once established, Mr. Jeremy will utilize all of his previous business contacts to develop theJTB's products for immediate resale. This will include several custom catalog offerings with over50,000 products each. As many of the customers require similar products sold by theIndustrial Sales Division, a stock list will also be compiled of the major items to be offeredadding more customer support value to the business.

In the production area, we will add approximately $45,000 of machinery, allowing the firm toproduce its products and services. Further leased equipment will be added starting in the firstmonth of the plan. This equipment will be both manually operated and computer controlled,depending on availability. At present the machine tool market has an excess of availableequipment which is driving the costs to purchase these items down considerably. Included in thisamount is $30,000 of specialty prototyping equipment which will allow us to solicit specialty


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prototype work.

We intend to add 3 Service Team Members to be trained on the equipment, and handle orderprocessing with our intended local customer base. Rachel Jeremy will oversee the production andshipping aspects. Mr. Jeremy will oversee training, and make personal contact with all potentialclients to develop long term solid relationships.

During this time, several developers will be hired as part of the JTB Integrated TechnologiesDivision, located in the same facility as Industrial Sales, to begin development of the software tolater drive the inventory-sharing and customer-interactivity aspects of the business. (Payroll andincome figures related to these portions of the plan can be found in the JTB IT Divisionbusiness plan.)

Table: Start-up Funding

Start-up Funding

Start-up Expenses to Fund $53,350

Start-up Assets to Fund $221,650

Total Funding Required $275,000

Assets

Non-cash Assets from Start-up $51,000

Cash Requirements from Start-up $170,650

Additional Cash Raised $0

Cash Balance on Starting Date $170,650

Total Assets $221,650

Liabil ities and Capital

Liabil ities

Current Borrowing $0

Long-term Liabil ities $45,000

Accounts Payable (Outstanding Bills) $0

Other Current Liabil ities (interest-free) $0

Total Liabil ities $45,000

Capital

Planned Investment

Investor 1 $230,000

Other $0

Additional Investment Requirement $0

Total Planned Investment $230,000

Loss at Start-up (Start-up Expenses) ($53,350)

Total Capital $176,650

Total Capital and Liabil ities $221,650

Total Funding $275,000


Page 6

Table: Start-up

Start-up

Requirements

Start-up Expenses

Legal $1,200

Patent process $18,000

Stationery etc. $450

Brochures $4,500

Demo Models $1,200

Consultants $6,000

Insurance $750

Rent $750

Research and Development $18,000

Office $2,500

Total Start-up Expenses $53,350

Start-up Assets

Cash Required $170,650

Start-up Inventory $1,000

Other Current Assets $5,000

Long-term Assets $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:

· Manufacturing of patented products from the JTB line of Automotive tool products.· Manufacturing of patented JTB - Commcut-commercial waterline hole tools.· Manufacturing 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 givesthe business an opportunity to sell itself to its clients at the production managers level and atthe 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 securededicated servers, we download the CAD file into the 3-D software, and the process ofdeveloping a tangible prototype begins. Including this type of technology will bring JTB muchcloser to the Aerospace and Automotive industries. This process can also help JTB developadditional products for different markets. Related engineering technology will consist of 3-DComputer Aided Design where applicable in the prototype work.

The mix of JTB's Industrial Sales and Products and Services Division makes the actual sale, asthe business can respond to the clients in any way needed. Our ability to share informationabout order status and offer products and service from our distributor partners will allow for evenmore opportunity with the clients, as they are always looking for ways to reduce purchasingcosts.

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 aredeveloped with the goal of providing our clients a good, value-based purchase that will helpthem be more profitable in their day-to-day operations. Our commitment to high quality andconsistency 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 attentionto customer detail is a critical component in our customer service area. Our custom salessoftware allows our staff to keep detailed, accurate notes on our customers' requirements,allowing us to fulfill orders to their preferences. This commitment to consistency allows thecustomer 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


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working closely on applications to provide our clients with a better overall result in theirmanufacturing process.

In particular, we will add products to our own lines, and develop a sales strategy around eachproduct. 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 alsoproduce 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 finetune products to maximize the product's life, yielding the best possible results.

4.0 Market Analysis Summary

National market Description consists of 314,555 potential clients in the following categories:

1. Aerospace Industry - High Tech Manufacturers, and supporting sub-industries2. Automotive - Automotive repair, and Auto body industry.3. Automotive - Auto Makers, and their support industries.4. Primary Metals - Machining Industry - Turbine, Valve, Specialty Manufacturers, and

Machining industries.5. Sporting Industry - Sporting Goods manufacturers, and Services industries.6. Mining and Contractor 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. Oursales approach is simple, utilizing a well trained inside sales staff to approach new clients, and torespond to well-placed ads in industrial publications. Our software applications will make itpossible for these businesses to interact closely with JTB and its distributor partners.

4.1 Market Segmentation

· Our customers are seeking cost reduction in their daily operations. As JTB will functionas a distributor and a service provider, we can deliver custom specialty productsfaster, with fair, competitive prices.

· All of the above markets are seeking longer product life, resulting in higher profitability.Our overall experience in machining, grinding, and production management can provide ourclients with actual measurable results.

· All market segments purchase similar products and services, consolidating our internalpurchasing and marketing costs, maximizing long range profitability, while reducingexternal costs as we gradually implement our order placement systems.

· All can be serviced via existing modes of transportation (UPS, Fedex, DHL).


