Start-up Funding | |
Start-up Expenses to Fund | $1,450 |
Start-up Assets to Fund | $15,550 |
Total Funding Required | $17,000 |
Assets | |
Non-cash Assets from Start-up | $2,800 |
Cash Requirements from Start-up | $12,750 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $12,750 |
Total Assets | $15,550 |
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 | |
Steve | $17,000 |
Investor 2 | $0 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $17,000 |
Loss at Start-up (Start-up Expenses) | ($1,450) |
Total Capital | $15,550 |
Total Capital and Liabilities | $15,550 |
Total Funding | $17,000 |
Contemporary Ti Design manufactures titanium jewelry. The jewelry takes the form or pendants, approximately, and pins. All of the jewelry is made out of titanium. All of the products are designed and made by Steve.
Steve has chosen titanium because of its unique characteristics. It is stronger than steel, yet similar in weight to aluminum. It is inert and hypoallergenic.
Most of the jewelry is left unfinished. The grey of the titanium by itself looks quite nice. Some of the pieces are anodized. Anodizing adds a broad range colors to the titanium. Anodizing occurs by immersing the titanium in electrically charged water or hooking up the titanium to a electrical power source. When charged with electricity, a light film or oxide will form on the surface of the titanium and this produces color.
Contemporary Ti Design’s pieces are constructed out of titanium sheets. The material is cut using a saw blade. The interior of the pieces are cut by piercing a small hole through the interior and inserting a saw blade. All pieces are made from several pieces of titanium. The pieces are held together by rivets. Small holes are drilled through the different pieces and a small wire (rivet) is inserted through. The head and end of the rivet are tapped with a hammer and that enlarges the end holding the pieces together. In addition to the utility of the rivet, it is aesthetically pleasing in terms of the overall look of the piece.
Contemporary Ti Design will be focusing on two distinct groups of customers. One is the end consumer, the other is galleries, to be used as a distribution channel. The end consumer will be interacting with Steve via his website as well as through personal contact at exhibitions/shows. The galleries (museum shops, jewelry stores) will also be met through the exhibitions and shows. At these events a long term relationship will be entered into so that the shops become a retail distribution channel for Contemporary Ti Design. Additionally, Contemporary Ti Design will be traveling the country meeting with different galleries and setting up retailing relationships with them.
Contemporary Ti Design has two targeted groups of people, galleries and individuals:
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Retailers (Galleries) | 7% | 2,525 | 2,702 | 2,891 | 3,093 | 3,310 | 7.00% |
Individuals | 9% | 165,475 | 180,368 | 196,601 | 214,295 | 233,582 | 9.00% |
Other | 0% | 0 | 0 | 0 | 0 | 0 | 0.00% |
Total | 8.97% | 168,000 | 183,070 | 199,492 | 217,388 | 236,892 | 8.97% |
Contemporary Ti Design is targeting galleries and individuals because they are the most likely purchasers of the jewelry. Galleries typically purchase works of art from many different artisans. The galleries will first come into contact with Contemporary through examples of the work at an exhibition, or the retailer is contacted by Steve (or sales rep) and shown samples. If there is interest, the gallery will place an order for a few representative pieces. This is hopefully the beginning of a long-term relationship where the gallery will then reorder more pieces to replenish their stock as well as to hopefully broaden their product offering.
Contemporary’s target segment strategy for the individuals will also be based on exhibitions. The individual will see examples of Steve’s work and either purchase the product right then, or will be referred to the website where a complete product listing is available and all pieces are sold. Additionally, individuals will come across our website, either from a referral or a targeted Web search. The individual is able to make a purchase, or find out what galleries carry Contemporary’s pieces to view them in person.
The jewelry industry, or even broader the art industry, is quite large and diverse. There are countless different artisans making so many different pieces of work. There are artists from every state that manufacture products. Some sell to large department stores, some to galleries, some sell them only via a website, others will travel with the products and sell what they are carrying.
As previously stated, the jewelry industry is composed of thousand upon thousands of people. Some work and distribute locally, others have national distribution systems set up. Some artists will design products for larger companies to manufacture, others will design and make the pieces themselves. This business plan will have an abridged competition section. This is because of the very large and distributed nature of artisan jewelry design, the market is entirely too dispersed to have a complete catalog of the competition.
Competition does take the following forms:
The buying patterns of consumers fall into typically two types: gifts and impulse purchases. A gift purchase occurs when the buyer is looking for a gift for someone, sees the art piece, and then purchases it. In this case the plan is to make a purchase, it is just not known what or where that purchase will be made. The other buying pattern is an impulse purchase. Someone will be shopping, they are not in need of anything, will see the item and have to have it, buying it on the spot. One last pattern, that occurs less frequently is if someone was looking for an “accessory” that would match an outfit and happens to come across the piece of jewelry and buys it.
