Start-up Funding | |
Start-up Expenses to Fund | $9,464 |
Start-up Assets to Fund | $46,000 |
Total Funding Required | $55,464 |
Assets | |
Non-cash Assets from Start-up | $0 |
Cash Requirements from Start-up | $46,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $46,000 |
Total Assets | $46,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $2,720 |
Long-term Liabilities | $45,000 |
Accounts Payable (Outstanding Bills) | $144 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $47,864 |
Capital | |
Planned Investment | |
Owner | $7,600 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $7,600 |
Loss at Start-up (Start-up Expenses) | ($9,464) |
Total Capital | ($1,864) |
Total Capital and Liabilities | $46,000 |
Total Funding | $55,464 |
The company is uniquely positioned to take advantage of this market opportunity because of the management and field expertise of the proprietor. Sarah Wayland worked in the temporary employment industry for three years with ADIA Personnel Services (now ADECCO) as Area Account Manager (in training as a branch manager): building business relationships; hiring employees; handling employee issues; working with clients during the implementation of ADIA; and opening an additional office in Beaverton, Oregon.
For one year the proprietor was a District Sales Manager at Columbia Distributing, showing a 10% increase on $3.5 million in annual sales. Managing a staff of nine in sales and customer service, she had the opportunity to delve further into hiring/firing, reviewing, incentives outside of salary, and personnel issues.
Most recently, she has spent several years as Funds and Contracts Manager at the Oregon University System; managing four grants totaling $1.5 million annually and all personal service and interagency contracts as well.
The proprietor’s most notable success was bringing the second branch of Cellular West located in Portland, Oregon, from running in the red, to breaking even within four months of its opening. She accomplished this by using motivational tools and providing the sales force with extensive training.
Changing labor market conditions threaten the concept of full-time permanent employment.
AAP provides a complex blend of services to distinct populations. The company serves businesses through connecting them with the professional contingent work force. It also serves the worker by connecting them with businesses, at no charge, and providing benefits not often provided by other employment agencies.
All About People (AAP) is a local firm that costs less than a consultant or agency, provides for both project and long-term needs, and has an easy, pay and billing rate system that covers employee payroll and worker’s compensation insurance.
There are a variety of reasons why businesses may need AAP’s services:
According to economic forecasters, employment agencies and financial services are expected to have the largest industry growth over the next 25 years. The trend toward businesses cutting back on employees and their benefits due to high costs creates the demand for AAP’s services.
Just consider the time, energy, and resources an employer may spend trying to employ a person for a 20-hour task.
In addition to the already lucrative temporary industry, several companies in the Portland Metro Area place professional contingent workers, but the southern Willamette Valley is not currently being served.
The company approaches businesses primarily through networking and cold calls. Our intention is to utilize a PR agency for more coverage as soon as possible. AAP is a member of the area Chamber of Commerce and actively participates in as many activities as possible, the proprietor is a member of the Women’s Business Network, the Professional Women’s Organization, and we are in the process of connecting with the Society for Human Resource Management. Prior to start-up, AAP also surveyed several area businesses about their use of contingent workers. The company will use its website and other marketing materials that describe what services we provide and explain how simple it is to work with us.
AAP advertises in local papers and trade magazines when absolutely necessary, but most often uses the Oregon Employment Department, both community college and university campuses, and the networking groups we are members of to search out the right employee. Prior to the sole proprietor start-up, the company started recruiting by administering twenty personnel surveys and advertising locally to create a staff of qualified contingent workers. This staff will be unaffected by AAP’s corporate restructuring.
The market can be broken down into two segments: the business market segment, and the employee market segment. Both of these segments are lucrative.
Business market targets: The company targets the University of Oregon, Lane Community College, the nonprofit organizations, the publishing industry, the advertising industry, and other large businesses.
Employee market targets: Editors/writers, graphic artists, computer specialists, event planners/fundraisers, and language translators/interpreters working in the business target markets listed above, as well as any applicants with unusual skills and talents.
These charts demonstrate the types of workers employed, the type of qualified professionals on file to work for the company, and the types of businesses who have used AAP’s services. These statistics cover the 15-month sole proprietorship period from July 1, 1998 through September 30, 1999.
Types of workers employed by or signed up with AAP
| ||
Computer | 34 | 24 |
Editor/Writer | 20 | 25 |
Event Planner | 13 | 10 |
Graphic Artist | 10 | 13 |
Language Interp/Trans | 13 | 17 |
Other | 10 | 11 |
Types of employers using AAP
High Tech | 14 |
Nonprofit | 39 |
Manufacturing | 18 |
Publisher | 11 |
Service | 18 |
Each and every contact is entered into the database-either in the professionals file if they are a potential candidate, or in the contacts file if they are another type of contact. The client and jobs files utilize the contact and client numbers to automatically fill in the information from the contact or client files. This means no duplicate typing. In addition, the contacts, clients, and professional files all have follow-up sheets attached making daily follow-up easy. Simply pull the file up for that day and all calls that need to be made that day will be marked.
Searching is easy. The check boxes within each professionals file allows us to check for singular or multiple skills and experience with a click and a return.
First form filled out from the moment the candidate calls. Three screens constitute one file: Personal Information; Job Information; Skills. The professional and contact files have a conversation record that will allow easy follow-up with a list daily of those records needing a call.
Interview Form
Directly from the employee forms the Employment Specialist can select the appropriate interview form. This form consists of three sheets: Basic Questions; Other Information/Recommendations; and Reference Checks.
Employee Profile Sheet
From the above information, a profile sheet is generated in hard copy for the inside of each file. This is our second backup system (besides the tape drive) in case of a power outage, etc.
This form is used for all other contacts. From here, a contact can be turned into a client by merely typing the contact number in on the client sheet, automatically bringing in all of the information.
The client sheet is easily created by filling in the contact number. All pertinent information is automatically entered. The client sheet has its own contact sheet attached generating a daily follow-up list. The client files can also be pulled into a handy contact list.
AAP is completely service minded, customizing personnel packages and offering the most it can to both employers and employees. The company brokers professional workers to Willamette Valley businesses. Because we serve two distinct groups of people, both businesses and employees will be considered equally important to AAP.
The company consists of five divisions, targeting the following types of workers and needs in businesses:
Computer Division
Editor/Writers
Language Interpreters and Translators
Within these categories, we originally set up a system of single sheets on card stock and filed them in binders. Since then, an electronic database has been created by one of our professionals. With the push of a button, AAP can search for a client or an employee needed.
Businesses and employees will be able to communicate with AAP via both new technological and traditional methods. Our Web page provides information about AAP including what professional fields we serve, what clients we are working with, and what services we offer. A second-generation Web page will provide information about employees for businesses through a password-protected area. AAP forwards candidates’ resumes and other information through a variety of methods: phone, fax, personal visit, mail, and the Web page.
In August 1999 we moved the offices to the center of town. Accounting is handled electronically by the proprietor through QuickBooks, with the complex needs handled by our CPA. All payroll is generated through the payroll service, Paychex. The office is furnished with all of the technology needed to operate on a daily basis, increase market share, and serve clients.
