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Bank Marketing Plan 1
Running Head: MARKETING PLAN FOR BANK
Bank Marketing Plan
[Name of writer]
[Name of Institution]
Bank Marketing Plan 2
Bank Marketing plan
Executive Summary
Online Retail Bank aims to be the one-stop shop for as various financial services as
possible on behalf of retail customers. Online Retail Bank has extended a criteria-based marker
system which is simple and effective in estimating a wide range of diverse financial industries on
their financial impact. Only financially sensible/performing financial industries are evaluated,
guarantee that its recommendations make both financial and retail sense.
Situational Analysis
Online Retail Bank will leverage the proprietary appraisal system to quickly enlarge
industry share. The system is appropriate and base on extensive study, providing a rationalized
overview of the financial performance of the financial industries.
Market
Online Retail Bank will concentrate on the intimidated function of financial investing
within the retail industry. Retail Bank faces indirect rivalry from financially responsible mutual
funds, which do a similar job in assessing an industry's ecological performance but do not allow
for investing in individual equity.
Management Team
Online Retail Bank is owned by two experienced managers, Sarah Lewis, and Steve
Burke. Sarah has a master’s degree in economics studies and has worked for the Economic
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Agency where she was responsible for preparing economic impact statements. Steve has an
MBA and has worked for retail banking sector where he developed an extensive amount of
networking contacts.
Online Retail Bank addresses a previously ignored niche of the financial industry. Retail
Bank will generate £230,000 and £261,000 in sales in year two and three respectively.
Objectives
To become an online retail investment banking; attract more investment to the future
financial investment in the financial basis for action, in fact, raise awareness and support for
personal investment in the financial industry, the behavior of financial problems.
Continue to promote investment-related research, as it relates to the cost of financial
criteria.
Mission
UK Online Retail Bank' mission is to become the premier financial organization that
makes investment in retail banking with outstanding financial records and practices. Retail Bank,
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through comprehensive research and well thought out and verifiable marker criteria will be able
to identify sound financial investments.
Industry Summary
Online Retail Bank is a UK-based financial industry is financially responsible in the
financial industry niche focus. The industry has Steve Burke and Sarah Lewis. It has become a
L.L.C.
Start-up Summary
The following equipment will be needed for start up:
Phone system (5 lines).
Workstation computers (4), back end server, DSL Internet connection, and laser printer.
Office furniture, meeting room and waiting room furniture.
Monthly service charge for Bears Stearns software.
Fax machine, copier, lighting, and assorted office supplies.
Industry Ownership
Sarah Burke and Steve Lewis as their retail bank. Although they were originally intended
as the formation of companies to create S, they decided to set up a limited liability company as a
means to avoid the double taxation of corporate interests have not yet achieved to avoid personal
responsibility to find.
SWOT Analysis
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Strength
Retail banking in the financial sector, to provide specific stock investment advice.
Purchased from retail bank Bear Stearns, the highest in the industry one of the banks in respect
of financial performance. In addition to solid financial performance standards, the development
of retail banking financial markers, which can analyze and grade the financial impact of the
attractiveness of an industry set.
Weakness
As mentioned earlier, an industry's economic performance has been assessed by the
financial bank Bear Stearns. Bear Stearns to buy retail banks based on the study recognized that
there is no time to study the added value. This study is quite confident, because the bank's
implementation of its high. If Bear Stearns research or other similar quality cannot obtain bank
retail banks will have to reconsider this decision, the research farm.
Opportunity
Retail Bank has developed a comprehensive set of financial indicators, the industry and
its financial impact assessment. To assess the following areas:
Energy use
Water
Recycling Program
Paper consumption and procurement
The use of chemical cleaning
Maintenance of ground
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Formal financial policies
Recycling rates
All the tags, including current, the next stage, long-running benchmarks.
Bear Stearns retail banks need investment advice from the list, and then apply the
standard financial indicators to narrow down the list. As a result, potential investors (stock)
because of their recommended list of financial and financial performance. Many sectors of the
retail banking allows customers to try to make the choice made by the financial sector
assessment of the scope of what kind of industry / industry type, they want to invest in.