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Table: Market Analysis

Market Analysis

Year 1 Year 2 Year 3 Year 4 Year 5

Potential Customers Growth CAGR

Aerospace, High Tech

manufacturing

3% 25,587 26,355 27,146 27,960 28,799 3.00%

Automotive, Repair, Autobody 9% 61,228 66,739 72,746 79,293 86,429 9.00%

Automotive, Auto makers,

support sub-industry

2% 4,000 4,080 4,162 4,245 4,330 2.00%

Primary Metals, and

Machining industry

7% 210,000 224,700 240,429 257,259 275,267 7.00%

Sporting Goods and related

services

7% 6,058 6,482 6,936 7,422 7,942 7.00%

Mining, and Contractor industry 9% 3,149 3,432 3,741 4,078 4,445 9.00%

Total 7.06% 310,022 331,788 355,160 380,257 407,212 7.06%

4.2 Target Market Segment Strategy

Our marketing strategy for each target market segment will vary slightly. We will focus our directmarketing efforts on the Aerospace, Automotive, and Primary Metals and Machining industries,introducing these clients to our products and services. In particular, our combination of over300,000 catalog items, and our industrial services, providing re-manufacturing and secondaryservices, will allow us to sell ourselves in many different ways. Also, our base of sub-contractservice providers will allow us to offer many different programs via our distributorship.

When order management and inventory systems are completed by the Integrated TechnologiesDivision, they will make it faster and easier to place repeat orders. Special incentives will begiven to the businesses using the system as well, further reducing our external costs.


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4.3 Service Business Analysis

JTB products and services are focused on some rather unique markets. As such, these marketsare 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 Manufacturing: 238,764

The above client numbers are based on data available from Hugo Dunhill Mailing Lists, Inc., ourpreferred database provider. Larger firms like Peoplesoftware, Profit2100, Dimasystems, andNet2soft have developed very expensive software and netware packages starting at $10,000 -$50,000 and up. Our cost analysis has shown that there are many cost competitive optionsavailable for businesses to choose from, in many cases they are simply unaware they areavailable. As a service business that will utilize our own products, we can market and demo ourproducts 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. Theypurchase supplies via local suppliers and catalogs. Our products for this market are specializedtime savers, and will be marketed as such. Also, our industrial sales division can sell to theseclients via catalogs and through our online sales process. Competition in this marketplace iswell developed as local suppliers providing standard products, our unique lines will be directlymarketed to the shops, along with information about our industrial supply services.

Commercial Utilities and Drilling clients: These clients are made up of individual commercialservice providers and contractors providing hole drilling services. Our process for re-manufacturing / re-building their drilling units will better the OEM's efforts to make and sell aquality tool. The base cost index for these tools is very high, typically in excess of $2675 perunit. These clients generally pay a minimum of 50% for a rebuild. Competition in thismarketplace is developed as commercial plumbing supply houses; typically, the client is on theirown in terms of technical help. Our unique cost saving rebuild process will be directly marketedto them, also our industrial sales division can service these clients as well.

Sporting Good Service Centers: These clients are made up of bowling suppliers. Ourpatented products will out-perform any available products, and create a large re-conditioningmarket for JTB, as our patented products can only be reproduced by us. Competition in thismarketplace is not very strong, as no one has developed a product for this process, nor hasthere been any standardization for this process. Our Max-Drill product line re-defines the processgiving the shops a place for technical help, good service, and a product that provides ease ofuse, and a very cost-effective process.

Metalworking and Manufacturing: These clients are made up of Machine shops, AerospaceManufacturers, and other specialty manufacturers requiring industrial products and services.Our services department will add value and services to Rachel industrial sales division, as it canutilize the services division's equipment to provide its clients with custom solutions. Competition


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is strong, as these clients work with both local suppliers, and catalog companies. As JTB has avery marketable mix of industrial sales, and industrial services, this will provide the added edgeto acquire clients.

4.3.2 Distributing a Service

JTB's primary goal is focused on developing one-on-one business relations during the first fouryears of the business plan; however, beyond that, we may consider working throughdistribution 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 representsa 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 ourproducts and services to potential clients via every cost-effective approach possible. Ourcombined services offering is very unique, and allows for more profitability while staying ahead ofother industrial distributors and services providers in terms of delivery and competitivepricing. The combination of our distributorship's solid inventory, and the ability of the servicearea to provide re-conditioning and special services to industrial products quickly, allows forfaster shipments with fewer logistical problems. For our customers, this means lower costs.

Presently, the local industrial suppliers and service providers do not really provide an effectivecombination of supplying a cost-effective service strategy that yields the customer any realsavings. The local distributors must also rely heavily on outsourcing for many of theirservices, which drives up the shipping costs to the customer dramatically. This business planallows for low-cost implementation of Internet-based customer access, as well as directmarketing where needed. The plan also focuses on the needs of our clients, working withinparticular parameters that permits the business to respond to small and large clients equallyefficiently.

5.1 Competitive Edge

Our competitive edge is our combined services, products, and the engineering skills required toproperly interact 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 arespected vendor in the industry.

JTB's competitive edge incorporates an overall approach to market our goods and services tomany different industries. Our unique approach of developing our own branded sales andmarketing applications will strengthen our ties to our distributor partners and direct clients. Ascomputer networking is a strong area for me personally, I see the benefits to businesses thathave solid network based sales and marketing tools in place. Our overall goal is to utilize our ownapplications and developed software to integrate our distributor partners services. Whencompleted, JTB will be able to offer much larger clients an extremely large variety of productsand services drawing from our distributor partners services and products.


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All of the JTB divisions will benefit from the marketing, strategic ad placements and the directmarketing products offered by every other JTB division.

5.2 Marketing Strategy

Key Goals to our marketing strategy are as follows:

1. Develop a high profile sales environment, to bring our products to new and existingclients.

2. Develop new ways to market our products to potential clients via our brandedapplications and software.

3. Develop channel partnerships utilizing our own applications, drawing from these partnersservices and products to develop a large base of products and services to be offered tolarger clients.

