A Bridal Repository

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This is a business plan. It does not imply an offering of securities.

 Table of Contents

1.0 Executive Summary .................................................................................................................... 1

Chart: Highlights .......................................................................................................................... 2
1.1 Objectives.................................................................................................................................... 2
1.2 Mission .......................................................................................................................................... 2
2.0 Company Summary ..................................................................................................................... 3
2.1 Start-up Summary ................................................................................................................... 3
Table: Start-up.............................................................................................................................. 3
Table: Start-up Funding ............................................................................................................ 4
Chart: Start-up ............................................................................................................................. 5
2.2 Company Ownership ............................................................................................................... 5
3.0 Services ............................................................................................................................................ 5
4.0 Market Analysis Summary ........................................................................................................ 5
4.1 Market Segmentation ............................................................................................................. 6
Table: Market Analysis ............................................................................................................... 6
Chart: Market Analysis (Pie) .................................................................................................... 7
4.2 Target Market Segment Strategy ...................................................................................... 7
4.2.1 Competition and Buying Patterns .............................................................................. 7
5.0 Strategy and Implementation Summary ............................................................................ 8
5.1 Competitive Edge ..................................................................................................................... 8
5.2 Sales Strategy ........................................................................................................................... 8
5.2.1 Sales Forecast.................................................................................................................... 8
Chart: Sales Monthly .............................................................................................................. 9
Chart: Sales by Year ............................................................................................................... 9
Table: Sales Forecast ........................................................................................................... 10
5.3 Milestones.................................................................................................................................. 10
Table: Milestones ....................................................................................................................... 10
Chart: Milestones ....................................................................................................................... 11
6.0 Management Summary ............................................................................................................ 11
6.1 Personnel Plan ......................................................................................................................... 12
Table: Personnel ......................................................................................................................... 12
7.0 Financial Plan ............................................................................................................................... 12
7.1 Important Assumptions ....................................................................................................... 12
Table: General Assumptions .................................................................................................. 12
7.2 Break-even Analysis .............................................................................................................. 13
Chart: Break-even Analysis ................................................................................................... 13
Table: Break-even Analysis.................................................................................................... 13
7.3 Projected Profit and Loss ..................................................................................................... 14
Table: Profit and Loss ............................................................................................................... 14
Chart: Profit Monthly ................................................................................................................ 15
Chart: Profit Yearly .................................................................................................................... 15
Chart: Gross Margin Monthly................................................................................................. 16
Chart: Gross Margin Yearly .................................................................................................... 16
7.4 Projected Cash Flow .............................................................................................................. 17
Table: Cash Flow ........................................................................................................................ 17

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Chart: Cash .................................................................................................................................. 18

7.5 Projected Balance Sheet ...................................................................................................... 19
Table: Balance Sheet ................................................................................................................ 19
7.6 Business Ratios ....................................................................................................................... 20
7.6 Business Ratios ....................................................................................................................... 20
Table: Ratios ................................................................................................................................ 20
Table: Sales Forecast ......................................................................................................................... 1
Table: Personnel ................................................................................................................................... 2
Table: Personnel ................................................................................................................................... 2
Table: General Assumptions ............................................................................................................ 3
Table: General Assumptions ............................................................................................................ 3
Table: Profit and Loss ......................................................................................................................... 4
Table: Profit and Loss ......................................................................................................................... 4
Table: Cash Flow .................................................................................................................................. 5
Table: Cash Flow .................................................................................................................................. 5
Table: Balance Sheet .......................................................................................................................... 6
Table: Balance Sheet .......................................................................................................................... 6

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 Recycled Dreams- A Bridal Repository

1.0 Executive Summary

Recycled Dreams - a Bridal Repository is a Portland, OR based retail rental shop of bridal
dresses and accessories. Founded and operated by Connie Jugal, Recycled Dreams will meet
the unmet market demand of formal wedding wear that is rented as opposed to purchased.
Traditionally, participants in the bride's wedding party are required to buy their dresses for the
wedding, yet they have no input as to what the dress looks like. They are told exactly what
dress they need to purchase. More often than not the dresses are horrendous looking and after
the occasion they remain in the closet collecting dust indefinitely. It is therefore very practical
to provide people with the option of renting a dress in light of the fact that the dress will only
be used once. This makes the event far more cost effective, yet just as fashionable. Men can
rent tuxedos, now women can rent bridal dresses.