Threats
Retail banking service charges is similar to the typical brokerage fee system based on the
percentage. That the retail banks than other standards because of the financial sector required
additional expensive, the variance is not material, in particular, customers want good
performance of the stock, but only want to invest in financially sound financial services.
Several recent studies have shown that highly respected "green" nature of the stock has
not performed poorly. In fact, this is just the opposite, in the heart, so that the decision of
financial considerations will usually show more good financial industry.
Market research
Retail banks have recognized the two different target customers. The two customer base
is well-known household wealth. They have been gathered to provide customers with <1 million
pounds and the "> £ 1 billion in household wealth. The main attributes, so that these industries
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are so attractive is their desire to make investment decision taking into account ecological
factors, in the world differences.
The financial industry has many different functions. Several consultants to provide
general investment services. Others are only one type of investment Fund; mutual funds may or
may only focus on the bonds. Other banks will focus on similar or socially responsible financial
industry-specific functionality.
Market Segmentation
Retail banking has been split into two different groups of target industries. These groups
can distinguish the different families of wealth, "one million pounds and the"> 1 million pounds
of the family.
• <100 million pounds (family values): those customers who have on the environment in
distress and the financial industry through its strong performance on the basis of both economic
and ecological record, investing in stocks second-class citizens the choice of individual behavior.
Because these people do not have enough money, they chose the stock, a reasonable risk. In
general, this group, 35% -45% stock portfolio, and other types of investment, and the remaining
percentage.
• 100 million pounds (family values): These customers are upper middle class, upper
class. Their collective savings over one pound million, is quite confident investors. These people
are generally on their return on investment is also worried, but the financial problems.
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Market AnalysisYear 1 Year 2 Year 3 Year 4 Year 5
Potential Customers
Growth CAGR
<£1 million worth customers
8% 1,232,000 1,330,560 1,437,005 1,551,965 1,676,122 8.00%
>£1 million worth customers
7% 223,090 238,706 255,415 273,294 292,425 7.00%
Total 7.85% 1,455,090 1,569,266 1,692,420 1,825,259 1,968,547 7.85%
Marketing Strategy
"Think globally, act locally” this well-known, simple mantra is recommended that each
person should do their part. Retail banking services to allow individuals to make their own
conscience on the basis of the investment. So many people want to do good, but not sure how.
Retail banking services, allowing individuals to do so, not the actual cost compared to other
options is correct; Rate of return on the retail banks better than the S & P 500 Index.
Marketing efforts will focus on retail banking capabilities, so that individuals can vary
widely in the world, while increasing their return on the money. Retail banks will use the
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magazine ads and community-based marketing (network, sponsorship and participation in the
seminar) to increase the visibility and the provision of retail banking services. These ads will be
a stable manner; individual investment choices would be ignorant of their own popularity in a
number of industries as well. Implicitly accepted the premise of community participation, good
business network (Inter Milan relations, corporate and individual) is a business and rely on an
important source of good will. Retail banks will participate in numerous special events and
seminars, experts will show for them and give them a platform to describe the different services.
Retail banks have selected ideas and views, as previously mentioned target industry
segments and the fact that these views into customer needs service, retail banks can provide
clusters. Although the public at any time the financial responsibility to pay mutual fund shares in
a way that they can achieve their own beliefs, just a mutual fund investment categories.
Drawback is that the investment returns of its relatively low (as opposed to good stocks) and the
lack of capacity and capabilities tend to personalized service, so beyond the mutual fund choices
to customize the type of rate.
Thus, retail banks have selected these particular groups of customers, because it is an
industry organization, with unmet desires. These clusters have a financial investment of money
and reluctant, but the only option is a mutual fund. Retail banks tend to distinguish between these
two industry sectors according to family values, because this feature provides a useful behavior
for different personal information.