4. Develop and maintain a quality customer service and follow-up program for all of theJTB divisions.

5. Develop and utilize an ongoing automated marketing system to contact potential clients.6. 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 manydifferent avenues of marketing. Initially, we will mass-market introductory offers and letters ofintroduction indexed against our customer database. Further secondary marketing will be throughour 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 aseach branch solicits new business, allowing for additional cost effective introduction of our otherproducts and services. JTB will also develop Internet marketplaces where our products andservices can be marketed as well, taking full advantage of the very low costs offered bydeveloping 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 longterm 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, andhow they interact with the clients, constantly fine tuning our transaction process until it isalmost effortless for the clients to do business with us.

Customer access to our sales staff is also critical, as we intend to offer phone, fax, andInternet-based inventory access and order processing. Further Internet access on our mainsite will let clients develop budgets and gather engineering information about the products weoffer. This will be further enhanced by the custom software products of JTB IntegratedTechnologies, when developed. Our sales staff will have a tremendous source of informationavailable to act as an advisor to our clients.


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5.3.1 Sales Forecast

Our sales forecast table uses the following assumptions:

1. Auto Body Products average growth rate of 34% annually.2. Auto Body Services average growth rate of 14% annually.3. Commercial Drilling average growth rate of 22% annually.4. Sporting Goods Products average growth rate of 19% annually.5. Sporting Goods Services average growth rate of 17% annually.6. Metalworking and Manufacturing growth rate of 18% annually.7. Industry Analysis Compounded Annual Growth Rate of 7.02%

The sales growth is controlled by several factors including:

1. The JTB's ability to find quality service associates to train, and the length of thetraining process.

2. JTB's ability to partner with other quality channel partners to handle over capacitysituations.

3. Limitations in actual shop time available ie. constraints in available work area andpersonnel.

Many of the services provided are billable hourly at nearly $60 per hour for service work; incomparison, some products manufactured internally will need to be at a lower shop rate toprovide for more competitive pricing to break into the different markets.

We will work to have many of the patented products manufactured externally, allowing ourequipment to be utilized on more profitable work. Contingencies need to be in place to backup allproducts and services offered in the event of personnel issues, or equipment failure. Direct costsin the Sales Forecast table reflect these outsourced manufacturing costs, after initial design.

Table: Sales Forecast

Sales Forecast


Sales

Auto Body products $66,000 $90,520 $122,234 $139,846 $166,212

Auto Body services $20,205 $23,842 $28,133 $33,197 $39,173

Commercial Dril l ing $57,880 $71,771 $88,996 $110,355 $136,841

Sporting Goods products $89,800 $109,556 $133,658 $163,063 $198,937

Sporting Goods services $35,820 $43,700 $53,314 $65,044 $79,353

Prototype Services $7,200 $28,800 $43,200 $54,000 $72,000

Metalworking and Manufacturing $77,800 $93,360 $132,032 $164,438 $210,326

Total Sales $354,705 $461,550 $601,569 $729,944 $902,842

Direct Cost of Sales Year 1 Year 2 Year 3 Year 4 Year 5

Auto body products and Services $43,546 $48,635 $55,751 $69,849 $86,067

Commercial Dril l ing $37,939 $39,267 $50,020 $58,800 $74,633

Sporting Goods $62,388 $73,440 $89,520 $110,880 $133,920

Prototype Services $1,908 $7,632 $11,448 $14,310 $19,080

Metalworking and Manufacturing $53,270 $61,000 $73,000 $89,000 $106,000

Subtotal Direct Cost of Sales $199,051 $229,974 $279,739 $342,839 $419,700


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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 incheck while allowing unlimited growth potential by utilizing our channel partners' productioncapabilities. Further development on this will be to purchase on a contractual basis to help lock


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in pricing on our product offering. Our distributor partners will allow us to offer additionalproducts and services that we could not otherwise offer, also reducing our investments inadditional personnel and equipment while maximizing profits.

5.5 Milestones

Secure Leasing, Banking, and Attorney Arrangements - Long term arrangements to securethe 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 accounting systems, and develop a work flowmethodology for the entire shop.

Complete the equipment selections and installation - Equipment will be selected fromvarious machine tool dealers throughout the U.S. These machine tools will be inspected closelyfor 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 goodaptitude for engineering, preferably with a background in QC and Machining.

Contractor selection for outsourced manufacturing - Competing contract manufacturerswill be providing sample parts and quotations for our products, in particular, contractors will bequoting on the Automotive and Sporting Goods lines as they have the highest potential volumeand will require substantially more manufacturing capacity than we will have available.

JTB Industrial Services Marketing Campaign - Our marketing campaign will initially targetthe local Louisiana market with a letter to the key personnel within the target businesses. Thisintroduction 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 accounts.

JTB outsourced product line development - Once the contractor selection is complete, wewill place orders from the suppliers for components, packaging, and replacement parts.

JTB services development - JTB's service area will begin servicing clients as soon as thecore machine tools are in place; some specialty equipment may take several months to locate.During the first year, management will be processing most of the work.

JTB Service associate selection and training - Service Associates will be from a productionbackground, familiar with manufacturing and general machining, training will be ongoing for atleast 1 year. Management will work with these individuals on a one-on-one basis to accomplishthis, and minimize training costs while still competing orders as needed.


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Table: Milestones

Milestones

Milestone Start Date End Date Budget Manager Department

Secure Leasing and Banking

Arrangements

2/1/2005 2/15/2005 $1,500 M. Jeremy Corporate

Management

Setup JTB's Industrial services

location


Management

Contractor selections for

services and products

2/15/2005 3/15/2005 $3,500 M. Jeremy Media

development

Manager selections and

training begin

2/1/2005 4/15/2005 $12,000 R. Jeremy Corporate

Management

Complete equipment

selections and installations


Management

JTB outsourced Product l ine

development

3/15/2005 6/15/2005 $18,000 M. Jeremy Products and

Services

JTB Service Associate

selection and training

3/10/2005 10/1/2005 $15,000 R. Jeremy Products and

Services

JTB Services development 4/15/2005 1/1/2006 $7,500 R. Jeremy Products and

services

JTB Industrial Services

Marketing campaign

3/1/2005 1/30/2006 $3,500 R. Jeremy Marketing

Totals $192,500


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6.0 Web Plan Summary

JTB's Web-based marketing plan is essentially the same for all of the JTB divisions, with theexception of how each division targets its clients. As JTB will be able to add its servicesoffering into the marketplaces to be developed, we will get day to day information andfeedback from the various paid ads we place in industrial trade magazines, and with otherwebsites as well. The Web plan is to link our products and services with as many affiliate sitesas possible.