The Services

Recycled Dreams rents dresses, shoes, head pieces and veils. For the bride and others if they
so choose, the dresses can be purchased. However most customers will be overjoyed with the
option of renting these one time pieces of clothing. In addition to providing the wedding party
will the ability to rent all the necessary clothing pieces and accessories, Recycled Dreams has
established strategic partnerships with top-flight local wedding related service providers such as
invitations, flowers, catering, and photographers. Not only do these alliances provide a one stop
shopping option for customers where all preparations can be accomplished at Recycled Dreams,
but Recycled Dreams earns a commission on the referrals creating an additional revenue
source.

The Market and Competition

Recycled Dreams will be targeting two distinct market segments, the bridal couple and the
parents of the bridal couple. Couples as a market segment is growing at 9% a year with
114,584 potential customers, and the parents of the couple have a 8% growth rate with over
112,000 possible customers.

Recycled Dreams faces competition from traditional bridal shops that sell the products. While
these are competitors, Recycled Dreams sees them as indirect competitors since Recycled
Dreams believes that the ability to rent the dresses is a huge value added service. Currently,
there are no other bridal rental facilities in Portland. The concept is brand new. It has been
tested to great success in San Francisco and Recycled Dreams is the first to offer it in Portland.

Competitive Edge

Recycled Dreams has two competitive advantages that will help them quickly grow their
customer base and validate this new concept. The first is the idea that indeed, like men's
tuxedo's, women's bridal wear can be rented. This is particularly intuitive since the dresses are
only worn once. Although some might feel that there is a social stigma attached with women
renting clothing, there is no way for anyone other than the renting customer to know that the
dress that they are wearing is rented. Their second competitive edge is their benchmarked
customer service. Recycled Dreams sees their role in the entire process as the one to hold the
client's hand and walk them through the entire event, meeting all of their needs. This
philosophy has been engrained within the entire organization.

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Management

Beyond the fact that Recycled Dreams is a great idea, the company has a seasoned founder
and manager at the helm to guide the company to profitability. Connie has years of retail
management experience. Her experience was at the Salvation Army where she was the
manager of several stores. While manager, Connie was responsible for growth up to 46% a
year per store. Connie will leverage this outstanding industry experience to make Recycled
Dreams a success.

Recycled Dreams is an exciting concept that acknowledges the fact that most bridal party
dresses are not the prettiest creations, are quite expensive, and almost never worn after the
intended wedding. Recycled Dreams will reach profitability by month 10 with healthy sales for
year one and more than doubling by the end of year three.

Chart: Highlights

1.1 Objectives

The objectives for the first three years of operation include:

• To create a service-based company whose primary goals is to exceed customer's

expectations.
• To increase the number of clients by 20% per year through superior service.
• To develop a sustainable start-up business providing cost effective bridal dresses.

1.2 Mission

Recycled Dreams' mission is to provide cost effective use of bridal dresses and accessories for
weddings. Our services will exceed the expectations of our customers.

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2.0 Company Summary

Recycled Dreams is a bridal wear store that provides dresses for rent for the Portland, Oregon
market. Most people agree that bridesmaids dresses are unattractive and are not usually worn
again. Recycled Dreams will offer bridal gowns (for sale and for rent) and bridesmaid, matron
and maid of honor, and flower girl dresses, as well as shoes for rental for the special event.

2.1 Start-up Summary

Recycled Dreams will incur the following start-up costs:

• Computer with a point of sale terminal.

• Back office terminal including printer, CD-RW.
• Microsoft Office, QuickBooks Pro, POS software.
• Display racks and shelving.
• Three couches.
• Desk, chair and filing cabinets.
• Materials to construct a plush series of changing rooms.
• Full-length mirrors.
• Website development.
• Inventory of dresses, shoes, head pieces and veils.

Please note that the following items which are considered assets to be used for more than a
year will labeled long-term assets and will be depreciated using G.A.A.P. approved straight-line
depreciation method.

Table: Start-up

Start-up

Requirements

Start-up Expenses
Legal $100
Stationery etc. $100
Website development $500
Other $0
Total Start-up Expenses $700

Start-up Assets
Cash Required $31,300
Other Current Assets $0
Long-term Assets $18,000
Total Assets $49,300

Total Requirements $50,000

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Table: Start-up Funding

Start-up Funding
Start-up Expenses to Fund $700
Start-up Assets to Fund $49,300
Total Funding Required $50,000

Assets
Non-cash Assets from Start-up $18,000
Cash Requirements from Start-up $31,300
Additional Cash Raised $0
Cash Balance on Starting Date $31,300
Total Assets $49,300

Liabilities and Capital

Liabilities
Current Borrowing $0
Long-term Liabilities $20,000
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $20,000

Capital

Planned Investment
Investor 1 $30,000
Investor 2 $0
Other $0
Additional Investment Requirement $0
Total Planned Investment $30,000

Loss at Start-up (Start-up Expenses) ($700)

Total Capital $29,300

Total Capital and Liabilities $49,300

Total Funding $50,000

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Chart: Start-up

2.2 Company Ownership

Recycled Dreams is a sole proprietorship owned by Connie Jugal.

