Start-up | |
Requirements | |
Start-up Expenses | |
Stationery etc. | $100 |
Brochures | $2,000 |
Website development | $5,000 |
Furniture | $1,500 |
Expensed Equipment | $7,000 |
Total Start-up Expenses | $15,600 |
Start-up Assets | |
Cash Required | $21,900 |
Start-up Inventory | $0 |
Other Current Assets | $3,000 |
Long-term Assets | $14,500 |
Total Assets | $39,400 |
Total Requirements | $55,000 |
Safe Current has identified three distinct market segments that they will target. The first segment is family home owners, typically with children, and the second is single home owners.
These two segments have been chosen because families with children typically have a large number of electronic devices and the upper income single home owners often adopt technology using lots of gadgets in their home.
The third segment is commercial businesses that have equipment they want protected. Competition is very limited for surge arrestors as they require electric utility installation. There is some competition with the surge protectors, however the competitive products are of a consumer level of quality and protection, different from Safe Current’s products which offer industrial levels of protection.
Safe Current has segmented the market into three distinct groups.
Family home owners This segment generally has electronic equipment and lives in middle- to high-end homes.
Single home owners This segment is a single person who owns their own home. They are generally professionals who often use a lot of electronic technology.
Commercial sales This segment is small to mid-size businesses that have expensive electronic equipment that they need protected. Commercial sales are not industry specific. All businesses, regardless of type, have pieces of equipment that can be protected.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Family homeowners | 8% | 143,545 | 154,311 | 165,884 | 178,325 | 191,699 | 7.50% |
Single home owners | 8% | 165,987 | 179,266 | 193,607 | 209,096 | 225,824 | 8.00% |
Commercial sales | 6% | 11,254 | 11,929 | 12,645 | 13,404 | 14,208 | 6.00% |
Total | 7.71% | 320,786 | 345,506 | 372,136 | 400,825 | 431,731 | 7.71% |
Safe Current is targeting these groups since all tend to have many pieces of electronic equipment all of which are vulnerable to power surges.
While most home owners insurance offers some level of compensation for damage, deductibles are typically high enough that most people do not make claims. Both segments are already customers and aware of TCIC’s reputation for safety, reliability and operational excellence, making it easy to solicit their business.
Safe Current operates selling two similar service devices, surge arrestors and surge protectors. While these products are similar, they have serve different purposes.
The surge arrestors are a product that can only be offered by a utility so it is typically only sold and installed as a package by the utility.
The surge protectors operate within the more general consumer product segment as evidenced by the fact that surge protectors can be found by a wide range of retailers such as hardware stores, do-it-yourself type stores, and computer and electronic retailers.
It should be noted that Safe Current’s parent company, The Cleveland Illuminating Company is an electric utility and is therefore operating within a regulated industry. Current regulation by the public utility commission (PUC) dictates that the rate of return is capped at 10.5% for utility activities.
Surge arrestors Safe Current does not face any real competition for the arrestors due to the installation requirement of the electric utility.
While there are four current vendors that sell the actual arrestor equipment, it is far more expensive to buy the equipment and then pay the utility for installation than buying the package (product and installation) directly from the utility.
Surge protectors Safe Current faces general competition from several sources. This is qualified as general competition since the products typically sold (90% of the time) are of consumer quality versus the industrial quality that Safe Current offers.
Due to TCIC’s direct contacts with electrical component manufacturers and their sheer buying scale/power, Safe Current is able to offer high-quality industrial grade products for prices that are similar to the consumer units. Competitors in this segment include:
Safe Current will offer a family of surge arrestors and surge protectors for consumers. A surge protector protects appliances plugged into it against spikes in voltage.
A surge arrestor or “whole house surge protector” protects all circuits of a house from a surge in current emanating from outside the building. These products will protect consumers and their sensitive electric and electronic appliances from power surges or transient voltage.
A power surge is an increase in voltage significantly above the designated level of flow of electricity. If a surge or spike is high enough it will inflict serious damage, just like applying to much water pressure through a hose. Too much will case the hose to burst. The same thing happens when there is too much electrical pressure through a wire, the wire “bursts.”
Surge protectors work by diverting the extra electricity into the outlet’s grounding wire. A surge arrestor offers the same protection, however, the protection occurs before the current comes into the home. There are several sources of surges.
The most familiar source is lightning. When lightning strikes near a power line, the electrical energy creates a boost of electrical pressure. A surge arrestor is the best form of protection against lightning as a lightning surge will overpower most surge protectors.
A more common source is the operation of high power electrical devices such as refrigerators and air conditioning units. These appliances cause spikes when their compressors or motors are turned on and off, creating sudden, brief demands for power and upsetting the flow of the electrical voltage.
These types of surges can be protected only by surge protectors because the spike occurs within the home and not from the electrical grid.
The last main source of surges come from the utility company’s equipment. The complex system of equipment that brings electrical power from the grid into the home may have points of failure that can cause uneven power transmissions.