When established, these marketplaces and affiliate sites will serve as a very cost effectivemarketing tool for all of the JTB divisions, again keeping in mind that each division's approachto this will be tailored towards its intended potential clients. Each division will have dedicatedwebsites operating under the JTB logo. With a customer database available at all times via ourservers, we can easily track our marketing expenditures and customer demographics.

6.1 Website Marketing Strategy

JTB will develop and manage as many industrial marketplaces as possible, seeking out nichemarketing that drives customers to our industrial products and services sites. Also, JTB willembed itself into many other sites utilizing search engine technology, affiliate marketingprograms, 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 todevelop the same type of applications.

7.0 Management Summary

Operations ManagerMitchell R. Jeremy

Mitchell will work with the managers and staff daily to help oversee the development for all ofthe anticipated projects. He will personally develop the procedures and techniques for all ofthe products and services to be offered. Additionally, he will provide hands on training to allemployees within the company ensuring the company's ability to grow.

Service and Production ManagerRachel L. Jeremy

During year one Rachel will act as the Service Team Manager. She will oversee orderprocessing, scheduling of outsourced orders, and act as the general business manager in Mr.Jeremy's absence. After year one, the service team members and manager will be fully trained tohandle the day-to-day workload in their area. Rachel will then continue to maintain theongoing day-to-day work schedule, track time and billing issues, and remain in c lose contactwith the clients to ensure that JTB is meeting all the customer's requirements.


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7.1 Personnel Plan

Service Team ManagerInitially, Rachel Jeremy will fill this role, while the service team manager undergoes training. Theservice team manager is a working manager position requiring complete knowledge of all themanufacturing processes. 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 productiondepartment.

Sales and Marketing AssociateTBA. This is a shared position, costs and responsibilities distributed among all divisions; thismember contributes Sales and Marketing help in all areas.

Table: Personnel

Personnel Plan


Production Personnel

Service Team Manager $35,200 $36,000 $36,000 $38,000 $38,000

Service Team Member $8,800 $21,000 $23,000 $25,000 $28,000

Subtotal $44,000 $57,000 $59,000 $63,000 $66,000

Sales and Marketing Personnel

Shared Marketing Associate $2,750 $4,000 $6,000 $8,000 $10,000

Name or Title $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0

Subtotal $2,750 $4,000 $6,000 $8,000 $10,000

General and Administrative Personnel

Production Manager/Service Team Coordinator $43,200 $43,500 $44,000 $45,000 $45,000

Name or Title $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0

Subtotal $43,200 $43,500 $44,000 $45,000 $45,000

Other Personnel

Name or Title $0 $0 $0 $0 $0

Name or Title $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0

Subtotal $0 $0 $0 $0 $0

Total People 4 4 4 4 4

Total Payroll $89,950 $104,500 $109,000 $116,000 $121,000

8.0 Financial Plan

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


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expect the Product and Service Division to achieve a small net profit in just over two years.

By year three we expect to be in a strong enough cash position to begin paying dividends to theinitial investors, and secure proper lines of credit with other banking resources as the companywill need to attract further investment for equipment and expansion. It would be in thecompany'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 each business segment for moreaccurate projections, the main plan is used to show the overall development of the business inits entirety. Key assumptions around which we developed this plan are as follows:

1. Current business, banking, and economic trends continue to be stable.2. Customer buying trends and orders remain strong.3. Overhead and other external operating cost grow as projected.4. External outsourced costs grow as anticipated.5. Internet buying trends continue to grow in the industrial sector.

The General Assumptions table below shows assumptions which play heavily into the businesseslong term plan.

If the business can be developed in its entirety in one location would greatly reduce operatingcosts, 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 throughuse of its online marketing system via numerous distributor partners throughout the U.S. Thepossible revenues from this have not been added into any projections. Management's position onthe plan's assumptions is we feel we can make better long term arrangements which shouldbetter the projected cash position shown.

Note 8.1.1: We have selected a high-quality networked accounting system with capabilities ofhaving multiple businesses running while still offering full consolidation of the business foraccounting purposes. This system is complete with project management capabilities andbudgeting; as such, management will implement a budgeted approach for the projectswhile adjusting costs in JTB's favor wherever possible.

All Profit and Loss tables in this plan include only the projections for the Products and ServicesDivision. We suggest that each plan is reviewed, as each is quite different.

Table: General Assumptions

General Assumptions


Plan Month 1 2 3 4 5

Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00%

Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00%

Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00%

Other 0 0 0 0 0


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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 mixof both labor charged hourly, and outsourced manufactured goods for resale. Initial goals areto bring the hard manufactured product lines to market within 60 days from startup. Additionally,we will begin completing service based orders (labor based) immediately whileoffering numerous well accepted industrial products for resale through the other divisions.

What will set JTB apart from the other industrial entities is its ability for flexibility, expansion, andits individual divisions with key individuals all under one roof targeting each market segmentJTB will pursue. All of the service personnel will be cross-trained with the sales staff, and willbe expected to handle clients with a positive and helpful attitude. With this in mind, the goal isto build a solid base for the corporation with our primary products and services while continuingthe 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 69%

Estimated Monthly Fixed Cost $10,036


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8.3 Projected Profit and Loss

Please be sure to read the note in the Important Assumptions section, regarding ourAccounting system and methodology.