When a business is contacted and expresses interest in contingent employees that the company can provide, the following procedures will be followed:
When an employee seeks to work with the company, the following procedures will be followed:
Our sales forecast projections are presented in the chart and table below. Three years annual projections are shown in the table. The chart shows first year monthly forecast. First year monthly table is included in the appendix.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Placement Fees | $94,248 | $175,000 | $300,000 |
Other | $0 | $0 | $0 |
Total Sales | $94,248 | $175,000 | $300,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Placement Fees | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $0 | $0 | $0 |
The pay rate data will be determined by changing market factors including business demand.
Our experience shows that the following is true in regards to pay and bill rates. A “good deal” for most temporary agencies is a 50% of pay rate markup. Thus, if the pay is $10, the bill is $15. However, we have traditionally used a flat markup that seemed appropriate. Pay and bill rates generally are outlined as follows:
Editors Most editors require between $25 and $35 per hour, and our history has shown a $10 per hour markup is acceptable. One exception is in the technical arena, garnering between $45 and $55 per hour pay; again a $10 per hour markup is typical.
Writers The only writing we have done is creative for [client name omitted], and we paid $15 with a $10 markup.
Event Planners Event planners often will work for between $12.50 and $25 per hour, depending on the length of the job, requirements, and experience needed. We find a $5 per hour markup on the $12.50-$17.50 is reasonable, and a $10 per hour markup on anything over $17.50 per hour.
Fundraisers Fundraisers can start at $10 per hour (nonprofit) and go up to $20 per hour. This usually depends on client and length of assignment. Bill rate markup for nonprofits is $5 per hour, others between $7.50 and $10 per hour.
Graphic Artists Entry level beginning at $12.50 per hour, intermediate at $15 per hour, and a top of the line professional at $25 per hour. The exception may run about $50 per hour. Bill rates are between $7.50 per hour markup ($12.50-$15), and $10 markup.
Language Interpreters This is a tricky arena. Pricing depends on the language (typical/atypical) and the length of the assignment. Interpreters have been known to work for as little as $15 per hour and for as much as $35 per hour. A $10 per hour markup is acceptable.
Language Translators This division is difficult as each language and situation varies slightly. Translators tend to work by page or by word. Technical translation can be as much as $.30 per word. Other translation can be $10 per hour (an hour a page). We are unsure of markup at this time, but would suggest 50% of pay rate.
Computer Specialists:
When determining the bill rate, additional expense factors to remember above the pay rate are 15% employer taxes, advertising, and staff time to fill the position.
The company has an outstanding client list and an incredible number of qualified employees available. AAP has a good reputation for providing qualified people in a timely manner.
In a variety of settings the proprietor of AAP has strong management experience. The proprietor has the skills to not only listen well, drawing out a person’s needs through open-ended questions, but also has the ability to recognize people’s strengths and weaknesses. She will draw upon this extensive successful experience in addition to the knowledge collected over a period of 18 years working professionally. Much of the “people” skills have been developed during the seven years spent in management roles. This experience, along with a varied background, supports AAP’s goals.
AAP’s objectives are threefold:
The long-term goal of the company is to franchise and/or to become multi-location, and eventually sell this business.
Management is a style, a belief, and a strategy.
In managing our clients, AAP will communicate regularly with them, setting up a schedule that meets their needs. The company will set goals for retention of clientele and strive to reach those goals by building relationships, listening to the client’s needs, and meeting those needs with a smile on our faces. We will take responsibility for our errors and the outcome.
In managing our workers, AAP will communicate regularly with them, providing them with an employee manual to minimize their confusion, and offer them the best pay and benefits possible. AAP will set goals for retention of employees and strive to reach those goals by treating each employee with respect, provide protection when appropriate, and do everything within our power to assure a healthy working environment.
This is a relationship business. AAP will manage all clients and employees through relationship building.
During 1998-99 the proprietor provided all services. In 2000 the company will add a part-time office staffer and an employment specialist. In response to this growth, we will have a procedures manual for in-house staff assuring that the information is clear. In addition, we will provide employees with regular training within the divisions to assure they understand the details of the work they are doing daily. 2001 projections include a receptionist, another employment specialist, and a field representative. In 2002 AAP will examine the feasibility of opening a branch office in the Salem, Bend, or Medford/Ashland areas.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Placed Employees Personnel | |||
Placed Workers at 2/3 of Sales | $51,836 | $99,750 | $171,000 |
Other | $0 | $0 | $0 |
Subtotal | $51,836 | $99,750 | $171,000 |
General and Administrative Personnel | |||
Office Employees | $10,929 | $25,000 | $30,000 |
Other | $0 | $0 | $0 |
Subtotal | $10,929 | $25,000 | $30,000 |
Total People | 0 | 0 | 0 |
Total Payroll | $62,765 | $124,750 | $201,000 |
All About People runs its payroll twice a month. Each professional will be given a check schedule when they work with AAP. Each check covers the previous two weeks.
In order to process payroll; AAP must receive a professional’s signed invoice the Wednesday prior to payday. The invoice, must be on AAP letterhead and include: name, social security number, mailing address, dates of work completed, location worked (at home, at the client’s office), one or two sentences describing what tasks were completed, and how much time was spent each day. At the bottom there must be a place for the client to sign and date in acceptance of the work to date. The original will be submitted to AAP, the client will receive one copy, and the professional will keep a copy.
AAP is unable to provide payroll advances. If a check is lost in the mail, we must wait seven days from the date of mailing, and then if the check has not arrived we will stop the check at the bank and have one reissued.
Because we value our employees, we have employee group health insurance available, and contribute a major portion of the monthly premium. According to the Insurance Pool Governing Board (IPGB) employees must work at least 17.5 hours per week. Employees who work intermittently or who have worked fewer than 90 calendar days are not eligible. IPGB also states that all carriers may decline to offer coverage to the business or to any employee.
Technically, All About People is employer of the professionals we place. This means that we are responsible for covering the worker’s compensation insurance, running payroll, and that we are the ones to whom each employee is responsible. We understand that this can be tricky when employee professionals are working with a client, so we want to describe the expectations of this relationship:
AAP does not guarantee either work or wages when you join us to become an AAP employee. We will, of course, strive to keep you as busy as possible. AAP is also not able to guarantee an hourly wage prior to the assignment beginning. If you work on a job, and complete the work successfully, you will be paid at the agreed rate.
This employment relationship differs from others because you, AAP, or the client may end your employment with or without notice and with or without reasons. However, if you accept a job with AAP, we do expect you to finish the assignment.
AAP’s target market is both businesses and professional workers. Phase one of the marketing plan will target the University of Oregon, the technology industry, and the top 500 businesses in Eugene through networking and cold calling. Phase two will target small businesses with less than five employees because smaller businesses may not have the in-house capability to locate, evaluate, and hire potential professional contingent workers through a small PR campaign.