Service Business Analysis
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Retail Bank contributes within the financial industry. This multi-billion dollar (£14.8)
industry services an extensive range of individuals and financial industries with financial such as
investments. There are many different sorts of investments offered including but not limited to:
Bonds
Treasury bills
Stocks, mutual funds
Insurance policies
Annuities
IRAs
Within the industry, customers are providing by a wide range of banks including:
Large national banks such as Merrill Lynch or Charles Schwaab
Franchises
Individual banks
Online brokers
Fee composition varies from bank to bank. Many are percentage based on the amount of
money the client investments. Some banks charge hourly rates while other banks charge a
quarterly management fee. The fee structures are set in stone for some banks while others take a
more flexible approach and are willing to work with the customer to set up special arrangements.
Competition and Buying Patterns
Retail Bank has no direct opponent that offers financially sound stock investment
services. All of the existing financial investment options are mutual fund based. Exemplar of this
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type of mutual funds includes Janus, Citizen Funds, Sierra Club Financial Fund, and Portfolio
21.
Implementation
Retail banks will use its sustainable competitive advantages of independent financial
industry-standard definition of a dedication to an objective measure of financials based research.
Competitive advantage will be used by the market mantra "Think globally, act locally.” The
marketing slogan, encourage individuals to help with regards to investment environment through
the responsible part. The promotion will depend on the index indicates to do financial
investment, outperforming the S & P 500 Index.
Competitive Edge
The competitiveness of retail banking is the standard financial indicators, which pointed
out that the application of economic performance and financial stability of the financial
commitment. These markers are extremely valuable and effective for several reasons:
• Significance: they are based on extensive research, provides a streamlined financial
industry an overview of financial performance.
• Context-based: Allow a high degree of similar enterprises.
• Convenience: easier to use than the large-scale internal audit.
The key here is a fact, easy to apply, and accurate measurement system has been
developed to provide any industry has been applied to their financial analysis. Does not provide
such services, subject to stock investment decision-making process of the type of information
sources.
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Sales Strategy
Sales strategy will rely on the use of quantitative evidence of the proposed financial
sector outperformed the S & P 500 Index. 1999-2001, selected retail banking financial
performance indicators better than 2.4%. This is a significant amount. The sales strategy will
focus on retail banking can make smart, you can return your money better than the average. A
sales data packet will be assembled and distributed, showing the recommended retail banks than
the average historical return for the financial industry customers to enjoy a better future.
Sales Forecast
Sales forecasting is to make a conservative manner to avoid any inflated expectations
may not be. The first few months will be slow. Retail banks have expected a smooth, incremental
growth in sales. This can be interpreted as a retail sales function of banks to increase capacity
and target customers for retail banks to raise awareness. Please review the sales forecasts for the
coming year, figures and graphical representation of the following table and chart.
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Sales Forecast
Year 1 Year 2 Year 3
Sales
<£1 million worth
customers£54,746 £156,665 £178,225
>£1 million worth
customers£22,889 £73,633 £83,766
Total Sales £77,635 £230,298 £261,991
Direct Cost of
SalesYear 1 Year 2 Year 3
<£1 million worth
customers£8,212 £23,500 £26,734
>£1 million worth
customers£3,433 £11,045 £12,565
Subtotal Direct
Cost of Sales£11,645 £34,545 £39,299
Web Plan Summary
The site will be used as a marketing tool, providing the services they are interested in
retail banking and personal information. The site will be quite basic, an introduction to the retail
bank.
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Website Marketing Strategy
The site is marked by verbal language, the retail bank staff, to print and submit the
popular Internet search engine such as Google.
Development requirements
Development requirements for the site will not be much the act, rather than more,
including e-commerce site or a more complex interactive nature of the site simple act
information website. Computer science students will be used to design and site construction.
Management Summary
Steve Lewis and retail banking will be a founding team leader Sarah Burke. Sarah's
undergraduate and master are from the Journal of Financial Research Burlington. After a degree,
Sarah, she moved to Washington, she worked in Financial Protection Agency (EPA) for four
years, performing for various industries, the financial sector, the financial impact of various
project reports. Sara is the expert in their industry-wide blade them, these are the funds invested
in the financial perspective the financial sector assessment project manager.