The Projected Profit and Loss table takes into consideration all of the basic operating costs forthe Products and Services Division only. This division will reach the break-even point late inthe first year, and become increasingly profitable thereafter. At full capacity in later years, weexpect net profit margins between 12% and 19%.

The Profit and Loss in this business plan also includes a full depreciation schedule. Management'seventual 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 thecash outlay during this process. For the purposes of this plan, and to maintain a conservativeapproach, 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, andmanagement's output - related personnel costs can be found in the plan for the holdingcompany, JTB Technologies, Inc. Please remember when you do review the P&L, that the 3 JTBdivisions will actually be operating under one roof. As such, overhead is low, and management'srole 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" moreoperating hours than any of the other 9 to 5 operations. Management anticipates running atleast 50 hours per week allowing us to develop more business on the west coast.


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Table: Profit and Loss

Pro Forma Profit and Loss


Sales $354,705 $461,550 $601,569 $729,944 $902,842

Direct Cost of Sales $199,051 $229,974 $279,739 $342,839 $419,700

Production Payroll $44,000 $57,000 $59,000 $63,000 $66,000

Other Costs of Goods $0 $0 $0 $0 $0

Total Cost of Sales $243,051 $286,974 $338,739 $405,839 $485,700

Gross Margin $111,654 $174,576 $262,830 $324,105 $417,142

Gross Margin % 31.48% 37.82% 43.69% 44.40% 46.20%

Operating Expenses

Sales and Marketing Expenses

Sales and Marketing Payroll $2,750 $4,000 $6,000 $8,000 $10,000

Advertising/Promotion $4,950 $6,000 $7,500 $8,500 $9,500

Other Sales and Marketing Expenses $0 $0 $0 $0 $0

Total Sales and Marketing Expenses $7,700 $10,000 $13,500 $16,500 $19,500

Sales and Marketing % 2.17% 2.17% 2.24% 2.26% 2.16%

General and Administrative Expenses

General and Administrative Payroll $43,200 $43,500 $44,000 $45,000 $45,000

Sales and Marketing and Other Expenses $5,400 $7,200 $8,500 $9,500 $10,200

Depreciation $7,750 $7,750 $7,750 $7,750 $7,750

Rent $8,400 $8,400 $8,400 $8,400 $8,400

Equipment Lease $35,988 $35,988 $35,988 $35,988 $35,988

Util ities $7,200 $7,200 $7,200 $7,200 $7,200

Insurance $4,800 $5,400 $7,200 $9,000 $9,600

Payroll Taxes $0 $0 $0 $0 $0

Other General and Administrative

Expenses

$0 $0 $0 $0 $0

Total General and Administrative

Expenses

$112,738 $115,438 $119,038 $122,838 $124,138

General and Administrative % 31.78% 25.01% 19.79% 16.83% 13.75%

Other Expenses:

Other Payroll $0 $0 $0 $0 $0

Consultants $0 $6,000 $6,000 $6,000 $6,000

Other Other Expenses $0 $0 $0 $0 $0

Total Other Expenses $0 $6,000 $6,000 $6,000 $6,000

Other % 0.00% 1.30% 1.00% 0.82% 0.66%

Total Operating Expenses $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 ($1,034) $50,888 $132,042 $186,517 $275,254

Interest Expense $4,297 $3,938 $3,563 $3,188 $2,813

Taxes Incurred $0 $11,760 $36,219 $52,674 $79,408

Net Profit ($13,081) $27,440 $84,511 $122,906 $185,284

Net Profit/Sales -3.69% 5.95% 14.05% 16.84% 20.52%


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8.4 Projected Cash Flow

JTB's projected cash flow reflects the business' cash position. Please remember when you reviewthis table, it is for the Products and Services Division only. The table shows our plannedrepayment 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 isfrom outsourced manufacturing, as this is not really segmented for review. Additionalsegmentation 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 whileutilizing its internal personnel one the more profitable services to be offered. The outsourcedproducts operate under a fixed cost situation, while the services area will for the most part beworking in a cost plus situation filling special and rush requests that carry a much higher shoprate. 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 twothrough five, furthering our potential profitability.

Please review section 8.1 regarding the Important Assumptions to get a better feel for theexplained projected cash flow.


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Table: Cash Flow

Pro Forma Cash Flow


Cash Received

Cash from Operations

Cash Sales $88,676 $115,387 $150,392 $182,486 $225,711

Cash from Receivables $207,172 $328,433 $427,943 $526,156 $648,442

Subtotal Cash from Operations $295,848 $443,821 $578,335 $708,642 $874,153

Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0 $0 $0

New Current Borrowing $0 $0 $0 $0 $0

New Other Liabil ities (interest-free) $0 $0 $0 $0 $0

New Long-term Liabil ities $0 $0 $0 $0 $0

Sales of Other Current Assets $0 $0 $0 $0 $0

Sales of Long-term Assets $0 $0 $0 $0 $0

New Investment Received $0 $0 $0 $0 $0

Subtotal Cash Received $295,848 $443,821 $578,335 $708,642 $874,153

Expenditures Year 1 Year 2 Year 3 Year 4 Year 5

Expenditures from Operations

Cash Spending $89,950 $104,500 $109,000 $116,000 $121,000

Bill Payments $260,345 $327,515 $398,340 $483,091 $587,844

Subtotal Spent on Operations $350,295 $432,015 $507,340 $599,091 $708,844

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0

Principal Repayment of Current Borrowing $0 $0 $0 $0 $0

Other Liabil ities Principal Repayment $0 $0 $0 $0 $0

Long-term Liabil ities Principal Repayment $3,750 $3,750 $3,750 $3,750 $3,750

Purchase Other Current Assets $0 $0 $0 $0 $0

Purchase Long-term Assets $0 $0 $0 $0 $0

Dividends $0 $0 $20,000 $50,000 $80,000

Subtotal Cash Spent $354,045 $435,765 $531,090 $652,841 $792,594

Net Cash Flow ($58,197) $8,056 $47,246 $55,802 $81,559

Cash Balance $112,453 $120,509 $167,754 $223,556 $305,116


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8.5 Projected Balance Sheet

JTB Products and Services' projected balance sheet shows a strong cash development capabilityover the projected 5 year plan. The projected balance sheet, like the rest of the businessplan, assumes the business remains at its startup location during the first five years ofoperations, keeping costs relatively fixed for the projections. Again, as mentioned in theImportant Assumptions section 8.1, management still feels it can develop a stronger situationthan what is reflected.