3.0 Services

Recycled Dreams will provide rentals for all the necessary dresses required for a wedding
including the bridal gown, bridesmaid, matron or maid of honor, and flower girl dresses. In
addition to the dresses, shoes can be rented as well. The bridesmaid's dresses are particularly
useful for rental since the bridesmaids do not get a choice in the dress they will wear, and even
if they do not have to pay for the dress themselves, the dress usually is only worn once and
then is stored in the back of the closet for many years, so it is not a good investment to
purchase. Recycled Dreams has an on-staff seamstress to make any alterations necessary.

The bridal dress, headpiece, and veil can be rented, or purchased, depending on the whim of
the bride. Often the bride will want to keep these items as there is a strong emotional
connection with the dress from their wedding.

In addition to the dresses which can be rented or bought, Recycled Dreams will have formed
strategic relationships with local service providers for the following services: invitations,
flowers, cake, catering, photographer, and travel arrangements for the honeymoon. All of these
service providers are researched and tested to ensure top-level service. For each referral made
to the strategic partners, Recycled Dreams will receive a small commission.

4.0 Market Analysis Summary

Recycled Dreams has two segmented groups that they will be targeting. The first group is the
bridal couple that is responsible for the production of the wedding. This population typically has
limited financial resources so they are particularly interested in ways of maximizing the money
they can spend on the wedding. The other group is the parents of the bride. While they are
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likely to be more financially secure then the wedding couple themselves, they still typically have
a limited budget. Usually the parents will solicit information from the couple and they (if they
have been in a wedding party before) will relay the sentiment that buying the attendees
dresses is a waste of money as the individuals really do not care if they own the dress if it is a
gift, and if it they have to buy it they are bordering on resentment, tempered only by tradition
that they have to purchase this ugly dress to wear once.

4.1 Market Segmentation

Recycled Dreams will be targeting low- to middle-income brides to be as well as the parents of
the bride. Traditionally, it is the parents of the bride who are responsible for the costs
associated with the wedding. Not everyone follows tradition however, it is increasingly the trend
for the wedding couple to be responsible for the costs associated with the wedding production.
For this reason both the couple, and the bride's parents, will be targeted.

The wedding couple is likely to be interested in the rental of attendee's bridal wear because the
couple is usually young, just getting started, and not yet financially secure. A wedding in
general is a large expense and the couple is typically looking for ways in which costs can be cut,
yet will have no real effect on the event. In addition, the couple has other financial
responsibilities such as the wedding rings and honeymoon that money is obviously tight. Even if
the couple does not pay for the rentals and pass the costs onto the attendees, the attendees
are likely to be in similar financial conditions as the couple and could in theory put the money
saved from the rental into a nicer gift.

The other group to be targeted is the parents of the bride. This segment is likely to appreciate
the option of renting bridal wear instead of purchasing it for several reasons. They are likely to
recognize that the attendees of the bridal party do not typically care about the dresses that
they must wear. With this in mind, they are more likely to spend the saved money from the
rental on some other expense in the wedding that will be more meaningful. This is assuming
that they will end up spending the money saved in some other way. They may also choose the
renting option as a way to save the money. As many know, weddings can get very expensive
upwards of $20,000-30,000 is not unheard of. Saving a few thousand dollars is certainly
appealing.

Table: Market Analysis

Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Bridal couple 9% 114,584 124,897 136,138 148,390 161,745 9.00%
Parents of the wedding 8% 112,547 121,551 131,275 141,777 153,119 8.00%
couple
Other 0% 0 0 0 0 0 0.00%
Total 8.51% 227,131 246,448 267,413 290,167 314,864 8.51%

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Chart: Market Analysis (Pie)

4.2 Target Market Segment Strategy

Recycled Dreams will be targeting its chosen segments through an advertising campaign that
involves advertisements in the local newspaper. Weddings in general are very social occassions
and the social scene is captured in several different sections within the newspaper. People that
are having a wedding typically page through the local newspaper, looking at the other wedding
announcements. The local newspaper is also a good resource for finding local services and
people use the paper as a resource guide.