A combination of a surge arrestor and surge protectors on major or expensive electric/electronic components can significantly decrease the possibility of surge/spike damage.
Safe Current will offer two main products, surge arrestors and surge protectors. These products are made by a contract manufacturer and sold under the Safe Current brand name:
Safe Current has chosen to outsource production because 1) it has numerous relationships with contract manufacturers that can make the products for far less than they can, 2) production would create significant capital costs which are truly unnecessary. The beauty of this business model is the usage of contract manufacturers and the leveraging of TCIC resources.
Safe Current has developed a targeted strategy that allows them to leverage their competitive edge and quickly gain market penetration. Safe Current’s competitive edge is its ability to use The Cleveland Illuminating Company’s utility status for the sale of house surge arrestors and protectors.
The marketing strategy will concentrate on the ability to offer supreme, inexpensive protection for an entire family’s stable of electric and electronic appliances. This campaign will be communicated through various methods and will focus on the product offerings coming from the safe, established TCIC, an icon of Cleveland for over 50 years. Please review the following sections for a more detailed analysis.
Safe Current’s competitive edge is their ability to leverage the huge advantage of being aligned with The Cleveland Illuminating Company, an electric utility serving the Cleveland market for over 50 years. TCIC has spent a long time developing brand equity and Safe Current will be able to tap into this equity immediately.
Safe Current will also be able to use TCIC’s extensive vendor connections and buying power. The last component of their competitive edge is Safe Current’s exclusive ability to install house arrestors. This last edge is a sustainable edge since no other company will ever be able to make arrestor installations, a function of the regulated power industry.
Safe Current’s marketing strategy will seek to communicate the idea that the products that they offer are in effect cheap insurance against large electric and electronic appliance damage or losses.
By proactively purchasing Safe Current’s products, customers are able to protect against loss and damage of all of their expensive appliances. While many homeowners probably have some sort of insurance, deductibles are often prohibitively high, making a claim for damage to one or a couple appliances not worth the money. Safe Current will use several forms of communication for this marketing campaign:
This idea is evidenced by the fact that almost every time that a consumer reaches for a light switch the light goes on. Sure there are interruptions, often weather related, that interrupt the electrical service, but those interruptions are reconnected quite fast.
The utility is stable and safe and is always working to serve the customer. These electricity related products will clearly leverage the brand equity developed by TCIC over the last five decades.
The sales forecast has been developed as a forecast and tracking tool to provide the company with realistic sales goals as well as a way to verify progress. The forecast has been developed as a conservative estimate, not an aggressive sales promise.
By adopting a conservative forecast, Safe Current increases the likelihood of reaching sustainable sales growth. The following table and charts provide more detailed information about the sales cycle, both from a temporal viewpoint and a product perspective.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Surge Arrestors | $56,841 | $83,434 | $95,454 |
Surge Protectors | $37,515 | $55,066 | $63,000 |
Commercial sales | $37,515 | $55,066 | $63,000 |
Total Sales | $131,871 | $193,567 | $221,453 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Surge Arrestors | $15,915 | $23,362 | $26,727 |
Surge Protectors | $14,256 | $20,925 | $23,940 |
Commercial sales | $12,380 | $18,172 | $20,790 |
Subtotal Direct Cost of Sales | $42,551 | $62,459 | $71,457 |
Safe Current has identified several quantifiable, reachable milestones that will serve as goals that the entire organization will work toward in order to make Safe Current a sustainable business.
The following table details the specific milestones as well provides a temporal timetable for expected completion dates. Following the table is a chart for a graphical representation of the information.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business plan completion | 1/1/2003 | 1/15/2003 | $0 | Brian | Startegic development |
First products shipped | 1/1/2003 | 2/15/2003 | $0 | Brian | Operations |
$50K in sales | 1/1/2003 | 8/15/2003 | $0 | Brian | Sales |
12 months of strong sales, proving concept | 1/1/2003 | 8/30/2004 | $0 | Brian | Operations |
Totals | $0 |
Safe Current’s website will be used as both a marketing and sales tool. It will take on marketing responsibilities as one of the communication methods used to raise awareness regarding Safe Current’s product families. Extensive product information will be included on the site in an easy to use format.
The site will also be used as a sales tool, allowing customers to purchase the products as well as set up installation appointments for the surge arrestors. Allowing the website to offer sales support will provide consumers with a convenient way to purchase the products as well as provide Safe Current with a low-cost sales program that does not require a live sales support agent. The site will periodically be updated to encourage customers to make repeat visits.
Safe Current will market their website in two primary ways:
The website will be developed by TCIC’s internal Web development team for the price of $5,000.
Brian Henderson received a Bachelors of Science in business and marketing from the University of Pittsburgh and an MBA from Case Western Reserve University. Upon graduation from the MBA program, Brian went to work for ATT for three years. At ATT Brian was an assistant project manager, selling telephone accessories using direct marketing techniques. After his ATT experience, Brian worked for Allegheny Power, a Pennsylvania-based electric utility. At Allegheny Power Brian was again an assistant project manager in charge of selling commercial businesses value added services. Brian spent three years at Allegheny before joining The Cleveland Illuminating Company as a Project Manager.