As projected in the Balance Sheet, the products and services division builds its cash positionwhile also developing a sound net worth. As the industrial Products and Services Division is amanufacturing 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 andpayment schedule is included to depreciate the long-term assets.

During the life of the plan, inventory requirements may change as we offer our clients differentpurchasing options and build our inventory of used products; any differences in cash flow andinventory would show that the cash is tied up in inventory. With this in mind, we would try tokeep 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 aretied to particular product lines offered, allowing the business to create multiple income streamsthroughout the development of the plan. For segmentation purposes some products have bothlabor 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.


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Table: Balance Sheet

Pro Forma Balance Sheet


Assets

Current Assets

Cash $112,453 $120,509 $167,754 $223,556 $305,116

Accounts Receivable $58,857 $76,586 $99,820 $121,121 $149,811

Inventory $37,048 $22,144 $28,359 $35,018 $42,820

Other Current Assets $5,000 $5,000 $5,000 $5,000 $5,000

Total Current Assets $213,358 $224,239 $300,933 $384,695 $502,747

Long-term Assets

Long-term Assets $45,000 $45,000 $45,000 $45,000 $45,000

Accumulated Depreciation $7,750 $15,500 $23,250 $31,000 $38,750

Total Long-term Assets $37,250 $29,500 $21,750 $14,000 $6,250

Total Assets $250,608 $253,739 $322,683 $398,696 $508,997

Liabil ities and Capital Year 1 Year 2 Year 3 Year 4 Year 5

Current Liabil ities

Accounts Payable $45,789 $25,229 $33,413 $40,270 $49,036

Current Borrowing $0 $0 $0 $0 $0

Other Current Liabil ities $0 $0 $0 $0 $0

Subtotal Current Liabil ities $45,789 $25,229 $33,413 $40,270 $49,036

Long-term Liabil ities $41,250 $37,500 $33,750 $30,000 $26,250

Total Liabil ities $87,039 $62,729 $67,163 $70,270 $75,286

Paid-in Capital $230,000 $230,000 $230,000 $230,000 $230,000

Retained Earnings ($53,350) ($66,431) ($58,990) ($24,480) $18,426

Earnings ($13,081) $27,440 $84,511 $122,906 $185,284

Total Capital $163,569 $191,010 $255,520 $328,426 $433,710

Total Liabil ities and Capital $250,608 $253,739 $322,683 $398,696 $508,997

Net Worth $163,569 $191,010 $255,520 $328,426 $433,710


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8.6 Business Ratios

The following table shows standard business ratios for the years of our plan, and a comparisoncolumn for data from Manufacturing Industries, nec (SIC Code 3999).

JTB's Products and Services Division's ratios reflect a strong growth with regards to its GrossMargins.

In the long term, our Long Term Assets decline below industry profiles as equipment is paiddown, but our overall Debt to Asset ratios are better than the industry in overall results asleaner manufacturing and better coordinated use of our channel partners come into play allowingfor more growth without incurring additional expense.

Our General and Administrative ratios are much higher than the industry, but this personnel playsan essential role as the business grows towards its growth and outsourcing goals. Also theindustry standard profile could reflect more automation than we have at this point, thus ourrequirement for more personnel.


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Table: Ratios

Ratio Analysis

Year 1 Year 2 Year 3 Year 4 Year 5 Industry Profi le

Sales Growth n.a. 30.12% 30.34% 21.34% 23.69% -0.33%

Percent of Total Assets

Accounts Receivable 23.49% 30.18% 30.93% 30.38% 29.43% 23.08%

Inventory 14.78% 8.73% 8.79% 8.78% 8.41% 15.97%

Other Current Assets 2.00% 1.97% 1.55% 1.25% 0.98% 34.94%

Total Current Assets 85.14% 88.37% 93.26% 96.49% 98.77% 73.99%

Long-term Assets 14.86% 11.63% 6.74% 3.51% 1.23% 26.01%

Total Assets 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Current Liabil ities 18.27% 9.94% 10.35% 10.10% 9.63% 23.82%

Long-term Liabil ities 16.46% 14.78% 10.46% 7.52% 5.16% 17.66%

Total Liabil ities 34.73% 24.72% 20.81% 17.62% 14.79% 41.48%

Net Worth 65.27% 75.28% 79.19% 82.38% 85.21% 58.52%

Percent of Sales

Sales 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Gross Margin 31.48% 37.82% 43.69% 44.40% 46.20% 36.34%

Selling, General & Administrative Expenses 39.96% 31.88% 29.64% 27.56% 25.68% 17.49%

