Module 6: Business Plan Assignment 5The next step you will take in developing your Business Plan is to create financial statements (step 13) and the loan or investment proposal (step 14).Business Plan Elements 1. Title Page and Table of Contents 2. The Executive Summary 3. Mission and Vision Statements 4. Company History (If you are purchasing an existing business or are looking to expand an existing business) 5. Business and Industry Profile 6. Business Strategy 7. Describe the venture’s product or service 8. Marketing Strategy 9. Location and Layout 10. Competitor Analysis 11. Description of Management Team 12. Plan of Operation 13. Financial Statements 14. Loan or Investment Proposal 15. Conclusion A. Key assumptionsB. Financial Statements (year 1 by month, years 2 and 3 by quarter) 1 Income statement 2. Balance Sheet 3. Cash Flow Statement C. Break even analysisD. Ratio analysis with comparison to industry standardsLoan or Investment ProposalA. Amount requestedB. Purpose and use of fundsC. Repayment or cash out schedule (exit strategy)D. Timetable for implementing plan and launching business.Personal Financial StatementInclude personal financial statements for each owner and major stockholder, showing assets and liabilities held outside the business and personal net worth. Owners will often have to draw on personal assets to finance the business, and these statements will show what is available. Bankers and investors usually want this information as well.II.Startup Expenses and Capitalization You will have many expenses before you even begin operating your business. It’s important to estimate these expenses accurately and then to plan where you will get sufficient capital. This is a research project, and the more thorough your research efforts, the less chance that you will leave out important expenses or underestimate them.Even with the best of research, however, opening a new business has a way of costing more than you anticipate. There are two ways to make allowances for surprise expenses. The first is to add a little “padding” to each item in the budget. The problem with that approach, however, is that it destroys the accuracy of your carefully wrought plan. The second approach is to add a separate line item, called contingencies, to account for the unforeseeable. This is the approach we recommend.Talk to others who have started similar businesses to get a good idea of how much to allow for contingencies. If you cannot get good information, we recommend a rule of thumb that contingencies should equal at least 20 percent of the total of all other start-up expenses.Explain your research and how you arrived at your forecasts of expenses. Give sources, amounts, and terms of proposed loans. Also explain in detail how much will be contributed by each investor and what percent ownership each will have.III.Financial PlanThe financial plan consists of a 12-month profit and loss projection, a four-year profit and loss projection (optional), a cash-flow projection, a projected balance sheet, and a break-even calculation. Together they constitute a reasonable estimate of your company's financial future. More important, the process of thinking through the financial plan will improve your insight into the inner financial workings of your company.12-Month Profit and Loss ProjectionMany business owners think of the 12-month profit and loss projection as the centerpiece of their plan. This is where you put it all together in numbers and get an idea of what it will take to make a profit and be successful.Your sales projections will come from a sales forecast in which you forecast sales, cost of goods sold, expenses, and profit month-by-month for one year.Profit projections should be accompanied by a narrative explaining the major assumptions used to estimate company income and expenses.Research Notes: Keep careful notes on your research and assumptions, so that you can explain them later if necessary, and also so that you can go back to your sources when it’s time to revise your plan.Four-Year Profit Projection (Optional)The 12-month projection is the heart of your financial plan. This section is for those who want to carry their forecasts beyond the first year.Of course, keep notes of your key assumptions, especially about things that you expect will change dramatically after the first year.Projected Cash FlowIf the profit projection is the heart of your business plan, cash flow is the blood. Businesses fail because they cannot pay their bills. Every part of your business plan is important, but none of it means a thing if you run out of cash.The point of this worksheet is to plan how much you need before startup, for preliminary expenses, operating expenses, and reserves. You should keep updating it and using it afterward. It will enable you to foresee shortages in time to do something about them—perhaps cut expenses, or perhaps negotiate a loan. But foremost, you shouldn’t be taken by surprise.There is no great trick to preparing it: The cash-flow projection is just a forward look at your checking account.For each item, determine when you actually expect to receive cash (for sales) or when you will actually have to write a check (for expense items).You should track essential operating data, which is not necessarily part of cash flow but allows you to track items that have a heavy impact on cash flow, such as sales and inventory purchases.You should also track cash outlays prior to opening in a pre-startup column. You should have already researched those for your startup expenses plan.Your cash flow will show you whether your working capital is adequate. Clearly, if your projected cash balance ever goes negative, you will need more start-up capital. This plan will also predict just when and how much you will need to borrow.Explain your major assumptions, especially