Recycled Dreams will also be targeting these groups through advertisements in the yellow
pages. The yellow pages are a fantastic resource guide, although it is at times not all that
refined in terms of searching for information.

Lastly, Recycled Dreams will be relying on their website to increase visibility regarding their
services. The website provides Recycled Dreams with a very controlled way to raise awareness
of Recycled Dreams' service offerings.

4.2.1 Competition and Buying Patterns

Recycled Dreams' main competition comes from traditional bridal stores. These stores can be
broken down into various types:

• Franchise stores: these shops are national or regional franchises that use buying power of
a multi-shop establishment to lower prices as well as increase selection.
• Sole proprietor shops: this style is a single outlet. It is hard to categorize much beyond
this. There are some high-end independent shops as well as some budget ones. These
stores are often relying on knowledge of local tastes as well as being a member of the
community.

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Currently Portland has no bridal wear rental facilities. There are rental facilities for men's wear
such as tuxedos, however, the rental trend has not extended to bridal wear. Entrepreneurs
have been afraid to venture into women's rentals out of fear that women are too fashion
conscious to be willing to rent a dress, that would simply be a fashion faux pas.

As people's finances become tighter and tighter, women are making decisions as to how to
spend their money. As disposable income becomes more and more of a scarce resource, they
are now more than ever willing to sacrifice what someone else might think of the idea of
wearing a rental in return for freeing up their cash to do with it as they choose.

5.0 Strategy and Implementation Summary

Recycled Dreams will meet Portland's latent demand for bridal wear rentals. Currently, there
are no stores that allow people to rent dresses and shoes for wedding parties, you are forced to
buy them, use them once, and then let them sit in the closet. Recycled Dreams will supply this
service with incredible attention to detail regarding customer service. Connie recognizes that
the success of a business is totally dependant on customer service and will train her employees
accordingly.

5.1 Competitive Edge

Recycled Dreams' competitive edge is a service offering that has been so far shunned by the
Portland market. As indicated before, it is the business owners, or entrepreneurs, that are
shunning the concept, not the consumers. For this reason, having a service offering that
supports a latent demand is truly a competitive advantage.

Recycled Dreams' other competitive advantage is their recognition that superior customer
attention is required to succeed. This holds true for two fundamental reasons, a business can
only succeed if it meets or exceeds their customers needs. A company might offer the most
wonderful service in the world, but if it does not meet their customer's needs, they will not
succeed. The other fundamental reason particular to the bridal industry is more often than not,
people only get married once so traditional repeat customers is unusual. Recycled Dreams is
hoping that positive word-of-mouth referrals will continue to bring customers in the door. With
this in mind, a lot of business will be based in referrals from already married friends. Offering
the highest customer service will ensure a steady stream of referrals.

5.2 Sales Strategy

Recycled Dreams' sales strategy will be based on their ability to convince prospective clients on
the economies of rentals as well as the misnomer regarding the fashion faux pas of rental
dresses. Typically people will call in and request information regarding rentals. While many
stores will attempt to make the phone inquiry as short as possible, Connie believes that this is
the best opportunity to turn an information seeker into a customer. This can get time
consuming because a large number of people will call seeking information, however, Connie
recognizes that the time spent now will pay off significantly in the future. For this reason,
employees will not receive commissions on sales, instead employees will receive bonuses for
positive feedback that Recycled Dreams receives from customers.

5.2.1 Sales Forecast

The first month will be used to set up the store front, interview and hire employees and start up
a media campaign to build awareness. Month two will see limited sales activity as people are
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just becoming aware of Recycled Dreams. Month four will see an increase in sales and
subsequent months will build off of month four sales.

Chart: Sales Monthly

Chart: Sales by Year

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Table: Sales Forecast

Sales Forecast
Year 1 Year 2 Year 3
Sales
Bridal couple $74,208 $145,744 $151,474
Parents of bridal couple $73,636 $139,874 $147,875
Total Sales $147,844 $285,618 $299,349

Direct Cost of Sales Year 1 Year 2 Year 3

Bridal couple $18,552 $36,436 $37,869
Parents of bridal couple $18,409 $34,969 $36,969
Subtotal Direct Cost of Sales $36,961 $71,405 $74,837

5.3 Milestones

Recycled Dreams will have several milestones early on including:

1. Business plan completion. This will be done as a roadmap for the organization. This will be
an indispensable tool for the ongoing performance and improvement of the company.
2. Set up of the store front.
3. The first month of profitability.
4. Revenues exceeding $100,000.