We began marketing the businesses through several personnel surveys. The University of Oregon Alumni Association, University of Oregon Foundation, and University of Oregon Human Resources Department, as well as Symantec’s Human Resources director were approached for information regarding their need for professional temporary and permanent workers. These initial interviewees have all (with the exception of U of O HR Dept) become clients within the first year of business. After these personnel surveys were complete, we adjusted our recruitment of professional workers to meet the demand.
Another tactic was joining multiple business groups. AAP became a member of the Eugene Chamber of Commerce and attends the weekly greeters meetings; the Women’s Business Network and attends the monthly meetings; the Professional Women’s Organization and attend the monthly meetings; as well as the City Club, keeping a pulse on what is happening in the community, attending as the proprietor sees fit.
The next approach is face-to-face cold calls. The tools for these calls are simple-a business card and a brochure. The information collected during the cold call is vital: how many employees does the business have; in what areas have they experienced a need for professional contingent employees; and who is the appropriate contact.
Our beginning point in marketing to workers was approximately 30 personnel surveys to professional contingent workers, building the foundation of our database. AAP intends to recruit workers through advertising in the newspaper and appropriate trade magazines, trade shows, the University of Oregon career center, and by referral. We have found that each division within the company requires a different approach for recruitment. We try not to depend on newspaper advertising as we find the results are moderate. Results are far better with the employment department for some areas, with the U of O for others, and also through a series of developed contacts for the other divisions.
In order to build trust with both businesses and employees AAP will follow through as promised. We will treat each business, employee, and ourselves, with integrity. AAP will communicate clearly, asking businesses to specify the needs for follow-up service during the time that they employ our contingent worker. We will work with employees to assure that they have a clear understanding of what AAP offers and what we expect of them.
“A fading model of employment in the United States envisions a business enterprise with full-time employees who can expect to keep their jobs and perhaps advance so long as they perform satisfactorily and the business continues. Changing labor market conditions threaten the concept of full-time permanent employment. As reported by the Conference Board in September 1995, contingent workers account for at least 10 percent of the workforce at 21 percent of the companies surveyed, or almost double the 12 percent of respondents with that number in 1990. Writing in the Monthly Labor Review in March 1989, Belous estimated that contingent workers constitutes 24 to 29 percent of the labor force in the United States. In August 1995, however, the U.S. Bureau of Labor Statistics (BLS) estimated the size of the contingent labor force at 2 to 5 percent of the total workforce. However, BLS did not count long-term part-time employees, who constitute 90 percent of part-time workers.” — Society for Human Resource Management, The Contingent Worker: A Human Resource Perspective, by W. Gilmore McKie & Laurence Lipset taken from Chapter 1, What Is a Contingent Worker?
AAP is a service company providing businesses with customized personnel solutions by connecting them with the professional contingent work force. Research suggests that 2000 is an opportune time to be in the Eugene market with this service. Even with all of the evidence that contingent work is the wave of the present, and of the future, the niche of placing contingent workers who are paid $12.50 to $40 per hour is untapped in the Eugene area. However, a few companies place high-end contingent workers in the Portland area.
There are many reasons why businesses are turning to contingent workers. The Economic Policy Institute’s article “ Contingent Work ” by Polly Callaghan and Heidi Harmann explains that:
“Growth in involuntary part-time employment is causing total part-time employment to grow faster than total employment. Another indication of the shift toward part-time workers: hours for part-time workers are growing faster than hours for full-time workers. Temporary employment has grown three times faster than overall employment and temporary workers are being used for more hours. Contingent employment is growing faster than overall employment. Part-timers are disproportionately women, younger, or older workers. There has been a shift away from manufacturing toward trade and services. These structural changes help explain the growth in part-time employment.”
Because of the changing nature of jobs themselves, AAP’s services are desirable to employers of all sizes. Unlike five or ten years ago, many positions are so diversified, or specialized, that it is not financially feasible for an employer to hire a person to fill one position, requiring several areas of expertise. This is not financially wise for the business because of the pay range required to recruit and hire such a talented person (especially in areas such as graphics, design, etc.). The cost of payroll, taxes, benefits, and other miscellaneous staff required to run employees add to the burden of a downsized staff. Contacting AAP and using a professional contingent worker for each portion of a position as needed will solve this dilemma. Currently most businesses locate needed “qualified” workers by word of mouth. With one phone call, e-mail, or connection with our Web page, AAP makes the task easy.
In addition, Oregon’s economy is expected to continue growing, and employment, total personal and per capita income, and population growth rates are expected to exceed the national average (according to the 1997-98 Oregon Blue Book). Although Oregon’s economy is among the best there is an obvious group of contingent workers available to build an employee labor pool. The company draws from a labor pool of qualified contingent workers which consists of people who work at home, retirees, others who wish to work part-time. According to the Oregon University System, approximately 33% of bachelor’s degree graduates will be unable to find jobs in Oregon each year. So, recent college graduates are also a part of AAP’s labor pool.
Research shows that a large percentage of workers who tend to work more than one job are well-educated individuals who have a higher degree of education. According to Oregon Employment Department’s Occupational Outlook Quarterly , Spring 1997, 9.4% have Ph.D.’s; 6.5% a Professional degree; 9.1% a Master’s degree; 7.9% a Bachelor’s degree; 7.9% an Associate degree; and the remaining 15.8% lesser education. According to a Personnel Journal article “ Contingent Staffing Requires Serious Strategy ,” April 1995, there are also many retirees that enjoy doing contingent work.
The following sections contain the financial information for All About People. Tables show annual projections for three years. Charts show first year monthly figures. First year monthly tables are included in the appendix.