Contemporary Ti Design is Steve Artificer’s design and manufacturing company. Contemporary’s competitive edge is Steve’s artistic skill. While Steve does not have a monopoly of artistic skill, his level of creativity and expertise is encountered very infrequently. Steve will be applying his competitive edge in the development of some wonderful pieces of art. These works will be sold initially by Steve through shows and exhibitions, as well as through strategic relationships with retail outlets. Toward the end of year one Steve will cease handling sales activity personally and hire an independent sale representative to handle exhibitions and retailers.
Contemporary Ti Design’s competitive edge is fairly simple. It is based on creative, unusual designs. While this strategy can be replicated, it is not easy. Creative, unusual designs require skill. While not everyone has artistic skill, Steve is certainly not the only one graced with this skill. Regardless, Steve is very skilled in what he does, and every piece that he manufactures incorporates an element of creative, unusual, eye catching design that stands out from most jewelry.
Contemporary Ti Design’s sales strategy will be targeted at getting a wide range of galleries to carry Steve’s products. This will be done with two methods. The first is attendance and display at different shows. The shows are typically craft shows, art shows or art festivals. Although final consumers attend these shows, buyers from galleries attend these shows to meet artists and form relationships with them. The other method of reaching the galleries is through the process of traveling to different galleries and speaking with the buyer or owner and showing them the pieces that Contemporary Ti Design designs. Lists can be purchased of different galleries in the country and Steve or a sales representative will travel and show off the “wares.”
The first month will be spent setting up the work quarters and building up inventory. The second month will be spent traveling around visiting galleries trying to set up distribution channels. Month three will mark the first month of some sales activity. Steve will have been to several exhibits and sold products as well as pieces sold through the website. From month three on sales will increase incrementally. Steve will be on the road usually about a week per month traveling to different galleries and exhibits. This will occur till month eight. Month eight will mark the time when Steve will hire a sales representative to do the traveling to set up distributors and attend exhibitions to allow Steve to concentrate on his design and production. Month eight will mark a larger increase in the sales.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Retailers (Galleries) | $21,593 | $38,874 | $45,785 |
Individuals | $17,708 | $23,545 | $29,874 |
Total Sales | $39,301 | $62,419 | $75,659 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Retailers (Galleries) | $3,239 | $5,831 | $6,868 |
Individuals | $2,656 | $3,532 | $4,481 |
Subtotal Direct Cost of Sales | $5,895 | $9,363 | $11,349 |
Contemporary Ti Design will have several milestones early on:
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan Completion | 1/1/2001 | 2/1/2001 | $0 | ABC | Marketing |
Set-up Office and Work Shop | 1/1/2001 | 2/1/2001 | $1,450 | ABC | Department |
Set-up First Distribution Channel. | 2/1/2001 | 3/1/2001 | $600 | ABC | Department |
Steve Begins Design and Manufacturing Full Time | 8/1/2001 | 8/1/2001 | $0 | ABC | Department |
Totals | $2,050 |
Contemporary Ti Design is owned and operated by Steve Artificer. It will be formed as a sole proprietorship. Steve was always an artistic child, even at a young age instead of playing sports such as baseball and kickball would make things. He would often find ordinary things lying around school and transform them into a piece of art. Most of his free time was spent crafting things, this is what he enjoyed.
Steve pursued his undergraduate degree from the Cleveland Institute of Art (CIA). At the CIA Steve studies graphic design. Steve worked throughout school at a local design firm that did a wide range of design work including company logos, furniture design, and product design.
Upon graduation Steve was unsure what direction in the art industry he wanted to pursue so he decided to pursue a Masters in product design from Iowa State University. While at Iowa Steve met E. Douglas Wunder, a designer who primarily used titanium. Steve worked with Douglas for two years, an event that sealed his fate. Steve realized that he needed to develop his own business, specifically a jewelry design and manufacturing studio, also specializing in titanium. Recognizing that location of the studio was not that important, Steve moved out to Hood River, OR with his wife because of the proximity to the mountains and opened shop up in the basement of his house.
Steve, for the first eight months will wear many different hats. He will be designer and manufacturer of the jewelry. He will also handle all ordering of the raw material and sales of the pieces. Steve will bring on board an independent sales representative to take over the sales and marketing of the pieces.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Steve | $24,000 | $24,000 | $24,000 |
Independant Sales Representative | $3,500 | $8,400 | $8,400 |
Total People | 2 | 2 | 2 |
Total Payroll | $27,500 | $32,400 | $32,400 |
The following sections will outline the important financial information.
The following table highlights some of the important financial assumptions for Contemporary Ti Design.
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 25.42% | 25.00% | 25.42% |
Other | 0 | 0 | 0 |
The following table and chart show our Break-even Analysis.