In retail banking management team, other members are Steve comes from a financial
background. Steve is a finance degree from Seattle University and the University of Washington
degree in MBA. Steve went to work after school in the investment department at Salomon Smith
Barney for eight years.
Personnel Plan
• Sarah: industry research, molecular marker development and sales.
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• Steve: sales, accounting and finance, customer management and marketing.
• Account Manager: customer support for their investment accounts.
• Administrative Assistant: assorted odd and ends.
• Bookkeeping: accounts receivable and payable on the day the work day.
• Research Assistant: Sarah her research assistance.
This position will be phased as needed basis. Please review the staff projections as
shown.
Personnel Plan
Year 1 Year 2 Year 3
Sarah £30,000 £40,000 £40,000
Steve £30,000 £40,000 £40,000
Account Manager £27,000 £36,000 £36,000
Administrative
Assistant£15,000 £15,000 £15,000
Bookkeeper £10,000 £12,000 £12,000
Research Assistant £8,250 £9,000 £9,000
Total Individuals 6 6 6
Total Payroll £120,250 £152,000 £152,000
Financial Summary
The following sections will outline important financial information.
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Important Assumptions
The following table details important Financial Assumptions.
General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest
Rate10.00% 10.00% 10.00%
Long-term Interest
Rate10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00%
Other 0 0 0
Break-even Analysis
The Break-even Analysis is shown in the following table and chart.
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Break-even Analysis
Monthly Revenue
Break-even£15,225
Assumptions:
Average Percent
Variable Cost15%
Estimated Monthly
Fixed Cost£12,941
Projected Profit and Loss
The following table will indicate Projected Profit and Loss.
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Pro Forma Profit and Loss
Year 1 Year 2 Year 3
Sales £77,635 £230,298 £261,991
Direct Cost of Sales £11,645 £34,545 £39,299
Other Costs of Sales £0 £0 £0
Total Cost of Sales £11,645 £34,545 £39,299
Gross Margin £65,990 £195,753 £222,692
Gross Margin % 85.00% 85.00% 85.00%
Expenses
Payroll £120,250 £152,000 £152,000
Sales and marketing and
Other Expenses£0 £0 £0
Depreciation £3,804 £317 £317
Rent £7,800 £7,800 £7,800
Utilities £1,800 £1,800 £1,800
Insurance £1,800 £1,800 £1,800
Payroll Taxes £18,038 £22,800 £22,800
Other £1,800 £1,800 £1,800
Total Operating Expenses £155,292 £188,317 £188,317
Profit Before Interest and
Taxes(£89,301) £7,436 £34,375
EBITDA (£85,497) £7,753 £34,692
Interest Expense £73 £220 £120
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Taxes Incurred £0 £2,165 £10,277
Net Profit (£89,374) £5,051 £23,979
Net Profit/Sales -115.12% 2.19% 9.15%
Projected Cash Flow
The following table and chart will indicate Projected Cash Flow.