As a side business unit of TCIC, Safe Current will have only a few employees. Billing, sales, and order fulfillment will be accomplished using TCIC’s existing organization, paying a 10% fee for these services. The employees/positions that Safe Current will use include:
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Project Manager | $50,400 | $51,000 | $53,000 |
Customer service agent | $9,400 | $10,800 | $10,800 |
Customer service agent | $9,400 | $10,800 | $900 |
Customer service agent | $9,000 | $900 | $900 |
Customer service agent | $7,200 | $900 | $900 |
Total People | 5 | 5 | 5 |
Total Payroll | $85,400 | $74,400 | $66,500 |
The following sections outline important financial information.
The following table details important financial assumptions.
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
The Break-even Analysis indicates what will be needed in monthly revenue to reach the break even point.
Break-even Analysis | |
Monthly Revenue Break-even | $13,732 |
Assumptions: | |
Average Percent Variable Cost | 32% |
Estimated Monthly Fixed Cost | $9,301 |
The following chart and table displays projected cash flow.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $131,871 | $193,567 | $221,453 |
Subtotal Cash from Operations | $131,871 | $193,567 | $221,453 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $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 | $15,000 | $0 | $0 |
Subtotal Cash Received | $146,871 | $193,567 | $221,453 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $85,400 | $74,400 | $66,500 |
Bill Payments | $69,962 | $101,544 | $116,462 |
Subtotal Spent on Operations | $155,362 | $175,944 | $182,962 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $7,200 | $7,813 | $7,878 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $162,562 | $183,757 | $190,840 |
Net Cash Flow | ($15,691) | $9,810 | $30,614 |
Cash Balance | $6,209 | $16,019 | $46,633 |
The following table presents projected profit and loss.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $131,871 | $193,567 | $221,453 |
Direct Cost of Sales | $42,551 | $62,459 | $71,457 |
Other Costs of Goods | $0 | $0 | $0 |
Total Cost of Sales | $42,551 | $62,459 | $71,457 |
Gross Margin | $89,320 | $131,108 | $149,996 |
Gross Margin % | 67.73% | 67.73% | 67.73% |
Expenses | |||
Payroll | $85,400 | $74,400 | $66,500 |
Sales and Marketing and Other Expenses | $6,000 | $8,000 | $10,000 |
Depreciation | $1,404 | $1,404 | $1,404 |
Rent | $6,000 | $6,000 | $6,000 |
Utilities | $0 | $0 | $0 |
Insurance | $0 | $0 | $0 |
Payroll Taxes | $12,810 | $9,675 | $9,975 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $111,614 | $99,479 | $93,879 |
Profit Before Interest and Taxes | ($22,294) | $31,629 | $56,117 |
EBITDA | ($20,890) | $33,033 | $57,521 |
Interest Expense | $4,610 | $3,889 | $3,105 |
Taxes Incurred | $0 | $8,322 | $15,904 |
Net Profit | ($26,904) | $19,418 | $37,109 |
Net Profit/Sales | -20.40% | 10.03% | 16.76% |
The following business ratios detail both ratios specific to Safe Current as well as ratios specific to the general industry. Variances in Safe Current’s ratios relative to the industry’s can be explained by the fact that Safe Current is able to leverage the valuable assets of TCIC, an electric utility, to achieve above market margins. As a small business unit of an electrical utility it is normal for business ratios to be different from the competition.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 46.78% | 14.41% | 8.79% |
Percent of Total Assets | ||||
Inventory | 22.53% | 23.67% | 15.38% | 17.86% |
Other Current Assets | 10.42% | 7.46% | 4.24% | 43.53% |
Total Current Assets | 54.52% | 70.94% | 85.47% | 77.93% |
Long-term Assets | 45.48% | 29.06% | 14.53% | 22.07% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 29.51% | 20.71% | 13.67% | 31.98% |
Long-term Liabilities | 148.65% | 86.96% | 38.28% | 20.70% |
Total Liabilities | 178.16% | 107.67% | 51.96% | 52.68% |
Net Worth | -78.16% | -7.67% | 48.04% | 47.32% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 67.73% | 67.73% | 67.73% | 20.85% |
Selling, General & Administrative Expenses | 88.10% | 54.09% | 50.95% | 6.60% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 0.49% |
Profit Before Interest and Taxes | -16.91% | 16.34% | 25.34% | 1.44% |
Main Ratios | ||||
Current | 1.85 | 3.43 | 6.25 | 1.96 |
Quick | 1.08 | 2.28 | 5.13 | 1.15 |
Total Debt to Total Assets | 178.16% | 107.67% | 51.96% | 57.62% |
Pre-tax Return on Net Worth | 119.55% | -898.84% | 155.82% | 3.71% |
Pre-tax Return on Assets | -93.44% | 68.95% | 74.86% | 8.76% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | -20.40% | 10.03% | 16.76% | n.a |
Return on Equity | 0.00% | 0.00% | 109.07% | n.a |