Break-even Analysis | |
Monthly Revenue Break-even | $3,879 |
Assumptions: | |
Average Percent Variable Cost | 15% |
Estimated Monthly Fixed Cost | $3,297 |
The following table indicates projected profit and loss.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $39,301 | $62,419 | $75,659 |
Direct Cost of Sales | $5,895 | $9,363 | $11,349 |
Other | $0 | $0 | $0 |
Total Cost of Sales | $5,895 | $9,363 | $11,349 |
Gross Margin | $33,406 | $53,056 | $64,310 |
Gross Margin % | 85.00% | 85.00% | 85.00% |
Expenses | |||
Payroll | $27,500 | $32,400 | $32,400 |
Sales and Marketing and Other Expenses | $5,200 | $1,200 | $1,200 |
Depreciation | $936 | $936 | $928 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $600 | $600 | $600 |
Insurance | $1,200 | $1,200 | $1,200 |
Rent | $0 | $0 | $0 |
Payroll Taxes | $4,125 | $4,860 | $4,860 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $39,561 | $41,196 | $41,188 |
Profit Before Interest and Taxes | ($6,155) | $11,860 | $23,122 |
EBITDA | ($5,219) | $12,796 | $24,050 |
Interest Expense | $0 | $0 | $0 |
Taxes Incurred | $0 | $2,965 | $5,877 |
Net Profit | ($6,155) | $8,895 | $17,245 |
Net Profit/Sales | -15.66% | 14.25% | 22.79% |
The following chart and table indicate projected cash flow.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $13,755 | $21,847 | $26,481 |
Cash from Receivables | $18,949 | $36,692 | $46,956 |
Subtotal Cash from Operations | $32,705 | $58,539 | $73,437 |
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 | $2,000 | $0 | $0 |
Subtotal Cash Received | $34,705 | $58,539 | $73,437 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $27,500 | $32,400 | $32,400 |
Bill Payments | $16,525 | $20,725 | $25,078 |
Subtotal Spent on Operations | $44,025 | $53,125 | $57,478 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $44,025 | $53,125 | $57,478 |
Net Cash Flow | ($9,321) | $5,414 | $15,959 |
Cash Balance | $3,429 | $8,843 | $24,802 |
The following table indicates the projected balance sheet.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $3,429 | $8,843 | $24,802 |
Accounts Receivable | $6,596 | $10,477 | $12,699 |
Inventory | $1,105 | $1,755 | $2,127 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $11,131 | $21,075 | $39,628 |
Long-term Assets | |||
Long-term Assets | $2,800 | $2,800 | $2,800 |
Accumulated Depreciation | $936 | $1,872 | $2,800 |
Total Long-term Assets | $1,864 | $928 | $0 |
Total Assets | $12,995 | $22,003 | $39,628 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $1,600 | $1,713 | $2,092 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $1,600 | $1,713 | $2,092 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $1,600 | $1,713 | $2,092 |
Paid-in Capital | $19,000 | $19,000 | $19,000 |
Retained Earnings | ($1,450) | ($7,605) | $1,290 |
Earnings | ($6,155) | $8,895 | $17,245 |
Total Capital | $11,395 | $20,290 | $37,535 |
Total Liabilities and Capital | $12,995 | $22,003 | $39,628 |
Net Worth | $11,395 | $20,290 | $37,535 |
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 | |||||||||||||
Retailers (Galleries) | 0% | $0 | $0 | $1,547 | $1,654 | $1,745 | $1,732 | $1,874 | $1,888 | $2,487 | $2,687 | $2,854 | $3,125 |
Individuals | 0% | $0 | $0 | $1,345 | $1,445 | $1,547 | $1,585 | $1,645 | $1,774 | $1,987 | $2,045 | $2,114 | $2,221 |
Total Sales | $0 | $0 | $2,892 | $3,099 | $3,292 | $3,317 | $3,519 | $3,662 | $4,474 | $4,732 | $4,968 | $5,346 | |
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 | |
Retailers (Galleries) | $0 | $0 | $232 | $248 | $262 | $260 | $281 | $283 | $373 | $403 | $428 | $469 | |
Individuals | $0 | $0 | $202 | $217 | $232 | $238 | $247 | $266 | $298 | $307 | $317 | $333 | |
Subtotal Direct Cost of Sales | $0 | $0 | $434 | $465 | $494 | $498 | $528 | $549 | $671 | $710 | $745 | $802 |
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 | ||
Steve | 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 |
Independant Sales Representative | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $700 | $700 | $700 | $700 | $700 |
Total People | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 2 | 2 | 2 | 2 | 2 | |
Total Payroll | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 25.00% | 25.00% | 25.00% | 25.00% | 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 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $0 | $0 | $2,892 | $3,099 | $3,292 | $3,317 | $3,519 | $3,662 | $4,474 | $4,732 | $4,968 | $5,346 | |
Direct Cost of Sales | $0 | $0 | $434 | $465 | $494 | $498 | $528 | $549 | $671 | $710 | $745 | $802 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $0 | $0 | $434 | $465 | $494 | $498 | $528 | $549 | $671 | $710 | $745 | $802 | |