Projected Ratios
Ratio Analysis
Year 1 Year 2 Year 3Industry
ProfileSales Growth 0.00% 196.64% 13.76% 8.79%Percent of Total AssetsOther Current Assets 30.58% 24.67% 13.36% 44.18%Total Current Assets 33.61% 47.56% 72.21% 76.27%Long-term Assets 66.39% 52.44% 27.79% 23.73%Total Assets 100.00% 100.00% 100.00% 100.00%Current Liabilities 31.73% 27.12% 14.78% 38.61%Long-term Liabilities 0.00% 0.00% 0.00% 13.60%Total Liabilities 31.73% 27.12% 14.78% 52.21%Net Worth 68.27% 72.88% 85.22% 47.79%
Bank Marketing Plan 21
Percent of SalesSales 100.00% 100.00% 100.00% 100.00%Gross Margin 85.00% 85.00% 85.00% 100.00%Selling, General & Administrative Expenses
200.12% 82.81% 75.85% 82.68%
Advertising Expenses 0.00% 0.00% 0.00% 1.66%Profit Before Interest and Taxes -115.03% 3.23% 13.12% 1.37%Main RatiosCurrent 1.06 1.75 4.89 1.59Quick 1.06 1.75 4.89 1.22Total Debt to Total Assets 31.73% 27.12% 14.78% 3.09%Pre-tax Return on Net Worth -571.95% 34.90% 76.71% 60.22%Pre-tax Return on Assets -390.49% 25.43% 65.37% 7.76%Additional Ratios Year 1 Year 2 Year 3Net Profit Margin -115.12% 2.19% 9.15% n.aReturn on Equity -571.95% 24.43% 53.70% n.aActivity RatiosAccounts Payable Turnover 9.42 12.17 12.17 n.aPayment Days 27 26 28 n.aTotal Asset Turnover 3.39 8.12 5.00 n.aDebt RatiosDebt to Net Worth 0.46 0.37 0.17 n.aCurrent Liab. to Liab. 1.00 1.00 1.00 n.aLiquidity RatiosNet Working Capital £430 £5,798 £30,094 n.aInterest Coverage -1,231.74 33.80 286.46 n.aAdditional RatiosAssets to Sales 0.29 0.12 0.20 n.aCurrent Debt/Total Assets 32% 27% 15% n.aAcid Test 1.06 1.75 4.89 n.aSales/Net Worth 4.97 11.14 5.87 n.aDividend Payout 0.00 0.00 0.00 n.a
Controls and Measurement
By offering the highest level of services, Online Retail Bank will succeed as an industry
as well as have a positive impact on our environment. Develop a workable, accurate set of online
banks for a wide range of financial impacts a financial industry faces.
Purchase high-quality financial performance investment research, recognizing that there
is no value added for Online Retail Bank doing this research themselves. Price the service so that
there is a good profit margin while remaining competitive.
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References
Johnson, H. G, 2009. "Theoretical Problems of the International Monetary System." In Richard
N. Cooper, ed. International Finance . Baltimore.
Kaplan, Jacob J., and Günter Schleiminger, 2008. The European Payments Union: Financial
Diplomacy in the 1950s. Oxford and Europe.
Kapur, Devesh, John P. Lewis, and Richard Webb 2007. The World Bank: Its First Half
Century. Europe.
Kelly, Janet., 2008. "International Monetary Systems and National Security." In Klaus Knorr and
Frank N. Trager, eds. Economic Issues and National Security. Lawrence, Kans
Kenen, Peter B., Francesco Papadia, and Fabrizio Saccomanni, eds, 2008. The International
Monetary System. Cambridge and Europe.
Keohane, Robert O., 2007. After Hegemony: Cooperation and Discord in the World Political
Economy. Princeton, N.J.
Keynes, John M, 2007. The Collected Writings of John Maynard Keynes. Vol. 25. Edited by
Donald Moggridge. London and Europe.
Kindleberger, Charles, 2005. A Financial History of Western Europe. 2d ed. Oxford and Europe
Kirshner, Jonathan., 2005. Currency and Coercion: The Political Economy of International
Monetary Power. Princeton, N.J.
Kunz, Diane, 2000. Butter and Guns: America's Cold War Economic Diplomacy. Europe.
Maier, Charles 2007. "The Two Postwar Eras and the Conditions for Stability in Twentieth-
Century Western Europe." American Historical Review 86 (April).
Mason, Edward, and Robert E. Asher, 2007. The World Bank Since Bretton Woods. Europe..
Meier, Gerald M, 2004. The Problems of a World Monetary Order. 2d ed. Oxford and Europe.
Bank Marketing Plan 23
Milward, Alan S., 2006. The Reconstruction of Western Europe, 1945–1951. London and
Berkeley, Calif.