Table: Milestones

Milestones

Milestone Start Date End Date Budget Manager Department

Business plan completion 1/1/2001 2/1/2001 $0 ABC Marketing
Set up of the store front 1/1/2001 2/1/2001 $0 ABC Department
The first month of profitability 1/1/2001 10/1/2001 $0 ABC Department
Revenues exceeding $100,000 1/1/2001 11/1/2001 $0 ABC Department
Totals $0

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Chart: Milestones

6.0 Management Summary

Connie Jugal received her undergraduate degree in communications from Portland State
University. Connie put herself through school financially by working at the Salvation Army thrift
store. Initially Connie worked at the Salvation Army as a register attendant. Within a year of
working, she moved up to assistant manager first and then manager because of her attention
to detail, her people skills, and her general management ability.

After graduating Connie was offered a regional manager position that put her in charge of three
different stores. While Connie was not wanting to stay at the Salvation Army forever, she saw
this offer as a unique opportunity, particularly for someone her age. While Connie was the
regional manager, she was instrumental in raising revenues through sophisticated marketing
and merchandising. She increased revenue 46% at store one over the previous year, 33% for
store two, and 23% at store three. All three stores had between 1-5% revenue growth for the
previous eight years. This revenue growth was quite a surprise relative to all the stores in
Oregon for the last 10 years so Connie was offered an even larger territory for management the
following year. While Connie was flattered to say the least, she recognized her need start her
own business, to be her own boss. This was the beginning of Recycled Dreams.

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6.1 Personnel Plan

Connie will work for Recycled Dreams full time. During month two Connie will hire one full-time
person and one part-time person. The headcount will remain at four until month five when
Connie will hire an additional full-time person. Connie has designed Recycled Dreams to be a
very decentralized organization allowing all employees to share in responsibility for almost all
tasks. Connie will also hire a part-time seamstress to make all the necessary alterations
beginning in month two.

Table: Personnel

Personnel Plan
Year 1 Year 2 Year 3
Connie $42,000 $45,000 $48,000
Full-time employee $21,120 $22,000 $22,000
Part-time employee $10,560 $11,000 $11,000
Seamstress $12,200 $14,400 $14,400
Full-time employee $13,440 $22,000 $22,000
Total People 5 5 5

Total Payroll $99,320 $114,400 $117,400

7.0 Financial Plan

The following sections will outline important financial information.

7.1 Important Assumptions

The following table details important financial assumptions.

Table: General Assumptions

General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00%
Other 0 0 0

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7.2 Break-even Analysis

The Break-even Analysis indicates what will be needed in monthly revenue to reach the break-
even point.

Chart: Break-even Analysis

Table: Break-even Analysis

Break-even Analysis

Monthly Revenue Break-even $15,944

Assumptions:
Average Percent Variable Cost 25%
Estimated Monthly Fixed Cost $11,958

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7.3 Projected Profit and Loss

The following table and charts display the projected profit and loss.

Table: Profit and Loss

Pro Forma Profit and Loss

Year 1 Year 2 Year 3
Sales $147,844 $285,618 $299,349
Direct Cost of Sales $36,961 $71,405 $74,837
Other Production Expenses $0 $0 $0
Total Cost of Sales $36,961 $71,405 $74,837

Gross Margin $110,883 $214,214 $224,512

Gross Margin % 75.00% 75.00% 75.00%

Expenses
Payroll $99,320 $114,400 $117,400
Sales and Marketing and Other Expenses $3,600 $11,200 $11,200
Depreciation $7,728 $7,728 $7,728
Leased Equipment $0 $0 $0
Utilities $1,750 $1,750 $1,750
Insurance $1,800 $1,800 $1,800
Rent $14,400 $14,400 $14,400
Payroll Taxes $14,898 $17,160 $17,610
Other $0 $0 $0

Total Operating Expenses $143,496 $168,438 $171,888

Profit Before Interest and Taxes ($32,613) $45,776 $52,624

EBITDA ($24,885) $53,504 $60,352
Interest Expense $1,934 $1,809 $1,671
Taxes Incurred $0 $13,190 $15,286

Net Profit ($34,547) $30,777 $35,667

Net Profit/Sales -23.37% 10.78% 11.91%

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Chart: Profit Monthly

Chart: Profit Yearly

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Chart: Gross Margin Monthly

Chart: Gross Margin Yearly

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7.4 Projected Cash Flow

The following chart and table will indicate projected cash flow.