Activity Ratios | ||||
Inventory Turnover | 10.91 | 7.80 | 7.00 | n.a |
Accounts Payable Turnover | 9.23 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 30 | 28 | n.a |
Total Asset Turnover | 4.58 | 4.81 | 3.13 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.00 | 0.00 | 1.08 | n.a |
Current Liab. to Liab. | 0.17 | 0.19 | 0.26 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $7,200 | $20,209 | $50,844 | n.a |
Interest Coverage | -4.84 | 8.13 | 18.07 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.22 | 0.21 | 0.32 | n.a |
Current Debt/Total Assets | 30% | 21% | 14% | n.a |
Acid Test | 1.08 | 2.28 | 5.13 | n.a |
Sales/Net Worth | 0.00 | 0.00 | 6.51 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
The following table details the projected balance sheet.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $6,209 | $16,019 | $46,633 |
Inventory | $6,487 | $9,522 | $10,894 |
Other Current Assets | $3,000 | $3,000 | $3,000 |
Total Current Assets | $15,697 | $28,542 | $60,527 |
Long-term Assets | |||
Long-term Assets | $14,500 | $14,500 | $14,500 |
Accumulated Depreciation | $1,404 | $2,808 | $4,212 |
Total Long-term Assets | $13,096 | $11,692 | $10,288 |
Total Assets | $28,793 | $40,234 | $70,815 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $8,497 | $8,333 | $9,683 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $8,497 | $8,333 | $9,683 |
Long-term Liabilities | $42,800 | $34,987 | $27,109 |
Total Liabilities | $51,297 | $43,320 | $36,793 |
Paid-in Capital | $20,000 | $20,000 | $20,000 |
Retained Earnings | ($15,600) | ($42,504) | ($23,086) |
Earnings | ($26,904) | $19,418 | $37,109 |
Total Capital | ($22,504) | ($3,086) | $34,023 |
Total Liabilities and Capital | $28,793 | $40,234 | $70,815 |
Net Worth | ($22,504) | ($3,086) | $34,023 |
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 | |||||||||||||
Surge Arrestors | 0% | $0 | $2,000 | $2,435 | $3,232 | $4,090 | $4,645 | $5,232 | $6,121 | $6,653 | $7,121 | $7,434 | $7,878 |
Surge Protectors | 0% | $0 | $1,320 | $1,607 | $2,133 | $2,699 | $3,066 | $3,453 | $4,040 | $4,391 | $4,700 | $4,906 | $5,199 |
Commercial sales | 0% | $0 | $1,320 | $1,607 | $2,133 | $2,699 | $3,066 | $3,453 | $4,040 | $4,391 | $4,700 | $4,906 | $5,199 |
Total Sales | $0 | $4,640 | $5,649 | $7,498 | $9,489 | $10,776 | $12,138 | $14,201 | $15,435 | $16,521 | $17,247 | $18,277 | |
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 | |
Surge Arrestors | $0 | $560 | $682 | $905 | $1,145 | $1,301 | $1,465 | $1,714 | $1,863 | $1,994 | $2,082 | $2,206 | |
Surge Protectors | $0 | $502 | $611 | $811 | $1,026 | $1,165 | $1,312 | $1,535 | $1,669 | $1,786 | $1,864 | $1,976 | |
Commercial sales | $0 | $436 | $530 | $704 | $891 | $1,012 | $1,140 | $1,333 | $1,449 | $1,551 | $1,619 | $1,716 | |
Subtotal Direct Cost of Sales | $0 | $1,497 | $1,823 | $2,419 | $3,062 | $3,477 | $3,917 | $4,582 | $4,980 | $5,331 | $5,565 | $5,897 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Project Manager | 0% | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 | $4,200 |
Customer service agent | 0% | $0 | $400 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 |
Customer service agent | 0% | $0 | $400 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 |
Customer service agent | 0% | $0 | $0 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 |
Customer service agent | 0% | $0 | $0 | $0 | $0 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 |
Total People | 1 | 3 | 4 | 4 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | |
Total Payroll | $4,200 | $5,000 | $6,900 | $6,900 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
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 |
Pro Forma Profit and Loss | |||||||||||||
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 | $0 | $4,640 | $5,649 | $7,498 | $9,489 | $10,776 | $12,138 | $14,201 | $15,435 | $16,521 | $17,247 | $18,277 | |
Direct Cost of Sales | $0 | $1,497 | $1,823 | $2,419 | $3,062 | $3,477 | $3,917 | $4,582 | $4,980 | $5,331 | $5,565 | $5,897 | |
Other Costs of Goods | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $0 | $1,497 | $1,823 | $2,419 | $3,062 | $3,477 | $3,917 | $4,582 | $4,980 | $5,331 | $5,565 | $5,897 | |
Gross Margin | $0 | $3,143 | $3,826 | $5,079 | $6,427 | $7,299 | $8,222 | $9,619 | $10,455 | $11,190 | $11,682 | $12,379 | |
Gross Margin % | 0.00% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | 67.73% | |
Expenses | |||||||||||||
Payroll | $4,200 | $5,000 | $6,900 | $6,900 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | |
Sales and Marketing and Other Expenses | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Depreciation | $117 | $117 | $117 | $117 | $117 | $117 | $117 | $117 | $117 | $117 | $117 | $117 | |
