Cleaning Service Business Plan Ungated

Cleaning Service
Sample Business Plan
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Mother’s House Cleaning Service
Table of Contents
Executive Summary.......................................................................................................................1
Chart: Highlights.........................................................................................................................1
Objectives........................................................................................................................................2
Mission.............................................................................................................................................2
Company Summary.......................................................................................................................2
Company Ownership.......................................................................................................................2
Start-up Summary............................................................................................................................3
Table: Start-up.............................................................................................................................4
Table: Start-up Funding..............................................................................................................5
Chart: Start-up.............................................................................................................................6
Services...........................................................................................................................................6
Market Analysis Summary...........................................................................................................7

Market Segmentation.......................................................................................................................7
Chart: Market Analysis (Pie).......................................................................................................8
Table: Market Analysis................................................................................................................9
Target Market Segment Strategy.....................................................................................................9
Competition and Buying Patterns..................................................................................................10
Strategy and Implementation Summary...................................................................................10

Competitive Edge..........................................................................................................................10
Sales Strategy.................................................................................................................................11
Sales Forecast................................................................................................................................12
Milestones......................................................................................................................................14
Table: Milestones.......................................................................................................................15
Chart: Milestones......................................................................................................................15
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information and is shared only with the understanding that you will not share its contents or ideas
with third parties without the express written consent of the plan author.
Management Summary...............................................................................................................16
Personnel Plan................................................................................................................................16
Table: Personnel........................................................................................................................17
Financial Plan...............................................................................................................................17
Important Assumptions..................................................................................................................17
Table: General Assumptions......................................................................................................17
Break-even Analysis......................................................................................................................18
Chart: Break-even Analysis.......................................................................................................18
Table: Break-even Analysis.......................................................................................................18
Projected Profit and Loss...............................................................................................................19
Chart: Gross Margin Monthly...................................................................................................19
Chart: Gross Margin Yearly......................................................................................................20
Table: Profit and Loss...............................................................................................................21
Chart: Profit Monthly................................................................................................................22
Chart: Profit Yearly...................................................................................................................23
Projected Cash Flow......................................................................................................................24
Chart: Cash................................................................................................................................24
Table: Cash Flow.......................................................................................................................25
Projected Balance Sheet.................................................................................................................26
Table: Balance Sheet.................................................................................................................26
Business Ratios..............................................................................................................................27
Table: Ratios..............................................................................................................................27
Appendix..........................................................................................................................................i
Sales Forecast (With Monthly Detail)..............................................................................................i
Personnel (With Monthly Details)...................................................................................................ii
General Assumptions (With Monthly Detail)................................................................................iii
Profit and Loss Statement (With Monthly Detail)..........................................................................iv

Cash Flow Statement (With Monthly Detail)..................................................................................v
Balance Sheet (With Monthly Detail)............................................................................................vi

Mother’s House Cleaning
Executive Summary
Mother's House Cleaning Service (MHCS) is a residential house cleaning service serving upper-
class families in Cleanly, WA. Through generous human capital investments, MHCS will
exceed our customer's expectations. We will be servicing the wealthy single-income households
and affluent two-income households. These targeted families will be willing to pay a premium
for our service because of the high level of professionalism and trustworthiness that we offer,
not replicated by any of our competition.
Mother's House Cleaning Service's projected growth rate is very high each year with
respectable profit margins as a percentage of sales. MHCS will be a home-based business with
Sarah Tookleen as the sole proprietor. By the end of year one, MHCS will have six additional
employees. This house cleaning business plan will help the owner navigate the startup, and
subsequent management of the business.
Chart: Highlights
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Objectives
Mother's House Cleaning Service's objectives for the first three years of operation include:
 To create a service based company whose #1 goal is exceeding customer's expectations.

 To increase our number of clients served by 20% per year through superior service.
 To develop a sustainable home-based business, living off its own cash flow.
 The utilization of Mother's House Cleaning Service on a regular basis by at least 30% of
the leads that contact us for more information.
Mission
Mother's House Cleaning Service's mission is to provide the customer with all residential
cleaning services in an environmentally sound, completely trustworthy, and professional
manner. We exist to attract and maintain customers. When we adhere to this maxim, everything
else will fall into place. Our services will exceed the expectations of our customers.
Company Summary
Mother's House Cleaning Service (MHCS), soon to be located in Cleanly, WA, will offer
residential home cleaning services. MHCS will offer a wide range of services to the residential
client, from general room cleaning to child/pet disasters. We will be going after the upper end
of the market, typically the affluent whose spouse does not have a full-time job but chooses to
do other things with his/her time, or the two income family who chooses not to clean the home
themselves.
The business will be based out of Sarah Tookleen's home. Sarah will be responsible
for scheduling, estimates, training, inventory, ordering, payroll and customer care
management. The business organizational type will be a sole proprietorship, with six employees
within the first 12 months.
According to sales forecasts, net profits within four months will be a respectable percentage of
sales and will grow steadily through year three.
Company Ownership
Mother's House Cleaning Service will be a sole proprietorship, owned by Sarah Tookleen.