Table: Cash Flow

Pro Forma Cash Flow

Year 1 Year 2 Year 3
Cash Received

Cash from Operations

Cash Sales $147,844 $285,618 $299,349
Subtotal Cash from Operations $147,844 $285,618 $299,349

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 $0 $0 $0
Subtotal Cash Received $147,844 $285,618 $299,349

Expenditures Year 1 Year 2 Year 3

Expenditures from Operations

Cash Spending $99,320 $114,400 $117,400
Bill Payments $66,822 $130,326 $138,074
Subtotal Spent on Operations $166,142 $244,726 $255,474

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $1,237 $1,345 $1,421
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 $167,380 $246,071 $256,895

Net Cash Flow ($19,536) $39,547 $42,454

Cash Balance $11,764 $51,311 $93,766

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Chart: Cash

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7.5 Projected Balance Sheet

The following table will indicate the projected balance sheet.

Table: Balance Sheet

Pro Forma Balance Sheet

Year 1 Year 2 Year 3
Assets

Current Assets
Cash $11,764 $51,311 $93,766
Other Current Assets $0 $0 $0
Total Current Assets $11,764 $51,311 $93,766

Long-term Assets
Long-term Assets $18,000 $18,000 $18,000
Accumulated Depreciation $7,728 $15,456 $23,184
Total Long-term Assets $10,272 $2,544 ($5,184)
Total Assets $22,036 $53,855 $88,582

Liabilities and Capital Year 1 Year 2 Year 3

Current Liabilities
Accounts Payable $8,521 $10,908 $11,388
Current Borrowing ($1,237) ($2,582) ($4,003)
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $7,283 $8,326 $7,385

Long-term Liabilities $20,000 $20,000 $20,000

Total Liabilities $27,283 $28,326 $27,385

Paid-in Capital $30,000 $30,000 $30,000

Retained Earnings ($700) ($35,247) ($4,470)
Earnings ($34,547) $30,777 $35,667
Total Capital ($5,247) $25,530 $61,197
Total Liabilities and Capital $22,036 $53,855 $88,582

Net Worth ($5,247) $25,530 $61,197

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7.6 Business Ratios

The following tables shows a variety of standard business analysis ratios, as calculated for the
years of this plan. The Industry Profile column shows, for comparison, typical ratios for other
businesses in the Formal Wear and Costume Rental industry, NAICS code 532220.

Table: Ratios

Ratio Analysis
Year 1 Year 2 Year 3 Industry Profile
Sales Growth n.a. 93.19% 4.81% 11.37%

Percent of Total Assets

Other Current Assets 0.00% 0.00% 0.00% 49.84%
Total Current Assets 53.39% 95.28% 105.85% 64.51%
Long-term Assets 46.61% 4.72% -5.85% 35.49%
Total Assets 100.00% 100.00% 100.00% 100.00%

Current Liabilities 33.05% 15.46% 8.34% 26.03%

Long-term Liabilities 90.76% 37.14% 22.58% 26.31%
Total Liabilities 123.81% 52.60% 30.91% 52.34%
Net Worth -23.81% 47.40% 69.09% 47.66%

Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 75.00% 75.00% 75.00% 100.00%
Selling, General & Administrative Expenses 98.37% 64.22% 63.09% 67.07%
Advertising Expenses 1.62% 0.70% 0.67% 1.87%
Profit Before Interest and Taxes -22.06% 16.03% 17.58% 3.67%

Main Ratios
Current 1.62 6.16 12.70 1.69
Quick 1.62 6.16 12.70 1.21
Total Debt to Total Assets 123.81% 52.60% 30.91% 61.69%
Pre-tax Return on Net Worth 658.41% 172.22% 83.26% 6.99%
Pre-tax Return on Assets -156.77% 81.64% 57.52% 18.25%

Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin -23.37% 10.78% 11.91% n.a
Return on Equity 0.00% 120.55% 58.28% n.a

Activity Ratios
Accounts Payable Turnover 8.84 12.17 12.17 n.a
Payment Days 27 27 29 n.a
Total Asset Turnover 6.71 5.30 3.38 n.a

Debt Ratios
Debt to Net Worth 0.00 1.11 0.45 n.a
Current Liab. to Liab. 0.27 0.29 0.27 n.a

Liquidity Ratios
Net Working Capital $4,481 $42,986 $86,381 n.a
Interest Coverage -16.86 25.30 31.50 n.a