The financials of this plan are predicated on the following table of 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 | 7.00% | 7.00% | 7.00% |
Tax Rate | 0.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
Profit and Loss figures are projected in this table.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $94,248 | $175,000 | $300,000 |
Direct Cost of Sales | $0 | $0 | $0 |
Placed Employees Payroll | $51,836 | $99,750 | $171,000 |
Other | $0 | $0 | $0 |
Total Cost of Sales | $51,836 | $99,750 | $171,000 |
Gross Margin | $42,412 | $75,250 | $129,000 |
Gross Margin % | 45.00% | 43.00% | 43.00% |
Operating Expenses | |||
Sales and Marketing Expenses | |||
Sales and Marketing Payroll | $0 | $0 | $0 |
Advertising/Promotion | $1,165 | $1,200 | $2,500 |
Bank Service Charges | $1,019 | $1,000 | $1,500 |
Contributions | $255 | $300 | $300 |
Dues & Subscriptions | $887 | $250 | $500 |
Total Sales and Marketing Expenses | $3,325 | $2,750 | $4,800 |
Sales and Marketing % | 3.53% | 1.57% | 1.60% |
General and Administrative Expenses | |||
General and Administrative Payroll | $10,929 | $25,000 | $30,000 |
Marketing/Promotion | $6,516 | $6,500 | $12,800 |
Depreciation | $0 | $0 | $0 |
Telephone & Pager | $4,168 | $4,800 | $5,000 |
Recruitment | $1,573 | $1,575 | $2,000 |
Referral Fees | $170 | $250 | $500 |
Rent | $6,102 | $9,600 | $10,000 |
Office Supplies | $2,114 | $2,000 | $3,000 |
Postage | $1,062 | $1,250 | $1,500 |
Printing | $3,362 | $4,000 | $5,000 |
Professional Fees | $6,941 | $5,000 | $7,500 |
Payroll Taxes | $0 | $0 | $0 |
Maintenance and Repairs | $311 | $750 | $2,000 |
Total General and Administrative Expenses | $43,248 | $60,725 | $79,300 |
General and Administrative % | 45.89% | 34.70% | 26.43% |
Other Expenses: | |||
Other Payroll | $0 | $0 | $0 |
Consultants | $0 | $0 | $0 |
Misc. | $1,050 | $500 | $1,000 |
Total Other Expenses | $1,050 | $500 | $1,000 |
Other % | 1.11% | 0.29% | 0.33% |
Total Operating Expenses | $47,623 | $63,975 | $85,100 |
Profit Before Interest and Taxes | ($5,212) | $11,275 | $43,900 |
EBITDA | ($5,212) | $11,275 | $43,900 |
Interest Expense | $3,046 | $2,678 | $2,363 |
Taxes Incurred | $0 | $2,579 | $12,461 |
Net Profit | ($8,257) | $6,018 | $29,076 |
Net Profit/Sales | -8.76% | 3.44% | 9.69% |
Our cash flow estimates are shown in the chart and table below. The owner expects to invest further amounts in the business over the next two years to finance continued growth.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $23,562 | $43,750 | $75,000 |
Cash from Receivables | $58,112 | $120,477 | $208,324 |
Subtotal Cash from Operations | $81,674 | $164,227 | $283,324 |
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 | $10,000 | $20,000 | $0 |
Subtotal Cash Received | $91,674 | $184,227 | $283,324 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $62,765 | $124,750 | $201,000 |
Bill Payments | $37,123 | $43,357 | $67,812 |
Subtotal Spent on Operations | $99,888 | $168,107 | $268,812 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $2,720 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $4,500 | $4,500 | $4,500 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $107,108 | $172,607 | $273,312 |
Net Cash Flow | ($15,434) | $11,620 | $10,012 |
Cash Balance | $30,566 | $42,186 | $52,199 |
Three year annual balance sheets estimates appear below.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $30,566 | $42,186 | $52,199 |
Accounts Receivable | $12,573 | $23,346 | $40,022 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $43,139 | $65,533 | $92,221 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $43,139 | $65,533 | $92,221 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $2,761 | $3,635 | $5,747 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $2,761 | $3,635 | $5,747 |
Long-term Liabilities | $40,500 | $36,000 | $31,500 |
Total Liabilities | $43,261 | $39,635 | $37,247 |
Paid-in Capital | $17,600 | $37,600 | $37,600 |
Retained Earnings | ($9,464) | ($17,721) | ($11,703) |
Earnings | ($8,257) | $6,018 | $29,076 |
Total Capital | ($121) | $25,897 | $54,973 |
Total Liabilities and Capital | $43,139 | $65,533 | $92,221 |
Net Worth | ($121) | $25,897 | $54,973 |
The table below presents important business ratios from the help supply services industry, as determined by the Standard Industry Classification (SIC) Index code 7363, Help Supply Services.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 85.68% | 71.43% | 9.00% |
Percent of Total Assets | ||||
Accounts Receivable | 29.15% | 35.63% | 43.40% | 28.80% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 44.00% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 76.30% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 23.70% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 6.40% | 5.55% | 6.23% | 44.00% |
Long-term Liabilities | 93.88% | 54.93% | 34.16% | 17.50% |
Total Liabilities | 100.28% | 60.48% | 40.39% | 61.50% |
Net Worth | -0.28% | 39.52% | 59.61% | 38.50% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 45.00% | 43.00% | 43.00% | 0.00% |
Selling, General & Administrative Expenses | #NAME? | 39.56% | 33.31% | 82.20% |
Advertising Expenses | 1.24% | 0.69% | 0.83% | 1.50% |
Profit Before Interest and Taxes | -5.53% | 6.44% | 14.63% | 2.40% |
Main Ratios | ||||
Current | 15.63 | 18.03 | 16.05 | 1.64 |
Quick | 15.63 | 18.03 | 16.05 | 1.31 |
Total Debt to Total Assets | 100.28% | 60.48% | 40.39% | 61.50% |
Pre-tax Return on Net Worth | 6817.49% | 33.20% | 75.56% | 4.40% |
Pre-tax Return on Assets | -19.14% | 13.12% | 45.04% | 11.50% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | -8.76% | 3.44% | 9.69% | n.a |
Return on Equity | 0.00% | 23.24% | 52.89% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 5.62 | 5.62 | 5.62 | n.a |
Collection Days | 57 | 50 | 51 | n.a |
Accounts Payable Turnover | 14.40 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 26 | 24 | n.a |
Total Asset Turnover | 2.18 | 2.67 | 3.25 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.00 | 1.53 | 0.68 | n.a |
Current Liab. to Liab. | 0.06 | 0.09 | 0.15 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $40,379 | $61,897 | $86,473 | n.a |
Interest Coverage | -1.71 | 4.21 | 18.58 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.46 | 0.37 | 0.31 | n.a |
Current Debt/Total Assets | 6% | 6% | 6% | n.a |
Acid Test | 11.07 | 11.60 | 9.08 | n.a |
Sales/Net Worth | 0.00 | 6.76 | 5.46 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
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 | |||||||||||||