Start-up Summary
Mother's House Cleaning Service's start-up costs include equipment needed for a home-based
business (to be detailed below), initial legal fees, marketing fees, cleaning equipment and
supplies, uniforms, and signs for employee vehicles.
The home office equipment includes a computer system (with the following minimum
specifications: 500 mhz processor, 64 megabytes RAM, 6 gigabyte hard drive, printer, and CD-
RW). Also required for the office is an additional land phone line, fax machine, pager, and
cellular phone. A few pieces of furniture will also be needed.
The legal fees are used for the formation of the business as well as reviewing/generating
employee and client contracts.
Marketing fees are for the production of business cards and brochures.
Cleaning equipment must also be purchased with one set of equipment per employee. The major
per employee expense is a commercial vacuum cleaner (consumer models will not withstand
continuous use) and assorted brooms, mops, and chemicals (biodegradable).
Uniforms will be used to give off a professional image.
Lastly, we will have a few magnetic company signs made to turn the employee car into the
appearance of a company car.

Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $300
Stationery etc. $50
Brochures $200
Insurance $500
Uniforms $100
Cleaning Equipment $800
Office Furniture $100
Communication Equipment $100
Computer Equipment $1,500
Magnetic Car Signs $75
Cleaning Supplies $200
Other $0
Total Start-up Expenses $3,925
Start-up Assets
Cash Required $9,075
Start-up Inventory $0
Other Current Assets $0
Long-term Assets $0
Total Assets $9,075
Total Requirements $13,000
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Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund $3,925
Start-up Assets to Fund $9,075
Total Funding Required $13,000
Assets
Non-cash Assets from Start-up $0
Cash Requirements from Start-up $9,075
Additional Cash Raised $0
Cash Balance on Starting Date $9,075
Total Assets $9,075
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $0
Capital
Planned Investment
Investor 1 $13,000
Investor 2 $0
Other $0
Additional Investment Requirement $0
Total Planned Investment $13,000
Loss at Start-up (Start-up Expenses) ($3,925)

Total Capital $9,075
Total Capital and Liabilities $9,075
Total Funding $13,000
automatically.

Chart: Start-up
Services
Mother's House Cleaning Service will provide a residential house cleaning service for the upper
end of the market. We will have two target customers:
 The affluent who has a spouse who does not work, but is not inclined to do housework.
To many a maid/house cleaner is a symbol of wealth, and this idea symbolizes this
group of customers.
 The two-income households whose opportunity costs are too great to spend time
cleaning the house.
MHCS offers house cleaning to these targeted customers. House cleaning ranges from cleaning
of standard rooms such as kitchen, bathrooms, bedrooms, as well as more unusual jobs like
small disasters from children and pets.

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Market Analysis Summary

Mother's House Cleaning Service will target the upper end of the house cleaning market. It
would appear, at least if you opened the yellow pages, that there is not a need for another house
cleaning service. Make no mistake however, there is a need for a quality, honest service.
MHCS is offering a high quality, totally trustworthy service for high income households. Our
service will ooze professionalism. We are perfectionists and this will be clear by our service.
Cleanly, WA currently has quite a range of different residential house cleaning services,
from independent companies to franchise services. No one else is specifically targeting the
wealthy. We will be targeting two wealthy populations:
 Wealthy one-income households.

 Affluent two-income households.
Both of these targeted groups appreciate a professional, reliable, trustworthy, cleaning service
and are willing to pay a premium to get this top shelf level of service. We will be marketing our
service to these people through word of mouth referrals as well as through membership lists
from Cleanly's exclusive membership clubs.
Cleanly, WA, like most cities, has lots of cleaning services. Although there are lots of
competitors, we are the only company to go after the upper socio/economic class
exclusively. Demand for a upper-end cleaning service will allow us to have steady growth.
Market Segmentation
Mother's House Cleaning Service will be focusing on two upper socio/economic groups. The
first is the affluent where only one spouse works. Although the other spouse is at home and has
time to clean, he/she chooses not to. This spouse would rather volunteer for a public interest
organization, play tennis and golf, or just spend time how he/she chooses to. They have no
desire to clean the house. To them that is not enjoyable and they have the money to pay someone
to do that kind of work. This market has annual incomes over $200,000 and live in expensive
houses. While Cleanly, WA only has 650 families that fall into this category, this group reliably
uses cleaning services.
Our second segment of the market that we are targeting is the two income family. Over the last
couple of decades, the number of two-income households have increased, to a point where in
parts of the country they exceed one income families. Our target customer is two income
families whose combined annual income is over $125,000. These families don't really have the
time to clean, can afford a cleaning service, and choose to hire a service because the opportunity
costs are too high to waste time cleaning their house. These households are typically age 32-55
and live in houses valued over $250,000. Cleanly has approximately 10,000 families that fall into
this demographic. It is this segment which has tremendous potential for us. Nearly 80% of dual