Additional Ratios
Assets to Sales 0.15 0.19 0.30 n.a
Current Debt/Total Assets 33% 15% 8% n.a
Acid Test 1.62 6.16 12.70 n.a
Sales/Net Worth 0.00 11.19 4.89 n.a
Dividend Payout 0.00 0.00 0.00 n.a

Page 20
 Appendix

Table: Sales Forecast

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
Bridal couple 0% $0 $2,547 $3,254 $3,654 $4,789 $5,587 $6,987 $7,845 $8,547 $9,654 $10,457 $10,887
Parents of bridal couple 0% $0 $2,214 $3,356 $3,785 $4,678 $5,687 $7,125 $7,765 $8,978 $9,545 $9,658 $10,845
Total Sales $0 $4,761 $6,610 $7,439 $9,467 $11,274 $14,112 $15,610 $17,525 $19,199 $20,115 $21,732

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
Bridal couple $0 $637 $814 $914 $1,197 $1,397 $1,747 $1,961 $2,137 $2,414 $2,614 $2,722
Parents of bridal couple $0 $554 $839 $946 $1,170 $1,422 $1,781 $1,941 $2,245 $2,386 $2,415 $2,711
Subtotal Direct Cost of Sales $0 $1,190 $1,653 $1,860 $2,367 $2,819 $3,528 $3,903 $4,381 $4,800 $5,029 $5,433

Page 1
 Appendix

Table: Personnel

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
Connie 0% $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500
Full-time employee 0% $0 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920
Part-time employee 0% $0 $960 $960 $960 $960 $960 $960 $960 $960 $960 $960 $960
Seamstress 0% $0 $800 $900 $1,000 $1,100 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Full-time employee 0% $0 $0 $0 $0 $0 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920
Total People 1 4 4 4 4 5 5 5 5 5 5 5

Total Payroll $3,500 $7,180 $7,280 $7,380 $7,480 $9,500 $9,500 $9,500 $9,500 $9,500 $9,500 $9,500

Page 2
 Appendix

Table: General Assumptions

General Assumptions
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0

Page 3
 Appendix

Table: Profit and Loss

Pro Forma Profit and Loss

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Sales $0 $4,761 $6,610 $7,439 $9,467 $11,274 $14,112 $15,610 $17,525 $19,199 $20,115 $21,732
Direct Cost of Sales $0 $1,190 $1,653 $1,860 $2,367 $2,819 $3,528 $3,903 $4,381 $4,800 $5,029 $5,433
Other Production Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Cost of Sales $0 $1,190 $1,653 $1,860 $2,367 $2,819 $3,528 $3,903 $4,381 $4,800 $5,029 $5,433

Gross Margin $0 $3,571 $4,958 $5,579 $7,100 $8,456 $10,584 $11,708 $13,144 $14,399 $15,086 $16,299
Gross Margin % 0.00% 75.00% 75.00% 75.00% 75.00% 75.00% 75.00% 75.00% 75.00% 75.00% 75.00% 75.00%

Expenses
Payroll $3,500 $7,180 $7,280 $7,380 $7,480 $9,500 $9,500 $9,500 $9,500 $9,500 $9,500 $9,500
Sales and Marketing and Other $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300
Expenses
Depreciation $644 $644 $644 $644 $644 $644 $644 $644 $644 $644 $644 $644
Leased Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $100 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150
Insurance $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150
Rent $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Payroll Taxes 15% $525 $1,077 $1,092 $1,107 $1,122 $1,425 $1,425 $1,425 $1,425 $1,425 $1,425 $1,425
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating Expenses $6,419 $10,701 $10,816 $10,931 $11,046 $13,369 $13,369 $13,369 $13,369 $13,369 $13,369 $13,369

Profit Before Interest and Taxes ($6,419) ($7,130) ($5,859) ($5,352) ($3,946) ($4,914) ($2,785) ($1,662) ($225) $1,030 $1,717 $2,930
EBITDA ($5,775) ($6,486) ($5,215) ($4,708) ($3,302) ($4,270) ($2,141) ($1,018) $419 $1,674 $2,361 $3,574
Interest Expense $166 $165 $164 $163 $162 $162 $161 $160 $159 $158 $157 $156
Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Profit ($6,585) ($7,295) ($6,023) ($5,515) ($4,108) ($5,075) ($2,946) ($1,821) ($384) $872 $1,560 $2,774
Net Profit/Sales 0.00% -153.23% -91.11% -74.14% -43.40% -45.02% -20.87% -11.67% -2.19% 4.54% 7.76% 12.76%