Gross Margin | $0 | $0 | $2,458 | $2,634 | $2,798 | $2,819 | $2,991 | $3,113 | $3,803 | $4,022 | $4,223 | $4,544 | |
Gross Margin % | 0.00% | 0.00% | 85.00% | 85.00% | 85.00% | 85.00% | 85.00% | 85.00% | 85.00% | 85.00% | 85.00% | 85.00% | |
Expenses | |||||||||||||
Payroll | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | |
Sales and Marketing and Other Expenses | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $100 | $100 | $100 | $100 | |
Depreciation | $78 | $78 | $78 | $78 | $78 | $78 | $78 | $78 | $78 | $78 | $78 | $78 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | |
Insurance | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | |
Rent | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Payroll Taxes | 15% | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $405 | $405 | $405 | $405 | $405 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $3,128 | $3,128 | $3,128 | $3,128 | $3,128 | $3,128 | $3,128 | $3,933 | $3,433 | $3,433 | $3,433 | $3,433 | |
Profit Before Interest and Taxes | ($3,128) | ($3,128) | ($670) | ($494) | ($330) | ($309) | ($137) | ($820) | $370 | $589 | $790 | $1,111 | |
EBITDA | ($3,050) | ($3,050) | ($592) | ($416) | ($252) | ($231) | ($59) | ($742) | $448 | $667 | $868 | $1,189 | |
Interest Expense | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Taxes Incurred | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | ($3,128) | ($3,128) | ($670) | ($494) | ($330) | ($309) | ($137) | ($820) | $370 | $589 | $790 | $1,111 | |
Net Profit/Sales | 0.00% | 0.00% | -23.16% | -15.94% | -10.02% | -9.30% | -3.89% | -22.40% | 8.27% | 12.45% | 15.90% | 20.78% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $0 | $0 | $1,012 | $1,085 | $1,152 | $1,161 | $1,232 | $1,282 | $1,566 | $1,656 | $1,739 | $1,871 | |
Cash from Receivables | $0 | $0 | $0 | $63 | $1,884 | $2,019 | $2,140 | $2,160 | $2,290 | $2,398 | $2,914 | $3,081 | |
Subtotal Cash from Operations | $0 | $0 | $1,012 | $1,147 | $3,036 | $3,179 | $3,372 | $3,442 | $3,856 | $4,054 | $4,652 | $4,952 | |
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 | $2,000 | $0 | $0 | $0 | |
Subtotal Cash Received | $0 | $0 | $1,012 | $1,147 | $3,036 | $3,179 | $3,372 | $3,442 | $5,856 | $4,054 | $4,652 | $4,952 | |
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 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | |
Bill Payments | $35 | $1,050 | $1,083 | $2,050 | $2,017 | $1,083 | $2,017 | $1,087 | $2,138 | $1,655 | $1,622 | $688 | |
Subtotal Spent on Operations | $2,035 | $3,050 | $3,083 | $4,050 | $4,017 | $3,083 | $4,017 | $3,787 | $4,838 | $4,355 | $4,322 | $3,388 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
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 | $2,035 | $3,050 | $3,083 | $4,050 | $4,017 | $3,083 | $4,017 | $3,787 | $4,838 | $4,355 | $4,322 | $3,388 | |
Net Cash Flow | ($2,035) | ($3,050) | ($2,071) | ($2,903) | ($980) | $96 | ($645) | ($345) | $1,018 | ($301) | $331 | $1,564 | |
Cash Balance | $10,715 | $7,665 | $5,594 | $2,691 | $1,711 | $1,807 | $1,162 | $818 | $1,836 | $1,535 | $1,866 | $3,429 |
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 | $12,750 | $10,715 | $7,665 | $5,594 | $2,691 | $1,711 | $1,807 | $1,162 | $818 | $1,836 | $1,535 | $1,866 | $3,429 |
Accounts Receivable | $0 | $0 | $0 | $1,880 | $3,831 | $4,087 | $4,225 | $4,372 | $4,591 | $5,209 | $5,887 | $6,202 | $6,596 |
Inventory | $0 | $0 | $0 | $566 | $1,101 | $608 | $1,110 | $582 | $1,033 | $1,362 | $1,652 | $907 | $1,105 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $12,750 | $10,715 | $7,665 | $8,040 | $7,624 | $6,406 | $7,142 | $6,116 | $6,442 | $8,407 | $9,074 | $8,975 | $11,131 |
Long-term Assets | |||||||||||||
Long-term Assets | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 |
Accumulated Depreciation | $0 | $78 | $156 | $234 | $312 | $390 | $468 | $546 | $624 | $702 | $780 | $858 | $936 |
Total Long-term Assets | $2,800 | $2,722 | $2,644 | $2,566 | $2,488 | $2,410 | $2,332 | $2,254 | $2,176 | $2,098 | $2,020 | $1,942 | $1,864 |
Total Assets | $15,550 | $13,437 | $10,309 | $10,606 | $10,112 | $8,816 | $9,474 | $8,370 | $8,618 | $10,505 | $11,094 | $10,917 | $12,995 |
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 | $1,015 | $1,015 | $1,982 | $1,982 | $1,015 | $1,982 | $1,015 | $2,083 | $1,600 | $1,600 | $633 | $1,600 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $1,015 | $1,015 | $1,982 | $1,982 | $1,015 | $1,982 | $1,015 | $2,083 | $1,600 | $1,600 | $633 | $1,600 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $0 | $1,015 | $1,015 | $1,982 | $1,982 | $1,015 | $1,982 | $1,015 | $2,083 | $1,600 | $1,600 | $633 | $1,600 |