income households use an outside cleaning service for some of their house cleaning according to
the U.S. Department of Commerce.
Additionally, there are some potential customers that MHCS has labeled as assorted "well-off"
households. These are families that have the money for our services that do not fit neatly into the
two previous categories.
Chart: Market Analysis (Pie)

Table: Market Analysis
Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Growth CAGR
Customers
Wealthy One- 11% 7 8 9 10 11 11.96%

income Households
Affluent Two- 13% 8 9 10 11 12 10.67%

income Households
Assorted "Well-off" 6% 8 8 8 8 8 0.00%

Households
Total 7.75% 23 25 27 29 31 7.75%
automatically.
Target Market Segment Strategy

MHCS is focusing on these people because they appreciate a professional, reliable, trustworthy,
and immaculate house cleaning service, and are more than willing to pay for this. While Cleanly,
WA has several different cleaning services, we are the only one that targets the affluent
exclusively. The wealthy are consistent customers. Whether they have a house cleaning service
does not depend on the finances each month. These groups always have the money for our
services, just as they always need/desire a clean house.
The affluent desire quality and are willing to pay a premium for a service that that they can trust
100%, that extrudes professionalism, and basically allows them to forget that they have to deal
with whatever it takes to get a clean house. We do all of this in a seamless, customer centric
manner.
We will market our company through a two-pronged approach. One prong is the distribution of a
color brochure detailing our services. The distribution of this document will be targeted to hit our
chosen segment. This will be done by setting up strategic relationships with organizations or
clubs whose members fits our targeted customer profile. Examples of this would be higher-end
athletic clubs, country clubs, wine connoisseur clubs, etc. We will gain access to these clubs
membership through deals where the club owners will receive our services for themselves to test
the quality so they then feel comfortable with helping us by being a "cheerleader" for our service.
The second prong of our approach will be through word of mouth referrals. We will offer
an economic incentive (such as a free visit) to our customers if they bring in new business
for

us. We believe this will be effective because the financial incentive will motivate their behavior,
and people naturally like to share good things with their friends.
Competition and Buying Patterns

Although there are lots of competitors in the cleaning service space, there is good reason for this
competition, demand is high. Plenty of maid/janitorial services have waiting lists, they are
unable to meet demand. Additionally, many of the maid and janitorial services are "mom and
pop" operations without enough employees. Cleaning service customers want quality, and not
everyone in the cleaning service space offers quality. How often when you ask one of your
friends for a referral do they tell you they have been using a bunch of different companies and
they have yet to find one that they are truly happy with.
The residential house cleaning niche is a subset of the larger cleaning business. Within the
cleaning business, there are both residential as well as commercial cleaners. The commercial
cleaners are typically a janitorial service that offers a wide range of services from general office
cleaning, to carpet cleaning, to window cleaning. Janitorial services are a one-stop service
offering for commercial businesses. There are also residential cleaning services. The residential
house cleaning market is serviced predominately by independent companies. There are however,
a few large franchises. Residential services are divided into a couple of different categories,
maid or house cleaners, carpet cleaners, window cleaners, and a variety of other services that are
required on a less frequent basis. They are far more restricted in their range of offered services
relative to the commercial janitorial services.
We charge a premium for our services, and people are willing to pay to get our unsurpassed
level of professionalism, trustworthiness, and attention to detail. We provide the most pleasant
experience possible.
Strategy and Implementation Summary

Mother's House Cleaning Service will be courting the high income families in Cleanly, WA. We
will be attractive to these customers because of our commitment to professional, trustworthy
service. We will achieve this high level of service through extensive training and a continuous
learning process. MHCS will be qualifying leads over the phone with estimates and more
importantly, with in-house meetings. This sales strategy should yield a steady increase in jobs
starting from month two.
Competitive Edge
Our competitive advantage will be based on our large investment in human capital. MHCS
begins with a rigorous training program for new employees. At the outset, employees with be
trained on how to clean. Granted everyone has some idea on how to clean, but we will show
them a methodical way producing a far cleaner home more efficiently. We will then be training