those that make the cash flow differ from the Profit and Loss Projection. For example, if you make a sale in month one, when do you actually collect the cash? When you buy inventory or materials, do you pay in advance, upon delivery, or much later? How will this affect cash flow?Are some expenses payable in advance? When?Are there irregular expenses, such as quarterly tax payments, maintenance and repairs, or seasonal inventory buildup, that should be budgeted?Loan payments, equipment purchases, and owner's draws usually do not show on profit and loss statements but definitely do take cash out. Be sure to include them.Opening Day Balance SheetA balance sheet is one of the fundamental financial reports that any business needs for reporting and financial management. A balance sheet shows what items of value are held by the company (assets), and what its debts are (liabilities). When liabilities are subtracted from assets, the remainder is owners’ equity.Use a startup expenses and capitalization spreadsheet as a guide to preparing a balance sheet as of opening day. Then detail how you calculated the account balances on your opening day balance sheet.Optional: Some people want to add a projected balance sheet showing the estimated financial position of the company at the end of the first year. This is especially useful when selling your proposal to investors.Break-Even AnalysisA break-even analysis predicts the sales volume, at a given price, required to recover total costs. In other words, it’s the sales level that is the dividing line between operating at a loss and operating at a profit.Expressed as a formula, break-even is: Breakeven Sales = Fixed Costs 1- Variable Costs (Where fixed costs are expressed in dollars, but variable costs are expressed as a percent of total sales.)Include all assumptions upon which your break-even calculation is based.And of course, depreciation does not appear in the cash flow at all because you never write a check for it.

Question 1'Jenny Cochran, a graduate of The University of Tennessee with 4 years of experience as an equities analyst, was recently brought in as assistant to the chairman of the board of Computron Industries, a manufacturer of computer components.During the previous year, Computron had doubled its plant capacity, opened new sales offices outside its home territory, and launched an expensive advertising campaign. Cochran was assigned to evaluate the impact of the changes. She began by gathering financial statements and other data. (Data Attached)What effect did the expansion have on sales and net income? What effect did the expansion have on the asset side of the balance sheet? What do you conclude from the statement of cash flows?What is Computron’s net operating profit after taxes (NOPAT)? What are operating current assets? What are operating current liabilities? How much net operating working capital and total net operating capital does Computron have?What is Computron’s free cash flow (FCF)? What are Computron’s “net uses” of its FCF?Calculate Computron’s return on invested capital (ROIC). Computron has a 10% cost of capital (WACC). What caused the decline in the ROIC? Was it due to operating profitability or capital utilization? Do you think Computron’s growth added value?What is Computron's EVA? The cost of capital was 10% in both years.Assume that a corporation has $200,000 of taxable income from operations. What is the company's federal tax liability?Assume that you are in the 25% marginal tax bracket and that you have $50,000 to invest. You have narrowed your investment choices down to municipal bonds yielding 7% or equally risky corporate bonds with a yield of 10%. Which one should you choose and why? At what marginal tax rate would you be indifferent?Question 2James Madison was brought in as assistant to Computron’s chairman, who had the task of getting the company back into a sound financial position. Madison must prepare an analysis of where the company is now, what it must do to regain its financial health, and what actions to take. Your assignment is to help her answer the following questions, using the recent and projected financial information shown next. Provide clear explanations, not yes or no answers.Why are ratios useful? What three groups use ratio analysis and for what reasons?Calculate the profit margin, operating profit margin, basic earning power (BEP), return on assets (ROA), and return on equity (ROE). What can you say about these ratios?Calculate the inventory turnover, days sales outstanding (DSO), fixed assets turnover, operating capital requirement, and total assets turnover. How does Computron's utilization of assets stack up against other firms in its industry?Calculate the current and quick ratios based on the projected balance sheet and income statement data. What can you say about the company’s liquidity position and its trend?Calculate the debt ratio, liabilities-to-assets ratio, times-interest-earned, and EBITDA coverage ratios. How does Computron compare with the industry with respect to financial leverage? What can you conclude from these ratios?Calculate the price/earnings ratio and market/book ratio. Do these ratios indicate that investors are expected to have a high or low opinion of the company?Use the extended DuPont equation to provide a summary and overview of Computron's projected financial condition. What are the firm's major strengths and weaknesses?What are some potential problems and limitations of financial ratio analysis?What are some qualitative factors analysts should consider when evaluating a company’s likely future financial performance?RequirementAPA format ,no plagarism

Explain Plato's Utopian vision for a just society. In your view, what would be some of the beneficial or harmful effects of a society based solely on merit, as Plato proposed?