Placement Fees | 0% | $3,660 | $4,769 | $5,965 | $7,226 | $9,471 | $12,554 | $12,237 | $10,216 | $3,692 | $7,458 | $7,059 | $9,941 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $3,660 | $4,769 | $5,965 | $7,226 | $9,471 | $12,554 | $12,237 | $10,216 | $3,692 | $7,458 | $7,059 | $9,941 | |
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 | |
Placement Fees | $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 Direct Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
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 | ||
Placed Employees Personnel | |||||||||||||
Placed Workers at 2/3 of Sales | $2,013 | $2,623 | $3,281 | $3,974 | $5,209 | $6,905 | $6,730 | $5,619 | $2,031 | $4,102 | $3,882 | $5,467 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal | $2,013 | $2,623 | $3,281 | $3,974 | $5,209 | $6,905 | $6,730 | $5,619 | $2,031 | $4,102 | $3,882 | $5,467 | |
General and Administrative Personnel | |||||||||||||
Office Employees | $0 | $213 | $350 | $350 | $350 | $466 | $700 | $1,500 | $1,750 | $1,750 | $1,750 | $1,750 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal | $0 | $213 | $350 | $350 | $350 | $466 | $700 | $1,500 | $1,750 | $1,750 | $1,750 | $1,750 | |
Total People | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
Total Payroll | $2,013 | $2,836 | $3,631 | $4,324 | $5,559 | $7,371 | $7,430 | $7,119 | $3,781 | $5,852 | $5,632 | $7,217 |
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 | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% | 7.00% |
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 | $3,660 | $4,769 | $5,965 | $7,226 | $9,471 | $12,554 | $12,237 | $10,216 | $3,692 | $7,458 | $7,059 | $9,941 | |
Direct Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Placed Employees Payroll | $2,013 | $2,623 | $3,281 | $3,974 | $5,209 | $6,905 | $6,730 | $5,619 | $2,031 | $4,102 | $3,882 | $5,467 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $2,013 | $2,623 | $3,281 | $3,974 | $5,209 | $6,905 | $6,730 | $5,619 | $2,031 | $4,102 | $3,882 | $5,467 | |
Gross Margin | $1,647 | $2,146 | $2,684 | $3,252 | $4,262 | $5,649 | $5,507 | $4,597 | $1,661 | $3,356 | $3,177 | $4,474 | |
Gross Margin % | 45.00% | 45.00% | 45.00% | 45.00% | 45.00% | 45.00% | 45.00% | 45.00% | 44.99% | 45.00% | 45.01% | 45.00% | |
Operating Expenses | |||||||||||||
Sales and Marketing Expenses | |||||||||||||
Sales and Marketing Payroll | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Advertising/Promotion | $12 | $0 | $0 | $23 | $10 | $111 | $27 | $72 | $30 | $599 | $102 | $179 | |
Bank Service Charges | $0 | $57 | $3 | $73 | $539 | $106 | $38 | $3 | $8 | $48 | $129 | $15 | |
Contributions | $0 | $0 | $0 | $100 | $5 | $0 | $0 | $100 | $0 | $0 | $0 | $50 | |
Dues & Subscriptions | $43 | $30 | $54 | $0 | $0 | $21 | $275 | $94 | $0 | $250 | $60 | $60 | |
Total Sales and Marketing Expenses | $55 | $87 | $57 | $196 | $554 | $239 | $340 | $268 | $38 | $897 | $291 | $304 | |
Sales and Marketing % | 1.50% | 1.82% | 0.95% | 2.71% | 5.85% | 1.90% | 2.78% | 2.63% | 1.02% | 12.03% | 4.12% | 3.06% | |
General and Administrative Expenses | |||||||||||||
General and Administrative Payroll | $0 | $213 | $350 | $350 | $350 | $466 | $700 | $1,500 | $1,750 | $1,750 | $1,750 | $1,750 | |
Marketing/Promotion | $213 | $236 | $331 | $691 | $756 | $656 | $592 | $441 | $154 | $1,149 | $784 | $514 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Telephone & Pager | $226 | $88 | $416 | $125 | $374 | $220 | $439 | $638 | $697 | $240 | $616 | $90 | |
Recruitment | $115 | $77 | $189 | $220 | $71 | $147 | $106 | $251 | $45 | $192 | $65 | $95 | |
Referral Fees | $0 | $20 | $0 | $50 | $0 | $100 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $195 | $195 | $195 | $195 | $195 | $195 | $983 | $788 | $788 | $788 | $788 | $798 | |
Office Supplies | $92 | $188 | $96 | $197 | $49 | $62 | $116 | $442 | $24 | $670 | $177 | $0 | |
Postage | $9 | $49 | $55 | $107 | $133 | $94 | $36 | $99 | $8 | $175 | $89 | $209 | |
Printing | $0 | $2 | $669 | $26 | $290 | $350 | $175 | $224 | $832 | $179 | $520 | $94 | |
Professional Fees | $240 | $170 | $664 | $988 | $367 | $270 | $0 | $528 | $844 | $342 | $2,013 | $516 | |
Payroll Taxes | 15% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Maintenance and Repairs | $0 | $0 | $103 | $100 | $0 | $25 | $0 | $39 | $0 | $0 | $44 | $0 | |
Total General and Administrative Expenses | $1,090 | $1,239 | $3,068 | $3,049 | $2,585 | $2,585 | $3,146 | $4,949 | $5,142 | $5,485 | $6,845 | $4,065 | |
General and Administrative % | 29.77% | 25.97% | 51.43% | 42.19% | 27.30% | 20.59% | 25.71% | 48.45% | 139.28% | 73.55% | 96.97% | 40.90% | |
Other Expenses: | |||||||||||||
Other Payroll | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Consultants | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Misc. | $40 | $0 | $44 | $244 | $90 | $240 | $159 | $0 | $40 | $20 | $173 | $0 | |
Total Other Expenses | $40 | $0 | $44 | $244 | $90 | $240 | $159 | $0 | $40 | $20 | $173 | $0 | |
Other % | 1.09% | 0.00% | 0.74% | 3.38% | 0.95% | 1.91% | 1.30% | 0.00% | 1.08% | 0.27% | 2.45% | 0.00% | |
Total Operating Expenses | $1,185 | $1,325 | $3,168 | $3,488 | $3,229 | $3,064 | $3,645 | $5,218 | $5,220 | $6,403 | $7,309 | $4,369 | |
Profit Before Interest and Taxes | $462 | $821 | ($484) | ($236) | $1,033 | $2,585 | $1,862 | ($621) | ($3,559) | ($3,047) | ($4,132) | $104 | |
EBITDA | $462 | $821 | ($484) | ($236) | $1,033 | $2,585 | $1,862 | ($621) | ($3,559) | ($3,047) | ($4,132) | $104 | |
Interest Expense | $283 | $281 | $260 | $258 | $256 | $254 | $251 | $245 | $243 | $241 | $238 | $236 | |
Taxes Incurred | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | $180 | $540 | ($744) | ($494) | $777 | $2,332 | $1,610 | ($866) | ($3,802) | ($3,287) | ($4,370) | ($132) | |
Net Profit/Sales | 4.90% | 11.32% | -12.48% | -6.84% | 8.21% | 18.57% | 13.16% | -8.47% | -102.97% | -44.08% | -61.91% | -1.33% |
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 | $915 | $1,192 | $1,491 | $1,807 | $2,368 | $3,139 | $3,059 | $2,554 | $923 | $1,865 | $1,765 | $2,485 | |
Cash from Receivables | $0 | $92 | $2,773 | $3,607 | $4,505 | $5,476 | $7,180 | $9,408 | $9,127 | $7,499 | $2,863 | $5,584 | |
Subtotal Cash from Operations | $915 | $1,284 | $4,264 | $5,413 | $6,873 | $8,614 | $10,240 | $11,962 | $10,050 | $9,363 | $4,628 | $8,069 | |
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 | $10,000 | |
Subtotal Cash Received | $915 | $1,284 | $4,264 | $5,413 | $6,873 | $8,614 | $10,240 | $11,962 | $10,050 | $9,363 | $4,628 | $18,069 | |