employees to work effectively on teams. While there are some households that prefer individual
cleaners instead of a team, a request that we are more then happy to oblige, we generally work in
teams as they are more efficient. Working efficiently on a team takes training, and through this
team training, we are able to make significant gains in efficiency.
The next topic of training involves professionalism. We provide our employees the tools
necessary to impress our most affluent clients. Professionalism is a skill that is used throughout
the service call, from the way the employee greets and interacts with the client, to the way they
clean, to the way they act when they break that priceless vase (which in the inevitable case
that we do break something, we have specific guidelines for the employee to follow to resolve
the conflict).
We finally train our employees to know what the expectations of our clients are. We will provide
them the tools needed to exceed these expectations.
This extensive training, both up front, as well as continuously (called our continuous learning
system) builds a trust relationship between our company and the client. It is the bond of trust
that will not only earn MHCS the loyalty of that customer but also the referral of several more of
their friends. Satisfied customers like to tell their friends about service providers that they are
happy with, people like to "spread the wealth" with their friends.
Lastly we will emphasize our use of environmentally sound chemicals. Other companies also use
environmentally sound chemicals so this is not a huge differentiation, but it is something that we
are proud of, and will be mentioned.
We will also be creating the appearance of professionalism through the use of uniforms and
large magnetic sign affixed to the side of the vehicles we use.
Sales Strategy
The sales process will begin through the qualification of leads generated from our marketing
campaign. The marketing campaign will primarily generate leads through interest sparked from
our brochures. Someone will call to receive more information about our service, while we will be
able to give them an estimate over the phone, we would prefer to be able to get into their home
and speak with them. On one hand we would be able to offer them a more accurate
estimate. More importantly however, it provides us an opportunity to impress them with our
company. We feel confident that since we are dealing with the affluent, who for many services
are less price sensitive, are more likely to be impressed with our professionalism, "feel" an
immediate trust bond forming, and sign up for the service.
For those clients whom we are only able to speak with over the phone, we will initially quote
them a price. Because they are less price sensitive then the general population, we will then
detail why our service is priced a bit higher than most. Mother's House Cleaning Service will
explain all of the different training systems and methodologies that each employee goes
through, and what expectations are reasonable for the customer to form about our superior
service. This

conversation will leave the prospective customer the impression that MHCS is indeed different
from the run of the mill residential cleaning services and that the price differential is justified.
Lastly, we will be qualifying the leads by explaining up front that our service is more
expensive. This is not a fact that we are trying to hide. We are setting up an expectation for the
customer that they can indeed expect more with our service. This "angle" is based on the
assumption that many people are not thrilled with their current cleaning service. Sure they
clean
adequately, but there is not a trust bond formed as if you had the same house cleaner for 20
years who helped raise your children. This is how we will differentiate ourselves and ultimately
win over new customers.
Sales Forecast
The first month will be used to set up the business. It is unlikely much/any business will be
officially transacted. In addition to dealing with legal and accounting issues for the business,
office equipment will be purchased and set up. Once the physical office is ready we will then
develop the employee policy and procedure manual. Then we will develop our training
program. This will take a bit of time therefore it is very important it is set up at the outset,
ensuring that it is completed and done properly when there are far less time constraints.
The second month will begin to see some activity. We will begin to field inquiries over the
phone and expect to turn some of those into contracts. The first week of jobs will be done as a
team, with Sarah and one employee. As the number of contracts begin to pick up at the end of
the second month an additional person will be hired to form the first employee team. By the end
of month four we will have built up enough demand that a new team of two will be trained
and begin working. Having two teams of two will be sufficient until month seven when two
more people will be brought on. We expect to remain with a six person head count into mid-
year two when we expect to bring on one more team.
The sales forecast is based on the assumption that increased demand will occur at a steady
pace. This is based on the assumption that a large part for our new clients after month two will
be from word of mouth referrals. The logic is that we will incrementally gain customers as we
continue to serve current customers. We will need a couple of visits before we can turn a new
client into a referral service. All this will happen steadily and incrementally. This forecast is on
the conservative side, it is possible that because we are superior to competing services that things
really take off, however, it would not be prudent to take that aggressive of a forecast. It is always
better to err on the side of caution.

Table: Sales Forecast
Sales Forecast
Year 1 Year 2 Year 3
Sales
Wealthy One-income Households $55,633 $56,014 $57,854

Affluent Two-income Households $123,337 $125,477 $128,744
Total Sales $178,970 $181,491 $186,598
Direct Cost of Sales Year 1 Year 2 Year 3

Wealthy One-income Households $1,601 $1,658 $1,785
Affluent Two-income Households $3,907 $4,245 $4,365
Subtotal Direct Cost of Sales $5,508 $5,903 $6,150
automatically.
Chart: Sales by Year

Chart: Sales Monthly
Milestones
Mother's House Cleaning Service will have several milestones early on:
 Business plan completion. This will be done as a roadmap for the organization. While
we do not need a business plan to raise capital, it will be an indispensable tool for the
ongoing performance and improvement of the company.
 Set up the office. This will be done within the first month. This includes setting up
the physical office where business will be transacted.
 Set up the supply room. This will be done in Sarah's garage. It will occur in the first
month and will be the place where all of the bulk, environmentally sound, chemicals
will be mixed into the proper concentrations.
 Training program. This will be the development of a training program for the
employees. The employees will receive initial sessions of training up-front, but
will undergo constant training, part of our constant learning process.
 Welcoming our sixth employee.

Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department

Business Plan Completion 1/1/2001 2/1/2001 $0 Tookleen Management
Office Set-up 1/1/2001 2/28/2001 $0 Tookleen Management
Set-up Supply Room 1/31/2001 3/15/2001 $0 Tookleen Management
Training Program 1/1/2001 2/1/2001 $0 Tookleen Management
Welcome Sixth Employee 5/1/2001 6/1/2001 $0 Everyone Everyone
Totals $0
automatically.
Chart: Milestones

Management Summary
Mother's House Cleaning Service is owned and operated by Sarah Tookleen. It will be formed as
a sole proprietorship. There is no compelling need to incorporate. The advantage of
incorporation, limited liability, can be offset by good insurance.
Sarah Tookleen, founder and owner, has a degree in History from Alfred University. Sarah spent
three of her four years in college working for a Sanitation Management cleaning
service. Sanitation Management was both a residential and commercial cleaning service. Sarah
worked on a cleaning crew with two other individuals. By the end of Sarah's third year she was
promoted to crew manager and was responsible for coordinating the jobs for that crew, as well as
all customer interactions. After college, Sarah moved from New York to Seattle where she was
employed as a Manager of Immaculate Cleanception, a residential house cleaning service. Sarah
managed the 23 person organization for two years. Her responsibilities included all facets of
management including, hiring, training, customer service, inventory control, and purchasing. It
was her experience at Immaculate Cleanception that provided Sarah with the skills and
confidence to open up her own company. She decided to move Cleanly, an upscale suburb of
Seattle with her husband and start her own company.
Personnel Plan
The staff will consist of Sarah working full time for MHCS. Initially Sarah will be working in
both the office as well as on jobs, by the end of month two she will be working only in the
office and will have hired an additional employee. Month five will see an additional two people
hired, and month six will see two more hired for a total of six employees.
We will be paying our employees a competitive hourly wage, quite a bit more than minimum
wage. This is calculated to attract a much higher caliber employee that is not looking for
temporary employment, but a stable job environment. This is compounded by the fact that in
order to make our training cost effective for us, we need this person to be a part of the company
for an extended period of time, not just a few months until a better job comes along. In addition
to paying an above market wage, we will be offering extensive training. This personal
development will be another attraction for the high caliber employee. The need for the higher
class employee is necessitated because of the upper end clients that we serve. In order to exceed
the customer's expectations of our services, we need to have the right employee that has been
properly trained and feels a sense of empowerment on the job.
Sarah will be paid a monthly salary. The rest of the profits will remain within the business.

Table: Personnel
Personnel Plan

Owner $24,000 $25,200 $26,460
Employees $86,889 $93,000 $102,000
Total People 0 0 0
Total Payroll $110,889 $118,200 $128,460
automatically.
Financial Plan
The following subtopics will provide more financial information.
Important Assumptions
See following table for MHCS' general assumptions.
Table: General Assumptions
General Assumptions
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 17.08% 25.00% 17.08%
Other 0 0 0
automatically.

Break-even Analysis
The break-even analysis is based on an average billing unit. The calculations are based on a
$1.00 unit of revenue and costs of sales as a percentage of $1.00.
Chart: Break-even Analysis
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even $11,140
Assumptions:
Average Percent Variable Cost 3%
Estimated Monthly Fixed Cost $10,797
automatically.

Projected Profit and Loss

The following table will indicate projected profit and loss.
Chart: Gross Margin Monthly

Chart: Gross Margin Yearly

Table: Profit and Loss
Pro Forma Profit and Loss

Sales $178,970 $181,491 $186,598
Direct Cost of Sales $5,508 $5,903 $6,150
Other $0 $0 $0
Total Cost of Sales $5,508 $5,903 $6,150
Gross Margin $173,462 $175,588 $180,448

Gross Margin % 96.92% 96.75% 96.70%
Expenses
Payroll $110,889 $118,200 $128,460
Sales and Marketing and Other $6,013 $5,968 $5,968
Expenses
Depreciation $0 $0 $0
Additional Payroll Burden $9,058 $10,841 $10,942
Leased Equipment $0 $0 $0
Utilities $1,200 $1,200 $1,200
Insurance $2,400 $2,400 $2,400
Rent $0 $0 $0
Payroll Taxes $0 $0 $0
Other $0 $0 $0
Total Operating Expenses $129,560 $138,609 $148,970
Profit Before Interest and Taxes $43,902 $36,979 $31,478

EBITDA $43,902 $36,979 $31,478
Interest Expense $0 $0 $0
Taxes Incurred $12,108 $9,245 $5,378
Net Profit $31,794 $27,734 $26,101

Net Profit/Sales 17.76% 15.28% 13.99%
automatically.