Paid-in Capital | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $19,000 | $19,000 | $19,000 | $19,000 |
Retained Earnings | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) | ($1,450) |
Earnings | $0 | ($3,128) | ($6,256) | ($6,926) | ($7,420) | ($7,749) | ($8,058) | ($8,195) | ($9,015) | ($8,645) | ($8,056) | ($7,266) | ($6,155) |
Total Capital | $15,550 | $12,422 | $9,294 | $8,624 | $8,130 | $7,801 | $7,492 | $7,355 | $6,535 | $8,905 | $9,494 | $10,284 | $11,395 |
Total Liabilities and Capital | $15,550 | $13,437 | $10,309 | $10,606 | $10,112 | $8,816 | $9,474 | $8,370 | $8,618 | $10,505 | $11,094 | $10,917 | $12,995 |
Net Worth | $15,550 | $12,422 | $9,294 | $8,624 | $8,130 | $7,801 | $7,492 | $7,355 | $6,535 | $8,905 | $9,494 | $10,284 | $11,395 |
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Just starting out in the jewellery making industry? Are you looking to start up your own business? Knowing what to do and in what order can be quite overwhelming – particularly where making money is concerned. That’s where writing a business plan can help. This document will act as a roadmap, a place to hold all of the goals you want to achieve with your business – helping you stay on track and on target. So, how do you go about making an online jewellery business plan template? And what sort of points do you need to include in your jewellery business plan? Discover the answer to these questions and more helpful tips along the way, below.
Wondering how to write a business plan? First of all, there are a few key things you’ll want to include. These will help you define your idea, spot any potential roadblocks, set out your goals and measure your progress along the way.
Having a jewellery business plan in place will help you to secure future investment or a loan from the bank, so it’s important that you get it right. It can also be a great way to gain the support of customers, suppliers and future employees.
Begin by making some notes on the following:
Now you know what to include, how do you actually go about writing a jewellery business plan template? Firstly, you’ll want to set out the overall goals for your business. Are you looking to scale up and grow? Is there a certain profit margin you want to achieve? This will have to be accounted for in your jewellery start-up business plan with a vision of the long-term logistics, as well as sorting the current logistics.
What’s more, although writing a business plan for jewellery businesses may seem daunting, it could help you discover some new opportunities too. For example, you may learn about new jewellery trends and different ways of producing your designs, for a cheaper price.
Work methodically through our online jewellery business plan template and you’ll have a much clearer view of what direction you’d like your business to head in. Looking for more business-related advice? Our Business Advice Hub is full of helpful guides like this one, to help you navigate the jewellery making industry and start up a successful business.
Tips for selling jewellery on amazon, health & safety in a workshop, how to make your own jewellery display stands, how to become a jeweller: designer vs maker, setting up a jewellery workshop at home, sign up to our newsletter, resources, guides & advice from the jewellery making experts.
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Kamala harris’ focus on small business: her job creator plan.
North Hampton, NH - September 4: U.S. Vice President and Democratic presidential candidate Kamala ... [+] Harris speaks during a campaign event at Throwback Brewery. (Photo by Danielle Parhizkaran/The Boston Globe via Getty Images)
On Wednesday, Vice President Kamala Harris announced her “Entrepreneurs & Innovators Policy Plan” that will support small businesses, entrepreneurs, innovation, and economic growth. As previously reported , over her career, the Vice President has long been committed to supporting small business and entrepreneurs.
Her campaign announcement during a speech in North Hampton, New Hampshire, at the Throwback Brewery , a women-owned business that has been in operation for more than a decade, gives us more insight into what her priorities for small business, entrepreneurs and innovators would look like. The Biden-Harris Administration has prioritized Main Streets across the country through legislation and executive orders. These efforts have led to 19 million in new recorded business applications since the start of the Biden-Harris Administration, an unprecedented number . Small businesses have also created 70% of net new U.S. jobs since 2019.