Rent | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Utilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Insurance | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Payroll Taxes | 15% | $630 | $750 | $1,035 | $1,035 | $1,170 | $1,170 | $1,170 | $1,170 | $1,170 | $1,170 | $1,170 | $1,170 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $5,947 | $6,867 | $9,052 | $9,052 | $10,087 | $10,087 | $10,087 | $10,087 | $10,087 | $10,087 | $10,087 | $10,087 | |
Profit Before Interest and Taxes | ($5,947) | ($3,724) | ($5,226) | ($3,973) | ($3,660) | ($2,788) | ($1,865) | ($468) | $368 | $1,103 | $1,595 | $2,292 | |
EBITDA | ($5,830) | ($3,607) | ($5,109) | ($3,856) | ($3,543) | ($2,671) | ($1,748) | ($351) | $485 | $1,220 | $1,712 | $2,409 | |
Interest Expense | $412 | $407 | $402 | $397 | $392 | $387 | $382 | $377 | $372 | $367 | $362 | $357 | |
Taxes Incurred | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | ($6,359) | ($4,131) | ($5,627) | ($4,370) | ($4,052) | ($3,175) | ($2,247) | ($845) | ($4) | $736 | $1,233 | $1,936 | |
Net Profit/Sales | 0.00% | -89.03% | -99.61% | -58.28% | -42.70% | -29.46% | -18.51% | -5.95% | -0.03% | 4.46% | 7.15% | 10.59% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $0 | $4,640 | $5,649 | $7,498 | $9,489 | $10,776 | $12,138 | $14,201 | $15,435 | $16,521 | $17,247 | $18,277 | |
Subtotal Cash from Operations | $0 | $4,640 | $5,649 | $7,498 | $9,489 | $10,776 | $12,138 | $14,201 | $15,435 | $16,521 | $17,247 | $18,277 | |
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 | $15,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $0 | $4,640 | $5,649 | $22,498 | $9,489 | $10,776 | $12,138 | $14,201 | $15,435 | $16,521 | $17,247 | $18,277 | |
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 | $4,200 | $5,000 | $6,900 | $6,900 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | $7,800 | |
Bill Payments | $68 | $2,150 | $5,278 | $4,647 | $5,535 | $6,335 | $6,506 | $6,982 | $7,864 | $7,970 | $8,256 | $8,369 | |
Subtotal Spent on Operations | $4,268 | $7,150 | $12,178 | $11,547 | $13,335 | $14,135 | $14,306 | $14,782 | $15,664 | $15,770 | $16,056 | $16,169 | |
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 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | |
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 | $4,868 | $7,750 | $12,778 | $12,147 | $13,935 | $14,735 | $14,906 | $15,382 | $16,264 | $16,370 | $16,656 | $16,769 | |
Net Cash Flow | ($4,868) | ($3,110) | ($7,129) | $10,351 | ($4,446) | ($3,959) | ($2,768) | ($1,181) | ($829) | $151 | $591 | $1,508 | |
Cash Balance | $17,032 | $13,922 | $6,793 | $17,144 | $12,698 | $8,739 | $5,971 | $4,789 | $3,960 | $4,111 | $4,702 | $6,209 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $21,900 | $17,032 | $13,922 | $6,793 | $17,144 | $12,698 | $8,739 | $5,971 | $4,789 | $3,960 | $4,111 | $4,702 | $6,209 |
Inventory | $0 | $0 | $1,647 | $2,005 | $2,661 | $3,368 | $3,825 | $4,308 | $5,040 | $5,478 | $5,864 | $6,122 | $6,487 |
Other Current Assets | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Total Current Assets | $24,900 | $20,032 | $18,569 | $11,798 | $22,805 | $19,066 | $15,564 | $13,279 | $12,830 | $12,439 | $12,975 | $13,823 | $15,697 |
Long-term Assets | |||||||||||||
Long-term Assets | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 | $14,500 |
Accumulated Depreciation | $0 | $117 | $234 | $351 | $468 | $585 | $702 | $819 | $936 | $1,053 | $1,170 | $1,287 | $1,404 |
Total Long-term Assets | $14,500 | $14,383 | $14,266 | $14,149 | $14,032 | $13,915 | $13,798 | $13,681 | $13,564 | $13,447 | $13,330 | $13,213 | $13,096 |
Total Assets | $39,400 | $34,415 | $32,835 | $25,947 | $36,837 | $32,981 | $29,362 | $26,960 | $26,394 | $25,886 | $26,305 | $27,036 | $28,793 |
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 | $1,974 | $5,124 | $4,464 | $5,324 | $6,119 | $6,275 | $6,720 | $7,599 | $7,695 | $7,978 | $8,076 | $8,497 |
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 | $1,974 | $5,124 | $4,464 | $5,324 | $6,119 | $6,275 | $6,720 | $7,599 | $7,695 | $7,978 | $8,076 | $8,497 |
Long-term Liabilities | $50,000 | $49,400 | $48,800 | $48,200 | $47,600 | $47,000 | $46,400 | $45,800 | $45,200 | $44,600 | $44,000 | $43,400 | $42,800 |
Total Liabilities | $50,000 | $51,374 | $53,924 | $52,664 | $52,924 | $53,119 | $52,675 | $52,520 | $52,799 | $52,295 | $51,978 | $51,476 | $51,297 |
Paid-in Capital | $5,000 | $5,000 | $5,000 | $5,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 |
Retained Earnings | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) | ($15,600) |
Earnings | $0 | ($6,359) | ($10,490) | ($16,117) | ($20,487) | ($24,538) | ($27,713) | ($29,960) | ($30,805) | ($30,809) | ($30,073) | ($28,840) | ($26,904) |