Advertising Expenses 2.22% 2.31% 2.42% 2.44% 2.35% 1.27%

Profit Before Interest and Taxes -2.48% 9.35% 20.66% 24.49% 29.63% 3.23%

Main Ratios

Current 4.66 8.89 9.01 9.55 10.25 2.18

Quick 3.85 8.01 8.16 8.68 9.38 1.33

Total Debt to Total Assets 34.73% 24.72% 20.81% 17.62% 14.79% 50.82%

Pre-tax Return on Net Worth -8.00% 20.52% 47.25% 53.46% 61.03% 7.44%

Pre-tax Return on Assets -5.22% 15.45% 37.41% 44.04% 52.00% 15.13%

Additional Ratios Year 1 Year 2 Year 3 Year 4 Year 5

Net Profit Margin -3.69% 5.95% 14.05% 16.84% 20.52% n.a

Return on Equity -8.00% 14.37% 33.07% 37.42% 42.72% n.a

Activity Ratios

Accounts Receivable Turnover 4.52 4.52 4.52 4.52 4.52 n.a

Collection Days 38 71 71 74 73 n.a

Inventory Turnover 12.00 7.77 11.08 10.82 10.78 n.a

Accounts Payable Turnover 6.69 12.17 12.17 12.17 12.17 n.a

Payment Days 27 42 26 27 27 n.a

Total Asset Turnover 1.42 1.82 1.86 1.83 1.77 n.a

Debt Ratios

Debt to Net Worth 0.53 0.33 0.26 0.21 0.17 n.a

Current Liab. to Liab. 0.53 0.40 0.50 0.57 0.65 n.a

Liquidity Ratios

Net Working Capital $167,569 $199,010 $267,520 $344,426 $453,710 n.a

Interest Coverage -2.04 10.96 34.89 56.08 95.11 n.a

Additional Ratios

Assets to Sales 0.71 0.55 0.54 0.55 0.56 n.a

Current Debt/Total Assets 18% 10% 10% 10% 10% n.a

Acid Test 2.57 4.97 5.17 5.68 6.32 n.a

Sales/Net Worth 2.17 2.42 2.35 2.22 2.08 n.a


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Dividend Payout 0.00 0.00 0.24 0.41 0.43 n.a


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8.7 Long-term Plan

JTB's Product and Services Division's long term plan has been projected out to a 10 year reviewto highlight the businesses long term results, and the added potential of the distributorpartnerships. Additionally, the 4th & 5th year cash position can be shown for pay-out analysis ofthe initial investors; this plan also give a much better equity picture.

1. Gross Sales over $900,000 by year 6 of this plan.2. Gross Margins over $450,000 by year 5 of this plan.3. Net Income over $160,000 by year 6 of this plan.4. Current Assets over $600,000 by year 6 of the plan.5. Equity of over $600,000 by year 7 of this plan.

Appendix

Page 1

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

Sales

Auto Body products 0% $0 $0 $1,200 $1,400 $1,800 $4,000 $5,800 $7,200 $8,400 $10,200 $11,800 $14,200

Auto Body services 0% $0 $315 $360 $510 $540 $1,200 $1,740 $2,160 $2,520 $3,060 $3,540 $4,260

Commercial Drilling 0% $0 $600 $1,800 $3,800 $4,200 $4,800 $6,200 $6,800 $6,980 $7,200 $7,700 $7,800

Sporting Goods products 0% $0 $0 $1,200 $3,400 $5,400 $7,800 $9,400 $10,400 $11,700 $12,900 $13,200 $14,400

Sporting Goods services 0% $0 $0 $460 $1,360 $2,160 $3,120 $3,760 $4,160 $4,600 $5,160 $5,280 $5,760

Prototype Services 0% $0 $0 $0 $0 $600 $600 $800 $800 $1,000 $1,000 $1,200 $1,200

Metalworking and Manufacturing 0% $1,000 $1,000 $1,200 $1,800 $3,800 $5,400 $6,600 $7,800 $10,200 $12,000 $12,800 $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

Direct Cost of Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

Auto body products and Services $0 $0 $936 $1,146 $1,404 $3,120 $3,770 $4,680 $5,460 $6,630 $7,170 $9,230

Commercial Drilling $0 $290 $870 $1,900 $2,600 $2,990 $3,800 $3,980 $4,848 $5,328 $5,633 $5,700

Sporting Goods $0 $0 $664 $1,920 $3,024 $4,368 $5,922 $6,990 $7,700 $9,100 $10,800 $11,900

Prototype Services 27% $0 $0 $0 $0 $159 $159 $212 $212 $265 $265 $318 $318

Metalworking and Manufacturing $490 $760 $870 $1,100 $2,400 $3,900 $4,950 $5,400 $6,300 $8,400 $8,800 $9,900

Subtotal Direct Cost of Sales $490 $1,050 $3,340 $6,066 $9,587 $14,537 $18,654 $21,262 $24,573 $29,723 $32,721 $37,048

Appendix

Page 2

Table: Personnel

Personnel Plan


Production Personnel

Service Team Manager $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 $0 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250

Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal $0 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250

General and Administrative Personnel

Production Manager/Service Team Coordinator $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600

Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600

Other Personnel

Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total People 2 3 3 3 4 4 4 4 4 4 4 4

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

Appendix

Page 3

Table: General Assumptions

General Assumptions


Plan Month 1 2 3 4 5 6 7 8 9 10 11 12

Current 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%

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 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%

Other 0 0 0 0 0 0 0 0 0 0 0 0

Appendix

Page 4

Table: Profit and Loss

Pro Forma Profit and Loss


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

Direct Cost of Sales $490 $1,050 $3,340 $6,066 $9,587 $14,537 $18,654 $21,262 $24,573 $29,723 $32,721 $37,048

Production Payroll $0 $3,200 $3,200 $3,200 $4,300 $4,300 $4,300 $4,300 $4,300 $4,300 $4,300 $4,300

Other Costs of Goods $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Cost of Sales $490 $4,250 $6,540 $9,266 $13,887 $18,837 $22,954 $25,562 $28,873 $34,023 $37,021 $41,348

Gross Margin $510 ($2,335) ($320) $3,004 $4,613 $8,083 $11,346 $13,758 $16,527 $17,497 $18,499 $20,472

Gross Margin % 51.00% -121.93% -5.14% 24.48% 24.94% 30.03% 33.08% 34.99% 36.40% 33.96% 33.32% 33.12%

Operating Expenses

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

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Sales and Marketing

Expenses

$0 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700

Sales and Marketing % 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 $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 $646 $646 $646 $646 $646 $646 $646 $646 $646 $646 $646 $646