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 | $2,013 | $2,836 | $3,631 | $4,324 | $5,559 | $7,371 | $7,430 | $7,119 | $3,781 | $5,852 | $5,632 | $7,217 | |
Bill Payments | $193 | $1,465 | $1,449 | $3,089 | $3,388 | $3,125 | $2,863 | $3,222 | $3,954 | $3,752 | $4,923 | $5,699 | |
Subtotal Spent on Operations | $2,206 | $4,301 | $5,080 | $7,413 | $8,947 | $10,496 | $10,293 | $10,341 | $7,735 | $9,604 | $10,555 | $12,916 | |
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 | $2,220 | $0 | $0 | $0 | $0 | $500 | $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 | $375 | $375 | $375 | $375 | $375 | $375 | $375 | $375 | $375 | $375 | $375 | $375 | |
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 | $2,581 | $4,676 | $7,675 | $7,788 | $9,322 | $10,871 | $10,668 | $11,216 | $8,110 | $9,979 | $10,930 | $13,291 | |
Net Cash Flow | ($1,666) | ($3,392) | ($3,411) | ($2,375) | ($2,449) | ($2,257) | ($428) | $745 | $1,940 | ($616) | ($6,303) | $4,777 | |
Cash Balance | $44,334 | $40,942 | $37,530 | $35,156 | $32,707 | $30,450 | $30,022 | $30,767 | $32,707 | $32,091 | $25,789 | $30,566 |
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 | $46,000 | $44,334 | $40,942 | $37,530 | $35,156 | $32,707 | $30,450 | $30,022 | $30,767 | $32,707 | $32,091 | $25,789 | $30,566 |
Accounts Receivable | $0 | $2,745 | $6,230 | $7,931 | $9,744 | $12,342 | $16,282 | $18,279 | $16,534 | $10,176 | $8,270 | $10,701 | $12,573 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $46,000 | $47,079 | $47,172 | $45,462 | $44,900 | $45,049 | $46,732 | $48,301 | $47,301 | $42,883 | $40,361 | $36,490 | $43,139 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $46,000 | $47,079 | $47,172 | $45,462 | $44,900 | $45,049 | $46,732 | $48,301 | $47,301 | $42,883 | $40,361 | $36,490 | $43,139 |
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 | $144 | $1,419 | $1,347 | $2,976 | $3,283 | $3,030 | $2,756 | $3,090 | $3,831 | $3,589 | $4,730 | $5,604 | $2,761 |
Current Borrowing | $2,720 | $2,720 | $2,720 | $500 | $500 | $500 | $500 | $500 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $2,864 | $4,139 | $4,067 | $3,476 | $3,783 | $3,530 | $3,256 | $3,590 | $3,831 | $3,589 | $4,730 | $5,604 | $2,761 |
Long-term Liabilities | $45,000 | $44,625 | $44,250 | $43,875 | $43,500 | $43,125 | $42,750 | $42,375 | $42,000 | $41,625 | $41,250 | $40,875 | $40,500 |
Total Liabilities | $47,864 | $48,764 | $48,317 | $47,351 | $47,283 | $46,655 | $46,006 | $45,965 | $45,831 | $45,214 | $45,980 | $46,479 | $43,261 |
Paid-in Capital | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $7,600 | $17,600 |
Retained Earnings | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) | ($9,464) |
Earnings | $0 | $180 | $719 | ($25) | ($519) | $258 | $2,590 | $4,200 | $3,334 | ($467) | ($3,755) | ($8,125) | ($8,257) |
Total Capital | ($1,864) | ($1,684) | ($1,145) | ($1,889) | ($2,383) | ($1,606) | $726 | $2,336 | $1,470 | ($2,331) | ($5,619) | ($9,989) | ($121) |
Total Liabilities and Capital | $46,000 | $47,079 | $47,172 | $45,462 | $44,900 | $45,049 | $46,732 | $48,301 | $47,301 | $42,883 | $40,361 | $36,490 | $43,139 |
Net Worth | ($1,864) | ($1,684) | ($1,145) | ($1,889) | ($2,383) | ($1,606) | $726 | $2,336 | $1,470 | ($2,331) | ($5,619) | ($9,989) | ($121) |
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Elektrostal Localisation : Country Russia , Oblast Moscow Oblast . Available Information : Geographical coordinates , Population, Area, Altitude, Weather and Hotel . Nearby cities and villages : Noginsk , Pavlovsky Posad and Staraya Kupavna .
Find all the information of Elektrostal or click on the section of your choice in the left menu.
Country | |
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Oblast |
Information on the people and the population of Elektrostal.
Elektrostal Population | 157,409 inhabitants |
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Elektrostal Population Density | 3,179.3 /km² (8,234.4 /sq mi) |
Geographic Information regarding City of Elektrostal .
Elektrostal Geographical coordinates | Latitude: , Longitude: 55° 48′ 0″ North, 38° 27′ 0″ East |
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Elektrostal Area | 4,951 hectares 49.51 km² (19.12 sq mi) |
Elektrostal Altitude | 164 m (538 ft) |
Elektrostal Climate | Humid continental climate (Köppen climate classification: Dfb) |
Distance (in kilometers) between Elektrostal and the biggest cities of Russia.
Locate simply the city of Elektrostal through the card, map and satellite image of the city.
Weather forecast for the next coming days and current time of Elektrostal.
Find below the times of sunrise and sunset calculated 7 days to Elektrostal.
Day | Sunrise and sunset | Twilight | Nautical twilight | Astronomical twilight |
---|---|---|---|---|
23 June | 02:41 - 11:28 - 20:15 | 01:40 - 21:17 | 01:00 - 01:00 | 01:00 - 01:00 |
24 June | 02:41 - 11:28 - 20:15 | 01:40 - 21:16 | 01:00 - 01:00 | 01:00 - 01:00 |
25 June | 02:42 - 11:28 - 20:15 | 01:41 - 21:16 | 01:00 - 01:00 | 01:00 - 01:00 |
26 June | 02:42 - 11:29 - 20:15 | 01:41 - 21:16 | 01:00 - 01:00 | 01:00 - 01:00 |
27 June | 02:43 - 11:29 - 20:15 | 01:42 - 21:16 | 01:00 - 01:00 | 01:00 - 01:00 |
28 June | 02:44 - 11:29 - 20:14 | 01:43 - 21:15 | 01:00 - 01:00 | 01:00 - 01:00 |
29 June | 02:44 - 11:29 - 20:14 | 01:44 - 21:15 | 01:00 - 01:00 | 01:00 - 01:00 |
Our team has selected for you a list of hotel in Elektrostal classified by value for money. Book your hotel room at the best price.
Located next to Noginskoye Highway in Electrostal, Apelsin Hotel offers comfortable rooms with free Wi-Fi. Free parking is available. The elegant rooms are air conditioned and feature a flat-screen satellite TV and fridge... | from | |
Located in the green area Yamskiye Woods, 5 km from Elektrostal city centre, this hotel features a sauna and a restaurant. It offers rooms with a kitchen... | from | |
Ekotel Bogorodsk Hotel is located in a picturesque park near Chernogolovsky Pond. It features an indoor swimming pool and a wellness centre. Free Wi-Fi and private parking are provided... | from | |
Surrounded by 420,000 m² of parkland and overlooking Kovershi Lake, this hotel outside Moscow offers spa and fitness facilities, and a private beach area with volleyball court and loungers... | from | |
Surrounded by green parklands, this hotel in the Moscow region features 2 restaurants, a bowling alley with bar, and several spa and fitness facilities. Moscow Ring Road is 17 km away... | from | |
Below is a list of activities and point of interest in Elektrostal and its surroundings.