Total Capital | ($10,600) | ($16,959) | ($21,090) | ($26,717) | ($16,087) | ($20,138) | ($23,313) | ($25,560) | ($26,405) | ($26,409) | ($25,673) | ($24,440) | ($22,504) |
Total Liabilities and Capital | $39,400 | $34,415 | $32,835 | $25,947 | $36,837 | $32,981 | $29,362 | $26,960 | $26,394 | $25,886 | $26,305 | $27,036 | $28,793 |
Net Worth | ($10,600) | ($16,959) | ($21,090) | ($26,717) | ($16,087) | ($20,138) | ($23,313) | ($25,560) | ($26,405) | ($26,409) | ($25,673) | ($24,440) | ($22,504) |
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Business steps:, 1. perform market analysis., are appliance repair businesses profitable, 2. draft a appliance repair business plan..
Creating a solid business plan is a crucial step when starting an appliance repair business. It serves as a roadmap for your company's growth and financial success. Here's a concise guide to help you draft your business plan:
3. develop a appliance repair brand., how to come up with a name for your appliance repair business, 4. formalize your business registration., resources to help get you started:, 5. acquire necessary licenses and permits for appliance repair., what licenses and permits are needed to run a appliance repair business, 6. open a business bank account and secure funding as needed., 7. set pricing for appliance repair services., what does it cost to start a appliance repair business, 8. acquire appliance repair equipment and supplies., list of software, tools and supplies needed to start a appliance repair business:, 9. obtain business insurance for appliance repair, if required., 10. begin marketing your appliance repair services., 11. expand your appliance repair business..
Home Appliances Distribution/Supply Business: Starting a Home Appliances Distribution/Supply Business can be exciting and fun.
You will be selling items such as electric kettles, electric stoves,ovens, microwaves, and many others with corporate names and logos.
Homes and small businesses such as restaurants are also potential customers.
It is best to sell supply items through an established direct sales organization. Startups costs are minimal.
Home appliances distribution/supply business:, 1. estimate your startup costs..
In addition to a business plan, you will also need some idea of how much money it will take to get your business up and running. As a distributor, your single biggest expense will be inventory. This means that your startup costs will vary widely depending on what you are planning on selling. You will also need a place of business, office equipment, and some warehouse equipment (like forklifts if you have heavy products or shelves if you have lighter products).
This will depend largely on who your customers are and what type of products you’re selling.
In any case, your goal should be to let potential customers know about your business and what you can offer.
This can mean anything from advertising to personal meetings with store owners to search-engine optimization (SEO).
As part of selling, put together a marketing plan so that you can promote your services.
This may include the costs of printing brochures, creating catalogues detailing your offerings, and placing ads in trade journals or magazines.
As a small business, you can expect to do a lot of marketing for the first few years until you have a good-sized customer base and have established a reputation.
With low startup costs, you may be able to purchase your inventory .
And get your business started with money you already have.
However, more expensive startup costs may require you to take out a loan.
If you’re planning to operate as a corporation, LLC, or any other type of company.
You’ll have to legally create the company before you can do business.
Check with your state regulations and see if you need to create an operating agreement or another type of founding document.
Gather any business partners you have for this venture and have them sign any legal documents you fill out.
The primary advantage of forming a company is that your finances will be legally separated from those of your company.
This minimizes risk to you in the event that your business is sued or goes into bankruptcy.
You will have to register your “doing business as” (company) name with your city or county business office.
Other legal steps may be required to get your business started.
Contact your local Small Business Administration office for more information.
The size of the space you need to hold your inventory will be determined by the size of your product and your delivery method.
You don’t need inventory space for drop-shipping.
You should consider starting off small as your business builds a reputation.