Vice President Harris’ plan calls for building on this success by setting a goal of 25 million new small-business applications during her first term. Here are the policy proposals designed to achieve it:
Tax Deductions
It takes on average about $40,000 to launch a small business for items that include market surveys, advertisements, equipment, and salaries for workers in training. However, the tax deduction for start-up expenses is currently $5,000. Vice President Harris’ plan would push for expanding this deduction to $50,000 for new small businesses to cover more of these costs and provide more flexibility on when and how they can claim it. For example, if they wait until they are bringing in profits, the deduction may be more beneficial to businesses at that time.
In addition, she has proposed a series of standard deductions for small businesses in filing taxes. An estimated one in three small business owners spend over a week filing taxes, and two in three spend at least $1,000 each year to do so. A standard deduction in the tax code akin to one available to individual filers can save the smallest businesses time and money.
Today’s nyt mini crossword clues and answers for friday, september 6, august jobs report comes in worse than expected as labor market stays chilly.
Expanding Contract Opportunities
Vice President Harris also pledged that in her first term, one-third of all federal contract dollars will go to small businesses by expanding contract opportunities for rural and other underserved small businesses. The Small Business Administration’s current goal is for 23% of prime government contract dollars to go to eligible small businesses so this would be a significant increase. This represents an increase of more than $20 billion in revenue to small firms.
Small Business Expansion Fund
One challenge facing underserved Main Streets and communities is difficulty to attract capital. This is compounded by the fact that a small business needs time to generate the revenue needed to make initial loan payments. Vice President Harris’ plan would aim to address this by launching a small business expansion fund where community banks and Community Development Financial Institutions (CDFIs) to cover interest costs while small businesses are expanding. This fund will help small businesses who want to locate, innovate, and create jobs in communities across the United States have access to affordable capital. It also builds on the State Small Business Credit Initiative (SSBCI) 2.0, which was part of the American Rescue Plan , which provides funding to states, territories, and eligible municipalities to expand existing or to create new state small business investment programs.
Less Burdensome Regulations
The Vice President has also proposed steps to reduce bureaucracy for small business owners through efforts that include making it easier to obtain occupational licenses for workers and businesses to operate across state lines. Additionally, her plan would also create incentives for states and local governments to reduce burdensome small business regulations, such as simplifying business licensing, zoning processes, and building, public way, and health permits.
Several of the policy proposals she has outlined have already been championed by Democrats and Republicans. With that in mind, it is refreshing to see that she is already laying out her plans for job creators across the country and significant to see a presidential candidate develop an intentional strategy in support of the small businesses that play a critical role in our economic growth.
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The company will open three new showrooms in uttar pradesh, while two each in delhi, maharashtra, karnataka, and rajasthan and one new showroom each in odisha, telangana, west bengal and punjab.
Malabar Gold currently operates 355 showrooms across 13 countries. | Source: justdial
(Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)
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First Published: Sep 05 2024 | 4:20 PM IST
Football is back, and so is Taylor Swift .
The Kansas City Chiefs played the Baltimore Ravens in the NFL season opener on Thursday night at Arrowhead Stadium in Kansas City, Missouri.
The stadium was full of Chiefs fans, including Swift. The "I Can Do It With a Broken Heart" singer was there supporting her boyfriend, Travis Kelce , while on a break from the Eras Tour .
Swift has become a regular at Kelce's games since her NFL debut last September. Throughout the 2023-24 season, she often wore Chiefs gear or custom clothing that featured Kelce's number, 87.
But at Thursday's game, Swift seemed to fully embrace her WAG status , arriving in designer clothes and high-end jewelry.
Swift returned to Arrowhead Stadium , where the Chiefs beat the Ravens 27-20, in a luxury denim ensemble rather than decking herself out in Chiefs merchandise as she did at several games while cheering Kelce on last year.
Swift, styled by her longtime stylist Joseph Cassell Falconer, paired the $1,325 cropped Medusa '95 denim corset top from Versace with denim shorts from Grlfrnd that were selling on Revolve for $102.
The shorts showed off her thigh-high Giuseppe Zanotti boots, which are now out of stock on the brand's website.
The $1,650 boots' maroon hue offered a subtle nod to the Chiefs' red-and-white colors. Swift also carried a Louis Vuitton $3,950 Side Trunk bag .
The high-end denim looked approachable and luxurious, while Swift's boots resembled a pair she wore in the music video for "Look What You Made Me Do" from "Reputation."
A closer look at Swift's ensemble revealed that her jewelry also leaned luxury.
Swift mixed and matched jewelry from several designers (and she later added a friendship bracelet given to her by a fan during the game).