Page 4
 Appendix

Table: Cash Flow

Pro Forma Cash Flow

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Cash Received

Cash from Operations

Cash Sales $0 $4,761 $6,610 $7,439 $9,467 $11,274 $14,112 $15,610 $17,525 $19,199 $20,115 $21,732
Subtotal Cash from Operations $0 $4,761 $6,610 $7,439 $9,467 $11,274 $14,112 $15,610 $17,525 $19,199 $20,115 $21,732

Additional Cash Received

Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $0 $4,761 $6,610 $7,439 $9,467 $11,274 $14,112 $15,610 $17,525 $19,199 $20,115 $21,732

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 $3,500 $7,180 $7,280 $7,380 $7,480 $9,500 $9,500 $9,500 $9,500 $9,500 $9,500 $9,500
Bill Payments $81 $2,501 $4,248 $4,716 $4,947 $5,476 $6,229 $6,926 $7,303 $7,779 $8,191 $8,424
Subtotal Spent on Operations $3,581 $9,681 $11,528 $12,096 $12,427 $14,976 $15,729 $16,426 $16,803 $17,279 $17,691 $17,924

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 $98 $99 $100 $101 $102 $103 $103 $104 $105 $106 $107 $108
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 $3,680 $9,780 $11,628 $12,197 $12,529 $15,079 $15,832 $16,531 $16,909 $17,385 $17,797 $18,032

Net Cash Flow ($3,680) ($5,019) ($5,018) ($4,758) ($3,062) ($3,805) ($1,720) ($921) $616 $1,814 $2,318 $3,700
Cash Balance $27,620 $22,601 $17,583 $12,825 $9,763 $5,958 $4,238 $3,317 $3,934 $5,747 $8,065 $11,764

Page 5
 Appendix

Table: Balance Sheet

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 $31,300 $27,620 $22,601 $17,583 $12,825 $9,763 $5,958 $4,238 $3,317 $3,934 $5,747 $8,065 $11,764
Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Current Assets $31,300 $27,620 $22,601 $17,583 $12,825 $9,763 $5,958 $4,238 $3,317 $3,934 $5,747 $8,065 $11,764

Long-term Assets
Long-term Assets $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000
Accumulated Depreciation $0 $644 $1,288 $1,932 $2,576 $3,220 $3,864 $4,508 $5,152 $5,796 $6,440 $7,084 $7,728
Total Long-term Assets $18,000 $17,356 $16,712 $16,068 $15,424 $14,780 $14,136 $13,492 $12,848 $12,204 $11,560 $10,916 $10,272
Total Assets $49,300 $44,976 $39,313 $33,651 $28,249 $24,543 $20,094 $17,730 $16,165 $16,138 $17,307 $18,981 $22,036

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 $2,359 $4,091 $4,552 $4,766 $5,270 $5,998 $6,683 $7,044 $7,506 $7,910 $8,131 $8,521
Current Borrowing $0 ($98) ($198) ($298) ($399) ($501) ($603) ($707) ($811) ($916) ($1,022) ($1,129) ($1,237)
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $0 $2,261 $3,893 $4,254 $4,367 $4,769 $5,395 $5,977 $6,234 $6,590 $6,888 $7,001 $7,283

Long-term Liabilities $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000
Total Liabilities $20,000 $22,261 $23,893 $24,254 $24,367 $24,769 $25,395 $25,977 $26,234 $26,590 $26,888 $27,001 $27,283

Paid-in Capital $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000
Retained Earnings ($700) ($700) ($700) ($700) ($700) ($700) ($700) ($700) ($700) ($700) ($700) ($700) ($700)
Earnings $0 ($6,585) ($13,880) ($19,903) ($25,418) ($29,526) ($34,601) ($37,547) ($39,368) ($39,753) ($38,881) ($37,321) ($34,547)
Total Capital $29,300 $22,715 $15,420 $9,397 $3,882 ($226) ($5,301) ($8,247) ($10,068) ($10,453) ($9,581) ($8,021) ($5,247)
Total Liabilities and Capital $49,300 $44,976 $39,313 $33,651 $28,249 $24,543 $20,094 $17,730 $16,165 $16,138 $17,307 $18,981 $22,036

Net Worth $29,300 $22,715 $15,420 $9,397 $3,882 ($226) ($5,301) ($8,247) ($10,068) ($10,453) ($9,581) ($8,021) ($5,247)

Page 6