As your business grows, you can move into larger facilities that can accommodate your inventory needs, such as a distribution warehouse.
It is conceivable that a successful distribution business could be built and run from your home.
This depends on the physical size of your inventory, however
Set up an office in your home with a computer, printer, fax machine and file cabinet.
Use a revenue/expense ledger to keep track of all sales and expenses.
8. create a business name.
Create a business name for your promotional supplies business.
Use a name like Jones Advertising Specialities, which is highly descriptive.
Register your doing business as through your local county or city administration office, according to Business.gov. Apply for a vendor’s license at the same time, as you will need to pay sales taxes on in-state customers.
You will need to find sources from which you will buy your product.
To locate manufacturers and wholesalers, contact the National Association of Wholesaler-Distributors or use an online resource like http://thomasnet.com.
Reference business opportunity magazines.
Such as “Entrepreneur” or “Small Business Opportunities,” in search of promotional supplies direct sales companies.
Check for advertising specialty companies online through search engines, such as Google.com and Yahoo.com.
11. call some of the promotional supply direct sales companies.
Call some of the promotional supply direct sales companies.
Find out if your potential supplier will ship orders out for you, which will keep your inventory costs down.
Choose the promotional supplies company that offers you the best commissions or lowest per-unit costs.
Make sure your direct sales company sells a large variety of your preferred products.
12. purchase inventory..
Once you’ve found a source for the product, it’s time to place your first order.
Unless you’re using the drop-shipping model.
You’ll need to purchase however much inventory you think you can sell.
Keep in mind not only your budget and space constraints but also how many items you will likely sell at first.
This is especially true of products with a short shelf-life.
When ordering inventory, keep the following tips in mind:
Ask your promotional supplies company if they provide a website for your customers.
Plan on using this website for customers to place future orders from you.
Include your website on all business cards, brochures, catalogs and order forms.
Call corporations, schools, restaurants and churches.
Talk to business managers, principals, owners and pastors.
Eespectively, about ordering promotional supplies from you.
Set up appointments to visit these types of individuals in person.
15. design a catalog that lays out your products..
Take a catalog, brochures, business cards and order forms with you on all sales calls.
Fill out an order form when people order from you.
Leave a brochure, business card and order form behind if an individual needs more time before placing an order.
You can send these out to potential clients so that they can see what you have to offer.
Another option is to highlight a few items.
And then lead your potential clients to a website that shows off your full inventory
Take all orders home with your each day.
Place individual orders for people through your direct sales company.
Just provide the direct sales company with the name and address of each customer.
Allow the direct sales company to ship all of your orders out to customers.
Read also: 51 Tips to Start Chinese Food Business in Lagos
Send out your catalog to potential customers in your area.
You can also make cold calls or place ads in trade publication relevant to your products.
With some luck and salesmanship, your first orders will be coming in soon!
Place classified advertising through your local newspaper.
Invite people to visit your website or call you for additional information.
18. pay income taxes on your profits.
Make sure you pay income taxes on your profits. Be aware of the deduction you can take for using your home office for business, according to the Internal Revenue Service.
20. get contact.
Contact your best customers every month or two to see if they need more promotional items.
Take an order over the phone or thorough your website if the business has wants to order again.
Contact all companies about any knew products that you are marketing.
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How to start catfish farming business.
Home appliances renting is a new trending business that can be started in any metro city where people generally relocate for their professional requirements. This is an innovative and lucrative business model for startup entrepreneurs.
Many people like to have essential home appliances on rent because of major two reasons. One is, they can enjoy the product without investing much money one time like purchasing the appliances.
1. create a home appliances renting business plan.
A detailed comprehensive business plan is a must in starting this business. Do some market research prior. Determining the target niche is important. Home appliances cater to different types of furniture, laundry equipment, kitchen equipment, etc.
You can approach investors with your business plan. Else you can apply to a bank or any financial institution. There are also several financial institutions that have a specific plan for hire purchase leasing.
3. select a location.
If you have a spare room or space in your home, you can start this business from the home location also. Generally, deals are made at the customer’s premises. You will need to have storage and a small office space.
5. purchase equipment.
Purchase the appliances according to your plan. Try to deal with the direct manufacturer. For a branded product at least deal with a stockist or wholesaler to get the best price.
7. have a pricing plan, 8. get clients for home appliances renting business .
Promote your service offline and online. Publish an advertisement in the local newspaper as classified on the real estate page. Contact the real estate agents who deal with house rent especially. Register your business with online classifieds and marketplaces also.
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Welcome to Appliance Store Ltd's comprehensive business plan, where we outline our vision to become a premier destination for high-quality home appliances. In this article, we delve into each essential section of our business plan, providing an in-depth look at our strategies, offerings, and financial projections.
Key Points to Succeed in a Home Appliance Store. Key Points to Succeed in the SETUP Phase: Market Research: Thoroughly research the local market to understand demand, competition, and potential niches. Business Plan: Develop a comprehensive business plan outlining your goals, budget, and strategies.