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DB-City.com | Elektrostal /5 (2021-10-07 13:22:50) |
Starting a temp agency can be very profitable. With proper planning, execution and hard work, you can enjoy great success. Below you will learn the keys to launching a successful temp agency.
Importantly, a critical step in starting a temp agency is to complete your business plan. To help you out, you should download Growthink’s Ultimate Business Plan Template here .
Download our Ultimate Business Plan Template here
The first step to starting a temp agency is to choose your business’ name.
This is a very important choice since your company name is your brand and will last for the lifetime of your business. Ideally you choose a name that is meaningful and memorable. Here are some tips for choosing a name for your temp agency:
One of the most important steps in starting a temp agency is to develop your business plan. The process of creating your plan ensures that you fully understand your market and your business strategy. The plan also provides you with a roadmap to follow and if needed, to present to funding sources to raise capital for your business.
Your business plan should include the following sections:
3. choose the legal structure for your temp agency.
Next you need to choose a legal structure for your own staffing agency and register it and your business name with the Secretary of State in each state where you operate your business.
Below are the five most common legal structures:
A sole proprietorship is a legal business entity in which the owner of the temp agency and the business are the same legal person. The owner of a sole proprietorship is responsible for all debts and obligations of the business. There are no formalities required to establish a sole proprietorship, and it is easy to set up and operate. The main advantage of a sole proprietorship is that it is simple and inexpensive to establish. The main disadvantage is that the owner is liable for all debts and obligations of the business.
A partnership is a legal structure that is popular among small businesses. It is an agreement between two or more people who want to start a staffing agency together. The partners share in the profits and losses of the business.
The advantages of a partnership are that it is easy to set up, and the partners share in the profits and losses of the business. The disadvantages of a partnership are that the partners are jointly liable for the debts of the business, and disagreements between partners can be difficult to resolve.
A limited liability company, or LLC, is a type of business entity that provides limited liability to its owners. This means that the owners of an LLC are not personally responsible for the debts and liabilities of the business. The advantages of an LLC for a temp agency include flexibility in management, pass-through taxation (avoids double taxation as explained below), and limited personal liability. The disadvantages of an LLC include lack of availability in some states and self-employment taxes.
A C Corporation is a business entity that is separate from its owners. It has its own tax ID and can have shareholders. The main advantage of a C Corporation for a temp agency is that it offers limited liability to its owners. This means that the owners are not personally responsible for the debts and liabilities of the business. The disadvantage is that C Corporations are subject to double taxation. This means that the corporation pays taxes on its profits, and the shareholders also pay taxes on their dividends.
An S Corporation is a type of corporation that provides its owners with limited liability protection and allows them to pass their business income through to their personal income tax returns, thus avoiding double taxation. There are several limitations on S Corporations including the number of shareholders they can have among others.
Once you register your own business, your state will send you your official “Articles of Incorporation.” You will need this among other documentation when establishing your banking account (see below). We recommend that you consult an attorney in determining which legal structure is best suited for your company.
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In developing your temporary staffing agency plan, you might have determined that you need to raise funding to launch your business.
If so, the main sources of funding for a temp agency to consider are personal savings, family and friends, credit card financing, bank loans, crowdfunding and angel investors. Angel investors are individuals who provide capital to early-stage businesses. Angel investors typically will invest in a staffing company that they believe has high potential for growth.
When looking for a location for your temp agency, there are a few things you’ll want to keep in mind. Here are a few tips:
Next, you need to register your business with the Internal Revenue Service (IRS) which will result in the IRS issuing you an Employer Identification Number (EIN).
Most banks will require you to have an EIN in order to open up an account. In addition, in order to recruit employees, you will need an EIN since that is how the IRS tracks your payroll tax payments.
Note that if you are a sole proprietor without employees, you generally do not need to get an EIN. Rather, you would use your social security number (instead of your EIN) as your taxpayer identification number.
It is important to establish a bank account in your temp agency’ name. This process is fairly simple and involves the following steps:
You should get a business credit card for your temp agency to help you separate personal and business expenses.
You can either apply for a business credit card through your bank or apply for one through a credit card company.
When you’re applying for a business credit card, you’ll need to provide some information about your business. This includes the name of your business, the address of your business, and the type of business you’re running. You’ll also need to provide some information about yourself, including your name, Social Security number, and date of birth.
Once you’ve been approved for a business credit card, you’ll be able to use it to make purchases for your business. You can also use it to build your credit history which could be very important in securing loans and getting credit lines for your business in the future.
In order to start a temp agency, you will need a business license and a permit to operate as a temporary help service.
Nearly all states, counties and/or cities have license requirements including:
Depending on the location, you will have to obtain the necessary state, county and/or city licenses. Make sure to research the specific licenses and permits required for your area.
The type of insurance you need to operate a temp agency will vary by the type of temp agency and the scope of operations.
Some business insurance policies you should consider for your temp agency include:
Find an insurance agent, tell them about your business and its needs, and they will recommend policies that fit those needs.
To start a staffing agency, you will need some essential equipment. You’ll need a computer, phone, and fax machine. You’ll also need to have marketing materials to advertise your business. You might also need office furniture.
Marketing materials will be required to attract and retain customers to your temp agency.
The key marketing materials you will need are as follows:
To run a temp agency, you’ll need a software package that can manage your business operations. This will include features like applicant tracking, scheduling, invoicing, and payroll. There are a number of different software packages on the market, so you’ll want to find one that meets your specific needs.
You will also need accounting software and customer relationship management (CRM) software.
You are now ready to open your temp agency. If you followed the steps above, you should be in a great position to build a staffing agency successfully. Below are answers to frequently asked questions that might further help you.
Don’t you wish there was a faster, easier way to finish your temp agency business plan?
With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!
Is it hard to start a temp agency.
No, it's not hard to start a temp agency. In fact, there are a lot of things you can do to make it successful. You'll need to have a good business plan, market your agency well, and make sure you have the right staffing solutions for your clients.
There are many ways to start a temp agency with no experience. One way would be to consult with an experienced temp agency owner who can provide guidance. Another option would be to research the process online, through workshops, or other courses to learn about the steps involved. Whatever route you choose, make sure you have a solid business plan in place and are prepared for the challenges that come with starting a new business.
There is no definitive answer to this question as it largely depends on the specific type of temp agency and the staffing services that it offers. However, some general trends can be observed. First, staffing firms that provide higher-level skilled labor tend to be more profitable than those that provide lower-level labor. Second, businesses that offer temporary staffing as a core service are typically more profitable than those that only offer it as a side service. Finally, larger recruitment agencies tend to be more profitable than smaller ones.
It can cost a few thousand to tens of thousands of dollars to start a temp agency, depending on the size and scope of the business. The initial costs typically include the fee to join an agency network, licensing and insurance costs, and advertising and marketing expenses. You'll also need office space and equipment, as well as employees to staff the business.
The ongoing expenses for a temp agency are costs associated with the recruitment and placement of workers. These costs may include salaries for account managers and recruiters, advertising, and rent for office space. Some expenses can be passed on to the employer such as the cost for background checks and insurance.