Bank Marketing Plan 24
Appendix
Start-up
Requirements
Start-up Expenses
Legal £5,000
Stationery etc. £500
Brochures £500
Licenses £2,000
Insurance £500
Research and
Development£9,000
Other £2,500
Total Start-up
Expenses£20,000
Start-up Assets
Cash Required £79,000
Other Current
Assets£7,000
Long-term Assets £19,000
Total Assets £105,000
Total
Requirements£125,000
Start-up Funding
Bank Marketing Plan 25
Start-up Expenses to
Fund£20,000
Start-up Assets to Fund £105,000
Total Funding Required £125,000
Assets
Non-cash Assets from
Start-up£26,000
Cash Requirements from
Start-up£79,000
Additional Cash Raised £0
Cash Balance on Starting
Date£79,000
Total Assets £105,000
Liabilities and Capital
Liabilities
Current Borrowing £0
Long-term Liabilities £0
Accounts Payable
(Outstanding Bills)£0
Other Current Liabilities
(interest-free)£0
Total Liabilities £0
Bank Marketing Plan 26
Capital
Planned Investment
Investor 1 £75,000
Investor 2 £50,000
Additional Investment
Requirement£0
Total Planned Investment £125,000
Loss at Start-up (Start-up
Expenses)(£20,000)
Total Capital £105,000
Total Capital and
Liabilities£105,000
Total Funding £125,000
Pro Forma Cash Flow
Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Sales £77,635 £230,298 £261,991
Subtotal Cash from
Operations£77,635 £230,298 £261,991
Additional Cash Received
Bank Marketing Plan 27
Sales Tax, VAT, HST/GST
Received£0 £0 £0
New Current Borrowing £3,000 £0 £0
New Other Liabilities
(interest-free)£0 £0 £0
New Long-term Liabilities £0 £0 £0
Sales of Other Current
Assets£0 £0 £0
Sales of Long-term Assets £0 £0 £0
New Investment Received £0 £0 £0
Subtotal Cash Received £80,635 £230,298 £261,991
Expenditures Year 1 Year 2 Year 3
Expenditures from
Operations
Cash Spending £120,250 £152,000 £152,000
Bill Payments £38,394 £71,497 £84,646
Subtotal Spent on
Operations£158,644 £223,497 £236,646
Additional Cash Spent
Sales Tax, VAT, HST/GST
Paid Out£0 £0 £0
Principal Repayment of
Current Borrowing£300 £1,000 £1,000
Other Liabilities Principal £0 £0 £0
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Repayment
Long-term Liabilities
Principal Repayment£0 £0 £0
Purchase Other Current
Assets£0 £0 £0
Purchase Long-term Assets £0 £0 £0
Dividends £0 £0 £0
Subtotal Cash Spent £158,944 £224,497 £237,646
Net Cash Flow (£78,308) £5,801 £24,345
Cash Balance £692 £6,492 £30,837
Projected Balance Sheet
The following table will indicate the Projected Balance Sheet.
Pro Forma Balance Sheet
Year 1 Year 2 Year 3
Assets
Current Assets
Cash £692 £6,492 £30,837
Other Current
Assets£7,000 £7,000 £7,000
Total Current
Assets£7,692 £13,492 £37,837
Bank Marketing Plan 29
Long-term Assets
Long-term Assets £19,000 £19,000 £19,000
Accumulated
Depreciation£3,804 £4,121 £4,438
Total Long-term
Assets£15,196 £14,879 £14,562
Total Assets £22,888 £28,371 £52,399
Liabilities and
CapitalYear 1 Year 2 Year 3
Current Liabilities
Accounts Payable £4,561 £5,994 £7,043
Current Borrowing £2,700 £1,700 £700
Other Current
Liabilities£0 £0 £0
Subtotal Current
Liabilities£7,261 £7,694 £7,743
Long-term
Liabilities£0 £0 £0
Total Liabilities £7,261 £7,694 £7,743
Paid-in Capital £125,000 £125,000 £125,000
Retained Earnings (£20,000) (£109,374) (£104,323)
Earnings (£89,374) £5,051 £23,979