What Is A Home Appliances Business Plan? A home appliances business plan is a strategic blueprint that outlines the path to profitability for a company selling home appliances. It details market analysis, financial projections, marketing strategies, and operational procedures. This plan is crucial for guiding the business toward success.
Welcome to our blog post on how to write a business plan for a home appliance store! In the ever-evolving world of retail, home appliances continue to be in high demand. According to recent statistics, the home appliance industry is projected to grow at a CAGR of 4.2% between 2021 and 2026.
The global home appliances market is a rapidly growing industry, with a promising future. In 2020, the market was estimated to be worth $501.8 billion, and it is projected to reach $711.6 billion by 2026, growing at a compound annual growth rate (CAGR) of 6.1%. This growth is driven by various factors, including rising disposable incomes ...
A business plan has 2 main parts: a financial forecast outlining the funding requirements of your electrical appliances store and the expected growth, profits and cash flows for the next 3 to 5 years; and a written part which gives the reader the information needed to decide if they believe the forecast is achievable.
Analyzing the Market is a crucial step in crafting the Ultimate Home Appliances Business Plan. It ensures an understanding of potential customers and competition. Consumer Demand Trends. Staying ahead in the home appliance industry means knowing what consumers want.Home appliance businesses must identify evolving needs.. Smart home integration: High demand for appliances that sync with technology
Welcome to our blog post on how to write a business plan for an appliance store specializing in high-end, energy-efficient appliances. The appliance retail industry is booming, with a projected growth rate of X% in the next year. If you're passionate about providing quality goods and services that are eco-friendly and cost-effective, this is the perfect opportunity for you to tap into a market ...
How to Write a Appliance Repair Business Plan in 7 Steps: 1. Describe the Purpose of Your Appliance Repair Business. The first step to writing your business plan is to describe the purpose of your appliance repair business. This includes describing why you are starting this type of business, and what problems it will solve for customers.
Follow these 10 Steps For Starting an Appliance Repair Business. Come Up With a Business Plan. Pick a Name For Your Company and Register It. Apply for Business License and Insurance. Choose a List of Services That You Will Offer to Customers. Purchase Required Tools and Equipment.
Consult with a legal professional or business advisor to determine the most suitable legal structure for your home appliances business. Common options include sole proprietorship, partnership, limited liability company (LLC), or corporation. Each legal structure has its own benefits and implications in terms of liability, taxation, and management.
The Plan. Our electronics store business plan is structured to cover all essential aspects needed for a comprehensive strategy. It outlines the store's operations, marketing strategy, market environment, competitors, management team, and financial forecasts. Executive Summary: Offers an overview of your electronics store's business concept ...
Here are some of the most important steps that you can take: 1. Get appliance repair training and work experience. Hands-on work experience and on-the-job training are essential when it comes to starting an appliance repair business. Clients want to hire technicians who are quick, efficient, and knowledgeable.
Safe Current is small business unit of The Cleveland Illuminating Company (TCIC), and electric utility. Safe Current was formed and will be lead by Brian Henderson. Safe Current has identified three key factors that will be instrumental to its sustainability: Ensure 100% customer satisfaction: Repeat customers and customer referrals are valuable.
The written part of a domestic appliance repair shop business plan. The written part of a domestic appliance repair shop business plan plays a key role: it lays out the plan of action you intend to execute to seize the commercial opportunity you've identified on the market and provides the context needed for the reader to decide if they believe your plan to be achievable and your financial ...
1. Perform market analysis. Performing a market analysis is a crucial first step when starting an appliance repair business. It involves studying the industry, understanding the competition, and identifying potential customers. This step will help you determine the viability of your business in the current market.
Home Appliances Distribution/Supply Business. 5. Make your business official by getting it licensed and registered. You will have to register your "doing business as" (company) name with your city or county business office. Other legal steps may be required to get your business started.
Here are 6 tips that will help you market your appliance business with success: o Take Advantage of Online Platforms: Utilizing online platforms like social media and web design is key to spreading news about your appliance business. Post relevant content on channels like Instagram, Twitter, and Facebook so that potential customers can learn ...
Some of the basic topics your business plan for home appliances renting company are the following: Initial and Recurring Costs. Target Customers. Pricing Plan. Hiring Manpower. Marketing Plan. 2. Register your Busines. Register your business with the proper authority.
MARKET ANALYSIS AND MARKETING PLAN. From a global perspective, according to statista data, the scale of the world smart home market will be about 45.4 billion US dollars in 2020 and is expected to rapidly increase to 78.2 billion US dollars by 2022. From the domestic market, according to the statistics of the prospective industry research ...
Home Appliances Business Management Plan. Raise the share of total revenues from new environment fields and overseas electrical home appliances to 40% in fiscal 2012. FY2012 revenues. ¥250.0 billion. 40% *Hitachi Appliances plans to absorb Hitachi Lighting, Ltd. (¥10.0 billion) in October 2010