Chart: Profit Monthly

Chart: Profit Yearly

Projected Cash Flow

The following table will indicate projected cash flow.
Chart: Cash

Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $178,970 $181,491 $186,598
Subtotal Cash from Operations $178,970 $181,491 $186,598
Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $5,000 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $0 $0 $0
Subtotal Cash Received $183,970 $181,491 $186,598
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations

Cash Spending $110,889 $118,200 $128,460
Bill Payments $32,586 $37,444 $32,305
Subtotal Spent on Operations $143,475 $155,644 $160,765
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 $5,000 $0 $0
Long-term Liabilities Principal Repayment $0 $0 $0
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $148,475 $155,644 $160,765
Net Cash Flow $35,495 $25,847 $25,833

Cash Balance $44,570 $70,417 $96,250
automatically.

Projected Balance Sheet

The following table will indicate the projected balance sheet.
Table: Balance Sheet
Pro Forma Balance Sheet

Assets
Current Assets
Cash $44,570 $70,417 $96,250
Inventory $1,492 $1,074 $1,088
Other Current Assets $0 $0 $0
Total Current Assets $46,062 $71,491 $97,338
Long-term Assets
Long-term Assets $0 $0 $0
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $0 $0 $0
Total Assets $46,062 $71,491 $97,338
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable $5,193 $2,888 $2,634
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $5,193 $2,888 $2,634
Long-term Liabilities $0 $0 $0
Total Liabilities $5,193 $2,888 $2,634
Paid-in Capital $13,000 $13,000 $13,000

Retained Earnings ($3,925) $27,869 $55,603
Earnings $31,794 $27,734 $26,101
Total Capital $40,869 $68,603 $94,704
Total Liabilities and Capital $46,062 $71,491 $97,338
Net Worth $40,869 $68,603 $94,704
automatically.

Business Ratios
The following table contains important business ratios from the building maintenance
services industry, as determined by the Standard Industry Classification (SIC) Index code 7349.
Table: Ratios
Ratio Analysis
Year 1 Year 2 Year 3 Industry
Profile
Sales Growth n.a. 1.41% 2.81% 7.30%
Percent of Total Assets

Inventory 3.24% 1.50% 1.12% 3.80%
Other Current Assets 0.00% 0.00% 0.00% 44.90%
Total Current Assets 100.00% 100.00% 100.00% 73.40%
Long-term Assets 0.00% 0.00% 0.00% 26.60%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 11.27% 4.04% 2.71% 44.40%

Long-term Liabilities 0.00% 0.00% 0.00% 16.40%
Total Liabilities 11.27% 4.04% 2.71% 60.80%
Net Worth 88.73% 95.96% 97.29% 39.20%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 96.92% 96.75% 96.70% 0.00%
Selling, General & 94.22% 93.58% 91.63% 81.70%
Administrative Expenses
Advertising Expenses 0.93% 1.06% 1.03% 1.30%
Profit Before Interest and Taxes 24.53% 20.38% 16.87% 2.00%
Main Ratios
Current 8.87 24.75 36.95 1.67
Quick 8.58 24.38 36.54 1.33
Total Debt to Total Assets 11.27% 4.04% 2.71% 60.80%
Pre-tax Return on Net Worth 107.42% 53.90% 33.24% 3.50%
Pre-tax Return on Assets 95.31% 51.73% 32.34% 9.00%
Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin 17.76% 15.28% 13.99% n.a
Return on Equity 77.79% 40.43% 27.56% n.a
Activity Ratios
Inventory Turnover 5.89 4.60 5.69 n.a
Accounts Payable Turnover 7.28 12.17 12.17 n.a
Payment Days 27 42 31 n.a
Total Asset Turnover 3.89 2.54 1.92 n.a

Debt Ratios
Debt to Net Worth 0.13 0.04 0.03 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a
Liquidity Ratios
Net Working Capital $40,869 $68,603 $94,704 n.a
Interest Coverage 0.00 0.00 0.00 n.a
Additional Ratios
Assets to Sales 0.26 0.39 0.52 n.a
Current Debt/Total Assets 11% 4% 3% n.a
Acid Test 8.58 24.38 36.54 n.a
Sales/Net Worth 4.38 2.65 1.97 n.a
Dividend Payout 0.00 0.00 0.00 n.a
automatically.