Rent $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700

Equipment Lease $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999

Utilities $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600

Insurance $350 $350 $350 $350 $350 $350 $450 $450 $450 $450 $450 $450

Payroll Taxes 15% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other General and Administrative

Expenses

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total General and Administrative

Expenses

$9,345 $9,345 $9,345 $9,345 $9,345 $9,345 $9,445 $9,445 $9,445 $9,445 $9,445 $9,445

General and Administrative % 934.48% 487.98% 150.24% 76.16% 50.51% 34.71% 27.54% 24.02% 20.80% 18.33% 17.01% 15.28%

Other Expenses:

Other Payroll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Appendix

Page 5

Consultants $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Other Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Other Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 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

Profit Before Interest and Taxes ($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 ($8,189) ($11,734) ($9,719) ($6,395) ($4,786) ($1,316) $1,847 $4,259 $7,028 $7,998 $9,000 $10,973

Interest Expense $372 $370 $367 $365 $362 $359 $357 $354 $352 $349 $346 $344

Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Profit ($9,207) ($12,750) ($10,732) ($7,405) ($5,794) ($2,321) $844 $3,259 $6,031 $7,003 $8,008 $9,983

Net Profit/Sales -920.72% -665.78% -172.54% -60.35% -31.32% -8.62% 2.46% 8.29% 13.28% 13.59% 14.42% 16.15%

Appendix

Page 6

Table: Cash Flow

Pro Forma Cash Flow


Cash Received

Cash from Operations

Cash Sales $250 $479 $1,555 $3,068 $4,625 $6,730 $8,575 $9,830 $11,350 $12,880 $13,880 $15,455

Cash from Receivables $0 $525 $1,230 $3,696 $7,841 $12,473 $18,296 $24,065 $28,361 $32,682 $37,263 $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

Additional Cash Received

Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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

New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sales of Other Current Assets $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Cash Received $250 $1,004 $2,785 $6,764 $12,466 $19,203 $26,871 $33,895 $39,711 $45,562 $51,143 $56,195

Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

Expenditures from Operations

Cash Spending $3,600 $7,050 $7,050 $7,050 $8,150 $8,150 $8,150 $8,150 $8,150 $8,150 $8,150 $8,150

Bill Payments $182 $5,539 $7,643 $11,652 $14,849 $19,232 $25,508 $28,813 $30,007 $34,117 $40,899 $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Long-term Liabilities Principal Repayment $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Cash Spent $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

Appendix

Page 7

Table: Balance Sheet

Pro Forma Balance Sheet


Assets Starting Balances

Current Assets

Cash $170,650 $166,805 $154,907 $142,687 $130,436 $119,591 $111,100 $104,000 $100,619 $101,860 $104,842 $106,623 $112,453

Accounts Receivable $0 $750 $1,661 $5,096 $10,602 $16,636 $24,353 $31,782 $37,208 $42,897 $48,855 $53,232 $58,857

Inventory $1,000 $510 $1,050 $3,340 $6,066 $9,587 $14,537 $18,654 $21,262 $24,573 $29,723 $32,721 $37,048

Other Current Assets $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000

Total Current Assets $176,650 $173,065 $162,618 $156,122 $152,104 $150,814 $154,990 $159,436 $164,088 $174,330 $188,420 $197,576 $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 $0 $646 $1,292 $1,937 $2,583 $3,229 $3,875 $4,521 $5,167 $5,812 $6,458 $7,104 $7,750

Total Long-term Assets $45,000 $44,354 $43,708 $43,063 $42,417 $41,771 $41,125 $40,479 $39,833 $39,188 $38,542 $37,896 $37,250

Total Assets $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

Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

Current Liabilities

Accounts Payable $0 $5,289 $7,258 $11,161 $14,215 $18,385 $24,549 $27,818 $28,877 $32,755 $39,509 $40,323 $45,789

Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Current Liabilities $0 $5,289 $7,258 $11,161 $14,215 $18,385 $24,549 $27,818 $28,877 $32,755 $39,509 $40,323 $45,789

Long-term Liabilities $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

Paid-in Capital $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000

Retained Earnings ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350) ($53,350)

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

Appendix

Page 8

Table: Long-term

Long-term

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Sales $354,705 $461,550 $601,569 $729,944 $902,842 $905,618 $959,956 $998,354 $1,058,255 $1,105,876

Cost of Sales $243,051 $286,974 $338,739 $405,839 $485,700 $479,978 $508,777 $529,128 $560,875 $586,114

Gross Margin $111,654 $174,576 $262,830 $324,105 $417,142 $425,640 $451,179 $469,226 $497,380 $519,762

Gross Margin % 31.48% 37.82% 43.69% 44.40% 46.20% 47.00% 47.00% 47.00% 47.00% 47.00%

Operating Expenses $120,438 $131,438 $138,538 $145,338 $149,638 $157,120 $164,976 $173,225 $181,886 $190,980

Operating Income ($8,784) $43,138 $124,292 $178,767 $267,504 $268,521 $286,203 $296,002 $315,494 $328,781

Net Income ($13,081) $27,440 $84,511 $122,906 $185,284 $179,909 $191,756 $198,321 $211,381 $220,284

Current Assets $213,358 $224,239 $300,933 $384,695 $502,747 $628,433 $754,120 $867,238 $997,323 $1,097,056

Long-term Assets $37,250 $29,500 $21,750 $14,000 $6,250 $0 $0 $0 $0 $0

Current Liabilities $45,789 $25,229 $33,413 $40,270 $49,036 $50,998 $53,038 $55,159 $57,366 $59,660

Long-term Liabilities $41,250 $37,500 $33,750 $30,000 $26,250 $13,338 $426 $0 $0 $0

Equity $163,569 $191,010 $255,520 $328,426 $433,710 $590,773 $701,508 $812,078 $939,958 $1,037,395

Ejemplo de Plan de Negocios Empresa Manufactura

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