The vintage 1970s bronze-coin necklace from For Future Reference was arguably the most eye-catching piece she wore. It's sold exclusively at Bergdorf Goodman and retails for $12,750.
For Future Reference's founder, Randi Molofsky, told Business Insider that the brand collaborated with Falconer on the look.
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"We were so lucky to work directly with Taylor's longtime stylist, Joseph Cassell Falconer, on last night's look for Taylor. He came to us specifically for the vintage coin necklace because he really had a vision of that bold, glam '70s style to pair with the denim-on-denim and over-the-thigh boot," Molofsky said.
@nfl this duo 🫶 #taylorswift #nfl #nflkickoff #kansascity #chiefs @Taylor Swift @Chiefs ♬ 2000 - vowl. & Sace
"I loved this new glam direction for Taylor, and really think it suited the vintage necklace — and its 1970s disco-Italian resort style — perfectly," she added. "I also love seeing her embrace vintage, because it's a great reminder that these pieces are both a wonderful nod to the past and heirlooms that will stand the test of time."
The most expensive piece Swift wore was the Ruby Impetus interlocking puzzle ring from Retrouvai. The one-of-a-kind piece is listed for $29,100 on the brand's website. Swift paired it with the $4,800 Ruby Cocoon ring from Howl.
Her three-row Cleo bracelet from Lizzie Mandler was also pricey at $13,200.
Molofsky told BI that Falconer initially asked For Future Reference for additional yellow-gold pieces.
"He also wanted to try other yellow-gold options, which led him to the Lizzie Mandler bracelet and Howl ruby ring — a nod to the Chiefs' color, I assume," Molofsky said.
Swift's earrings were more affordable compared to the rest of her jewelry, with the diamond mini huggie and prong chain earrings from EF Collection costing $850 and the Love Explosion Starburst Charm earrings from Three Stories Jewelry costing $590.
Swift also wore her custom TNT diamond bracelet , designed by Wove. Kelce, who has a matching bracelet , requested the TNT letters as a nod to their relationship, as the designer Kendall Junck told BI in January. Wove's custom diamond friendship bracelets start at $5,680.
Swift's jewelry for the game cost a whopping $66,970, and the full outfit totaled $73,997.
The Eras Tour doesn't resume until October 18, so Swift will be free to attend Chiefs games over the next month — and show off more of her WAG style.
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Reporting by Savyata Mishra in Bengaluru; Editing by Mohammed Safi Shamsi
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An influential Democratic U.S. congressman said on Friday that he will vote against legislation that would restrict business with China's WuXi Biologics , BGI and other biotech companies on national security grounds.
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Highlight your jewelry business, its ambiance, your jewelry product offerings, and any USPs of your business in your plan. Consider SWOT analysis to identify the strengths and weaknesses of your jewelry business. Prepare a compelling executive summary summarizing your entire business plan. Conduct thorough market research to understand jewelry ...
How to start a jewelry business in 9 steps. Find your niche in the jewelry industry. Research market trends. Define your brand. Produce or source your jewelry products. Set up a jewelry business studio or workspace. Take professional photos of your products. Build your ecommerce store. Market your ecommerce jewelry brand.
Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a jewelry business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of jewelry company that you documented in your company overview.
5.1 Market Trends. The market and industry trends of a jewelry business plan can be learned from the internet or from this sample business plan for jewelry business.The United States is the third biggest jewelry market in the world. According to IBIS World, the jewelry industry is valued at $35 billion and has grown at a projected rate of 1.2% from 2011 to 2016.
A jewelry business plan is a formal written document that describes your company's business strategy and its feasibility. It documents the reasons you will be successful, your areas of competitive advantage, and it includes information about your team members. Your business plan is a key document that will convince investors and lenders (if ...
How to Write a Jewelry Business Plan in 7 Steps: 1. Describe the Purpose of Your Jewelry Business. The first step to writing your business plan is to describe the purpose of your jewelry business. This includes describing why you are starting this type of business, and what problems it will solve for customers.
Learn Your Competitors. Create a Business Plan for Your Jewelry Business. Build Your Budget. Find a Workspace or Studio. Start Production. Create a Marketing Plan for Your Jewelry Business. Invest in Product Photography. Set Up Supply and Delivery Methods. 1.
We've broken down the process into seven essential steps to starting a jewelry business. Smart money moves for your business. Grow your small business with tailored insights, recommendations ...
Prepare your catalog by collecting the products you want to sell, then upgrade to a monthly Marketplace plan to start selling. The Basic plan includes up to 25 product listings for $29/month, and Pro includes up to 250 listings for $49/month. 08. Calculate startup costs and business funding.
Get Started with ClickUp's Business Plan Template for Jewelry Business. Entrepreneurs looking to start or expand a jewelry business can use the ClickUp Business Plan Template to create a comprehensive roadmap for success in the competitive jewelry industry. First, hit "Add Template" to sign up for ClickUp and add the template to your ...