Appendix
Sales Forecast (With Monthly Detail)
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
Wealthy One-income 0% $1,200 $1,200 $2,245 $2,400 $4,808 $5,100 $5,312 $6,400 $6,454 $6,514 $6,600 $7,400
Households
Affluent Two-income 0% $3,850 $3,850 $4,445 $4,600 $8,897 $9,258 $10,100 $14,580 $15,000 $15,011 $16,741 $17,005
Households
Total Sales $5,050 $5,050 $6,690 $7,000 $13,705 $14,358 $15,412 $20,980 $21,454 $21,525 $23,341 $24,405
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
Wealthy One-income $60 $60 $65 $68 $132 $145 $154 $165 $174 $181 $187 $210
Households
Affluent Two-income $151 $151 $160 $165 $354 $365 $371 $387 $412 $445 $457 $489
Households
Subtotal Direct Cost of $211 $211 $225 $233 $486 $510 $525 $552 $586 $626 $644 $699
Sales
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Personnel (With Monthly Details)

Personnel Plan
Owner 0% $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Employees 0% $2,250 $3,185 $6,200 $6,254 $7,000 $7,000 $8,000 $8,000 $8,000 $10,000 $10,000 $11,000
Total People 0 0 0 0 0 0 0 0 0 0 0 0
Total Payroll $4,250 $5,185 $8,200 $8,254 $9,000 $9,000 $10,000 $10,000 $10,000 $12,000 $12,000 $13,000
General Assumptions (With Monthly Detail)

General
Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Interest Rate
Long-term 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Interest Rate
Tax Rate 30.00% 0.00% 0.00% 0.00% 0.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Profit and Loss Statement (With Monthly Detail)

Pro Forma Profit
and Loss
Sales $5,050 $5,050 $6,690 $7,000 $13,705 $14,358 $15,412 $20,980 $21,454 $21,525 $23,341 $24,405
Direct Cost of $211 $211 $225 $233 $486 $510 $525 $552 $586 $626 $644 $699
Sales
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Cost of $211 $211 $225 $233 $486 $510 $525 $552 $586 $626 $644 $699
Sales
Gross Margin $4,839 $4,839 $6,465 $6,767 $13,219 $13,848 $14,887 $20,428 $20,868 $20,899 $22,697 $23,706
Gross Margin % 95.82% 95.82% 96.64% 96.67% 96.45% 96.45% 96.59% 97.37% 97.27% 97.09% 97.24% 97.14%
Expenses
Payroll $4,250 $5,185 $8,200 $8,254 $9,000 $9,000 $10,000 $10,000 $10,000 $12,000 $12,000 $13,000
Sales and $0 $503 $503 $503 $523 $523 $523 $523 $528 $528 $528 $828
Marketing and
Other Expenses
Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Additional $169 $239 $465 $469 $752 $758 $759 $1,041 $1,050 $1,099 $1,125 $1,133
Payroll Burden
Leased $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Equipment
Utilities $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Insurance $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Payroll Taxes 15% $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
Total Operating $4,719 $6,227 $9,468 $9,526 $10,575 $10,581 $11,582 $11,864 $11,878 $13,927 $13,953 $15,261
Expenses
Profit Before $120 ($1,388) ($3,003) ($2,759) $2,644 $3,267 $3,305 $8,564 $8,990 $6,972 $8,744 $8,445
Interest and
Taxes
EBITDA $120 ($1,388) ($3,003) ($2,759) $2,644 $3,267 $3,305 $8,564 $8,990 $6,972 $8,744 $8,445
Interest $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Expense
Taxes Incurred $36 $0 $0 $0 $0 $817 $826 $2,141 $2,247 $1,743 $2,186 $2,111
Net Profit $84 ($1,388) ($3,003) ($2,759) $2,644 $2,450 $2,479 $6,423 $6,742 $5,229 $6,558 $6,334
Net Profit/Sales 1.67% -27.48% -44.89% -39.41% 19.29% 17.06% 16.09% 30.62% 31.43% 24.29% 28.10% 25.95%
Cash Flow Statement (With Monthly Detail)

Pro Forma Cash Flow
Cash Received
Cash from Operations

Cash Sales $5,050 $5,050 $6,690 $7,000 $13,705 $14,358 $15,412 $20,980 $21,454 $21,525 $23,341 $24,405
Subtotal Cash from Operations $5,050 $5,050 $6,690 $7,000 $13,705 $14,358 $15,412 $20,980 $21,454 $21,525 $23,341 $24,405
Additional Cash Received