Total Capital £15,626 £20,677 £44,656
Total Liabilities £22,888 £28,371 £52,399
Bank Marketing Plan 30
and Capital
Net Worth £15,626 £20,677 £44,656
Sales ForecastMonth
1Month
2Month
3Month
4Month
5Month
6Month
7Month
8Month 9
Month 10
Month 11
Month 12
Sales
<£1 million worth customers 0% £0 £0 £0 £2,500 £3,545 £4,545 £5,878 £6,335 £7,474 £7,558 £8,255 £8,656>£1 million worth customers 0% £0 £0 £0 £0 £0 £2,136 £2,763 £2,977 £3,513 £3,552 £3,880 £4,068Total Sales £0 £0 £0 £2,500 £3,545 £6,681 £8,641 £9,312 £10,987 £11,110 £12,135 £12,724
Direct Cost of SalesMonth
1Month
2Month
3Month
4Month
5Month
6Month
7Month
8Month 9
Month 10
Month 11
Month 12
<£1 million worth customers £0 £0 £0 £375 £532 £682 £882 £950 £1,121 £1,134 £1,238 £1,298>£1 million worth customers £0 £0 £0 £0 £0 £320 £414 £447 £527 £533 £582 £610Subtotal Direct Cost of Sales £0 £0 £0 £375 £532 £1,002 £1,296 £1,397 £1,648 £1,667 £1,820 £1,909
Pro Forma Balance Sheet
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9Month
10Month
11Month
12
AssetsStarting Balances
Current AssetsCash £79,000 £73,938 £66,335 £54,602 £44,275 £34,049 £26,218 £19,809 £13,785 £9,329 £7,752 £4,153 £692Other Current Assets
£7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000
Total Current Assets
£86,000 £80,938 £73,335 £61,602 £51,275 £41,049 £33,218 £26,809 £20,785 £16,329 £14,752 £11,153 £7,692
Long-term AssetsLong-term Assets
£19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000
Accumulated Depreciation
£0 £317 £634 £951 £1,268 £1,585 £1,902 £2,219 £2,536 £2,853 £3,170 £3,487 £3,804
Total Long-term Assets
£19,000 £18,683 £18,366 £18,049 £17,732 £17,415 £17,098 £16,781 £16,464 £16,147 £15,830 £15,513 £15,196
Total Assets
£105,000
£99,621 £91,701 £79,651 £69,007 £58,464 £50,316 £43,590 £37,249 £32,476 £30,582 £26,666 £22,888
Liabilities and Capital
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9Month
10Month
11Month
12Current LiabilitiesAccounts Payable
£0 £1,788 £1,897 £2,477 £2,912 £3,136 £3,663 £3,947 £4,045 £4,288 £4,330 £4,478 £4,561
Current £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £3,000 £3,000 £2,700
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BorrowingOther Current Liabilities
£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0
Subtotal Current Liabilities
£0 £1,788 £1,897 £2,477 £2,912 £3,136 £3,663 £3,947 £4,045 £4,288 £7,330 £7,478 £7,261
Long-term Liabilities
£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0
Total Liabilities
£0 £1,788 £1,897 £2,477 £2,912 £3,136 £3,663 £3,947 £4,045 £4,288 £7,330 £7,478 £7,261
Paid-in Capital
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
£125,000
Retained Earnings
(£20,000)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)(£20,000
)
Earnings £0 (£7,167)(£15,197
)(£27,826
)(£38,906
)(£49,672
)(£58,347
)(£65,357
)(£71,796
)(£76,812
)(£81,748
)(£85,813
)(£89,374
)Total Capital
£105,000
£97,833 £89,804 £77,174 £66,095 £55,328 £46,653 £39,643 £33,204 £28,188 £23,252 £19,187 £15,626
Total Liabilities and Capital
£105,000
£99,621 £91,701 £79,651 £69,007 £58,464 £50,316 £43,590 £37,249 £32,476 £30,582 £26,666 £22,888
Net Worth£105,00
0£97,833 £89,804 £77,174 £66,095 £55,328 £46,653 £39,643 £33,204 £28,188 £23,252 £19,187 £15,626