The written part of a jewellery store business plan. The written part of a jewellery store business plan plays a key role: it lays out the plan of action you intend to execute to seize the commercial opportunity you've identified on the market and provides the context needed for the reader to decide if they believe your plan to be achievable and your financial forecast to be realistic.
Here is a free business plan sample for a jewelry store. January 29, 2024. If the allure of sparkling gems and fine metals has inspired you to open your own jewelry store, but you're uncertain about the first step to take, this is your starting point. In the content that follows, we will present to you a comprehensive sample business plan ...
Custom Jewelry Business Plan. ContemporaryTiDesign is a custom designer, manufacturer, and seller of titanium jewelry. Diamond Retailer Business Plan. Rocks by Request sells retail diamonds and settings with a unique combination of online searching and local store previewing, for both "high-tech" and "high-touch" diamond purchasing.
Here's a breakdown of some of the typical startup costs for a jewelry business: Jewelry-making supplies and tools: $100-$1,000. Advertising and marketing: $100-$1,000. Website development: $500-$2,000. Booth rental at trade shows: $200-$1,000. Jewelry store (if applicable): $100,000 - $250,000 to build.
Create a business plan as a roadmap. A business plan is a comprehensive document that outlines what your business is and where it is going. It should also include an actionable, time-based plan for reaching those goals. To start, you can search online for templates and examples of small business plans, especially for jewelry businesses.
1. Define your brand: Before you begin marketing your jewelry business, it is essential to establish a unique and compelling brand identity. This includes creating a logo, selecting a color palette, and developing a brand voice that resonates with your target audience. 2.
Follow these tips to quickly develop a working business plan from this sample. 1. Don't worry about finding an exact match. We have over 550 sample business plan templates. So, make sure the plan is a close match, but don't get hung up on the details. Your business is unique and will differ from any example or template you come across.
The operational plan outlines the step-by-step process of creating the jewelry, managing inventory, and fulfilling orders, as well as the suppliers and manufacturing resources needed. This section of the business plan provides a detailed overview of how the business will function on a day-to-day basis. First and foremost, the operational plan ...
Step 4: Get Legit! Make Your Business Legal. Your business name is arguably one of the most important steps in starting your own jewelry business and building a successful brand. A business name should be unique and representative of both your message and your jewelry.
Contemporary Ti Design, located in Hood River, OR, is a custom manufacturer of titanium jewelry. Contemporary Ti Design has a wide range of jewelry offerings, from pendants, to pins, to earnings. All of the pieces are made by Steve Artificer. The business will based out of his home. Steve sells the pieces direct through his website as well as ...
How to Create a Simple Jewelry Business Plan to Reach Your Goals - RioGrande. Silver $29.64. Gold $2,522.10. Platinum $946.50. Palladium $960.50. In observance of Labor Day, Rio Grande will be closed on Monday, September 2, 2024. About Rio Grande.
Our jewellery business template will turn a typically challenging process into a total breeze. Modelled on a complete business plan of a jewellery shop in Normandy, our template features both the financial forecast and the written part that presents the project, its team, the local market and the business strategy implemented by the management.
Begin by making some notes on the following: An executive summary. This is simply an introduction to your online jewellery business plan. It should be brief, punchy and make the reader want to continue with the rest of your plan. So, if you want to focus on a particular alloy or a specific style of jewellery, you'll want to make a note of ...
Former President Donald Trump plans to ban mortgages for undocumented immigrants, he said in a speech at the Economic Club of New York on Thursday. Trump claimed the measure would help address ...
Vice President Kamala Harris announced her "Entrepreneurs & Innovators Policy Plan" that will support small businesses, entrepreneurs, innovation, and economic growth.
Malabar Gold & Diamonds, the world's sixth-largest jewellery retailer, on Thursday announced plans to launch 20 new showrooms in October as part of its global expansion strategy. The company will open three new showrooms in Uttar Pradesh, while two each in Delhi, Maharashtra, Karnataka, and Rajasthan and one new showroom each in Odisha ...
The $1,650 boots' maroon hue offered a subtle nod to the Chiefs' red-and-white colors. Swift also carried a Louis Vuitton $3,950 Side Trunk bag.. The high-end denim looked approachable and ...
JPMorgan JPM-2.38%decrease; red down pointing triangle Chase is investigating thousands of incidents of possible check fraud committed as part of a TikTok craze and plans to share the evidence it ...
A global survey by market research firm Kantar found that a net 26% of marketers plan to decrease their spending on X in 2025, the biggest recorded pullback from any major global ad platform.
Sept 6 (Reuters) - Discount home goods retailer Big Lots , opens new tab is preparing to file for bankruptcy as early as this Sunday and plans to sell its chain of stores through a court ...