Sales Tax, VAT, HST/GST 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Received
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest- $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0
free)
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $5,050 $5,050 $6,690 $12,000 $13,705 $14,358 $15,412 $20,980 $21,454 $21,525 $23,341 $24,405
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 $4,250 $5,185 $8,200 $8,254 $9,000 $9,000 $10,000 $10,000 $10,000 $12,000 $12,000 $13,000
Bill Payments $50 $1,489 $1,049 $1,301 $2,249 $1,636 $3,365 $2,495 $5,009 $5,077 $3,719 $5,147
Subtotal Spent on Operations $4,300 $6,674 $9,249 $9,555 $11,249 $10,636 $13,365 $12,495 $15,009 $17,077 $15,719 $18,147
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Out
Principal Repayment of Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing
Other Liabilities Principal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000
Repayment
Long-term Liabilities Principal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Repayment
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 $4,300 $6,674 $9,249 $9,555 $11,249 $10,636 $13,365 $12,495 $15,009 $17,077 $15,719 $23,147
Net Cash Flow $750 ($1,624) ($2,559) $2,445 $2,456 $3,722 $2,047 $8,485 $6,445 $4,448 $7,622 $1,258
Cash Balance $9,825 $8,200 $5,641 $8,086 $10,542 $14,264 $16,311 $24,796 $31,242 $35,690 $43,312 $44,570
Balance Sheet (With Monthly Detail)

Pro Forma Balance Sheet
Assets Starting
Balances
Current Assets
Cash $9,075 $9,825 $8,200 $5,641 $8,086 $10,542 $14,264 $16,311 $24,796 $31,242 $35,690 $43,312 $44,570
Inventory $0 $789 $578 $353 $1,120 $634 $1,124 $599 $1,047 $1,461 $835 $1,191 $1,492
Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Current Assets $9,075 $10,614 $8,778 $5,994 $9,206 $11,176 $15,388 $16,910 $25,843 $32,703 $36,525 $44,503 $46,062
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 $9,075 $10,614 $8,778 $5,994 $9,206 $11,176 $15,388 $16,910 $25,843 $32,703 $36,525 $44,503 $46,062
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 $1,455 $1,007 $1,226 $2,196 $1,523 $3,285 $2,328 $4,838 $4,955 $3,548 $4,968 $5,193
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $0
Subtotal Current Liabilities $0 $1,455 $1,007 $1,226 $7,196 $6,523 $8,285 $7,328 $9,838 $9,955 $8,548 $9,968 $5,193
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Liabilities $0 $1,455 $1,007 $1,226 $7,196 $6,523 $8,285 $7,328 $9,838 $9,955 $8,548 $9,968 $5,193
Paid-in Capital $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000
Retained Earnings ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925) ($3,925)
Earnings $0 $84 ($1,304) ($4,307) ($7,066) ($4,422) ($1,972) $507 $6,930 $13,673 $18,902 $25,460 $31,794
Total Capital $9,075 $9,159 $7,771 $4,768 $2,009 $4,653 $7,103 $9,582 $16,005 $22,748 $27,977 $34,535 $40,869
Total Liabilities and Capital $9,075 $10,614 $8,778 $5,994 $9,206 $11,176 $15,388 $16,910 $25,843 $32,703 $36,525 $44,503 $46,062
Net Worth $9,075 $9,159 $7,771 $4,768 $2,009 $4,653 $7,103 $9,582 $16,005 $22,748 $27,977 $34,535 $40,869
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Market Analysis Summary...........................................................................................................7

Strategy and Implementation Summary...................................................................................10

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Profit and Loss Statement (With Monthly Detail)..........................................................................iv

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 To create a service based company whose #1 goal is exceeding customer's expectations.

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Uniforms will be used to give off a professional image.

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Total Requirements $13,000

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Table: Start-up Funding

Liabilities and Capital

Loss at Start-up (Start-up Expenses) ($3,925)

Total Capital and Liabilities $9,075

Total Funding $13,000

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1. Transparency and Empowerment

2. Explore 25+ Lenders and Get Impartial Advice

3. You Choose From Competitive Offers

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Market Analysis Summary

 Wealthy one-income households.

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Chart: Market Analysis (Pie)

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Table: Market Analysis

Wealthy One- 11% 7 8 9 10 11 11.96%

Affluent Two- 13% 8 9 10 11 12 10.67%

Assorted "Well-off" 6% 8 8 8 8 8 0.00%

Total 7.75% 23 25 27 29 31 7.75%

Target Market Segment Strategy

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Competition and Buying Patterns

Strategy and Implementation Summary

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Table: Sales Forecast

Wealthy One-income Households $55,633 $56,014 $57,854

Direct Cost of Sales Year 1 Year 2 Year 3

Chart: Sales by Year

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Chart: Sales Monthly

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Milestone Start Date End Date Budget Manager Department

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Year 1 Year 2 Year 3

Total Payroll $110,889 $118,200 $128,460

Table: General Assumptions

Year 1 Year 2 Year 3