There are a few different ways staffing companies make money. The most common is by charging the workers who are looking for jobs a fee. They also make money by charging the businesses who are looking to hire temporary employees. Sometimes, the temp agency will also get a commission from the businesses when they hire a temporary worker.
Yes, there are many reasons owning a temp agency can be profitable.
For one, businesses and other organizations often need temporary workers for specific projects or to cover for employees on leave. Temp agencies can fill this need by providing a pool of qualified workers who are available on short notice.
Additionally, staffing companies typically have lower overhead costs than traditional staffing firms, since they don't have to maintain a large permanent staff. This allows them to charge lower rates to their clients, which can attract more business.
Finally, many temp agencies also offer other services such as payroll and benefits management, which can add value for their clients.
Staffing agencies fail because they do not properly screen their employees, leading to high turnover rates and less efficiency. Other staffing agencies may fail to retain quality employees if they do not offer benefits, which makes it difficult for people to stay with the agency for an extended period of time. Finally, temp agencies can be expensive for businesses, which means they are not always willing to use them.
Phone 8 (496) 575-02-20 8 (496) 575-02-20
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Starting a staffing agency business can be an exciting endeavor. Having a clear roadmap of the steps to start a business will help you stay focused on your goals and get started faster.. 1. Develop A Staffing Agency Business Plan - The first step in starting a business is to create a detailed staffing agency business plan that outlines all aspects of the venture.
Learn how to write a staffing agency business plan with a free template and step-by-step guide. Find out how to analyze the market, define your services, and create a financial plan for your recruitment business.
If you want to start a staffing agency, recruiting agency, nurse staffing agency, or temp agency or expand your current one, you need a business plan. Over the past 20+ years, we have helped over 8,000 entrepreneurs and business owners create business plans to start and grow their staffing agency businesses, employment agencies and recruitment ...
Step 2: Hone Your Idea. Starting a staffing agency requires a good understanding of the job market, strong networking skills, and the ability to quickly adapt to changing client needs. Tailor your services to fill market gaps, and focus on building long-term relationships with both clients and candidates.
Use this free staffing agency business plan template to easily create a great business plan to raise funding and/or grow your staffing agency. ... industry revenue increased rapidly as the national unemployment rate declined 14.2%. The number of temporary employees increased throughout the current period, bolstering demand for industry services ...
The Staffing Agency industry in the United States, valued at $152.5 billion in 2020, is on a steady growth trajectory, with projections suggesting it will reach $178.3 billion by 2025. This growth is fueled by the increasing demand for flexible and specialized staffing solutions across various sectors. HireHorizon Staffing, by entering this ...
Develop creative ways and offer competitive value when targeting potential clients to establish long-lasting partnerships. 9. Determine the Legal Requirements. When opening a temp staffing agency, it's essential to understand the legal obligations and requirements to ensure compliance and avoid potential legal issues.
Financial Breakdown. (Figures mainly talk in this section of a staffing agency business plan template. Mention your projected earnings here. You should also mention sources of revenue and their projected growth. Give a financial breakdown disclosing even potential losses. It helps to mention when you expect to break even in this section.)
Using this vast experience, we have created and. constantly refined Growthink's Ultimate Staffing Agency Business Plan Template. to be the hands-down quickest and easiest way to create a. professional Staffing Agency business plan that allows you to raise capital. and build a strategically sound business. 100,000+ Satisfied Buyers.
15 Steps To Start a Staffing Agency. Choose the Name for Your Staffing Agency. Develop Your Staffing Agency Business Plan. Choose the Legal Structure for Your Staffing Agency. Secure Startup Funding for Your Staffing Agency (If Needed) Secure a Location for Your Business. Register Your Staffing Agency With the IRS.
Additional Expenditure (Business cards, Signage, Adverts and Promotions et al) - $2,500. Miscellaneous - $1,000. Going by the report from the research and feasibility studies, we will need about $150,000 to set up a small scale but standard staffing agency business in the United States of America.
Writing Your Staffing Agency Business Plan. Your staffing agency business plan should outline all the key components of your legal business entity, including the legal structure, funding options, marketing strategy, and any additional services you may offer. Your business plan should include the following segments:
Creating a Business Plan for Your Staffing Agency. A business plan is the blueprint you follow to build your company. It outlines all of the major aspects of the business and keeps its architects — you and your business associates — focused and aligned. But a business plan is also a document you'll use as you work with other critical ...
A business plan has 2 main parts: a financial forecast outlining the funding requirements of your staffing agency 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.
Explore a real-world employment agency business plan example and download a free template with this information to start writing your own business plan. ... Sample Business Plans IT, Staffing & Customer Service Employment Agency. ... Lane County has 31 temporary agency firms with 3200 individuals employed. Total employment figures for Lane ...
Consider the following when building your staffing agency's business plan: Tap Into Your Expertise. ... Hopefully this short guide to starting a temporary staffing agency has been helpful. eCapital is an industry-leading alternative lender with the flexibility to provide solutions to difficult financial challenges and the resources to fund ...
The real version of Growthink's Ultimate Staffing Agency Business Plan Template is much more than a fill-in-the-blanks template. That template professionally guides you step-by-step so you can quickly, easily and expertly complete your business plan. Perhaps most importantly, it includes complete financial projections.
Separate studies confirm the two biggest benefits of having a business plan for your staffing firm: 1.) Improved Business Performance - The first study, published in 2010, looked at the growth of more than 11,000 companies and discovered that planning did indeed improve business performance.
Understanding the Role of a Temp Agency Defining Temp Agencies. Temp agencies, also known as temp staffing agencies or staffing firms, play a pivotal role in connecting businesses with temporary workers. These agencies act as intermediaries, matching qualified candidates with companies that require supplemental or short-term staff.
Elektrostal is a city in Moscow Oblast, Russia, located 58 kilometers east of Moscow. Elektrostal has about 158,000 residents. Mapcarta, the open map.
Elektrostal Geography. Geographic Information regarding City of Elektrostal. Elektrostal Geographical coordinates. Latitude: 55.8, Longitude: 38.45. 55° 48′ 0″ North, 38° 27′ 0″ East. Elektrostal Area. 4,951 hectares. 49.51 km² (19.12 sq mi) Elektrostal Altitude.
Open for Business. 1. Choose the Name for Your Temp Agency. The first step to starting a temp agency is to choose your business' name. This is a very important choice since your company name is your brand and will last for the lifetime of your business. Ideally you choose a name that is meaningful and memorable.
See Google profile, Hours, Phone, Website and more for this business. 2.0 Cybo Score. Review on Cybo. Business People Phone Postal Code Address Web Email. Log In. BROWSE: Countries Area Codes Postal Codes Categories Add a Business. Moscow Oblast » Elektrostal. State Housing Inspectorate of the Moscow Region. 5 reviews . Ulitsa Korneyeva, 6 ...
Cities near Elektrostal. Places of interest. Pavlovskiy Posad Noginsk. Travel guide resource for your visit to Elektrostal. Discover the best of Elektrostal so you can plan your trip right.