Start-up Funding | |
Start-up Expenses to Fund | $20,000 |
Start-up Assets to Fund | $115,000 |
Total Funding Required | $135,000 |
Assets | |
Non-cash Assets from Start-up | $15,000 |
Cash Requirements from Start-up | $100,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $100,000 |
Total Assets | $115,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $85,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $85,000 |
Capital | |
Planned Investment | |
Owners Investment | $10,000 |
Needed Investment | $25,000 |
Additional Investment Requirement | $15,000 |
Total Planned Investment | $50,000 |
Loss at Start-up (Start-up Expenses) | ($20,000) |
Total Capital | $30,000 |
Total Capital and Liabilities | $115,000 |
Total Funding | $135,000 |
Wishbone Pet Products is being founded by Kent Chase. Mr. Chase, a devoted dog owner, has over ten years of product design experience as a mechanical engineer and project manager. As a product design consultant, he has taken dozens of products from concept to production. Wishbone Pet Products will be incorporated as an S-corporation with headquarters located in Madison, Wisconsin.
Fetch™ is an innovative (patent pending) dog waste clean-up and disposal device marketed to dog owners. While many products are available to assist owners in cleaning up after their dogs, they are at best cumbersome and at worst ineffective. Many of these products require the user to touch, see, and smell dog waste during and after use and are also unsuitable for use when walking. Fetch™ offers the following benefits:
There are four distinct types of dog-waste disposal products currently available.
Type 1 – Mechanisms With Bag Products in this group use a mechanism in conjunction with a bag to collect, carry, and dispose of dog waste. Most of these products utilize a long handle. The handle, while intended to allow the user to operate the product at a distance from the waste, makes operation difficult. Products with long handles are also cumbersome to carry. All of these products require the user to seal the bag by hand and many require the user to manually dispose of the bag. In practice these products are difficult to manipulate effectively and the manner of operation results in incomplete retrieval of the waste and/or unintended smearing of waste on the device. These operations are distasteful to many people and discourage the use of such products.
Type 2 – Mechanisms Without Bag Products in this group use some type of mechanism to collect, carry, and dispose of dog waste. While these products suffer the same disadvantages as the products in the first group, the primary disadvantage of these products is that they must be carefully cleaned of the residue of the collected waste before they are stored or it will result in offensive odors and dirt being brought inside from outdoors. This group also includes rakes and shovels.
Type 3 – Modified Bags Products in this group include paper or plastic bags that have features added (e.g., cardboard, stiff plastic) to keep the users hand from directly touching the dog waste and make it less distasteful to pick up dog waste. These products are often bulky and awkward, making transport and handling quite difficult. Moreover, these products present difficult cleaning problems and, accordingly, products of this type are objectionable from an aesthetic as well as functional standpoint. In addition, these bags are not biodegradable and cannot be disposed of in a toilet.
Type 4 – Bags This group consists of ordinary plastic bags, which are slightly modified or not modified at all. Modified bags include: scented bags, biodegradable bags, and bags with built-in ties. While use of a plastic bag is arguably the most commonly employed means for cleaning up dog waste, it is also one of the most objectionable. The user must come into direct tactile and olfactory contact with the dog waste, a most unpleasant prospect. In addition, the bag requires careful handling until a suitable waste receptacle is located.
Fetch™ is unique in a number of ways. Fetch™ is designed so that the user’s hands never contact the dog waste in any way. With a simple one-handed operation, Fetch™ encloses the dog waste in a bag inside of a sealed plastic case. Upon closing, the bag is automatically sealed. When Fetch™ is opened again, the liner bag and its contents are automatically discharged into a waste receptacle. Standard plastic liner bags can be deposited into an appropriate waste receptacle for disposal. Biodegradable liner bags can be deposited into a toilet for disposal. Its compact size makes it ideal for use when walking and the liner bag keeps the device from being contaminated.
The elastic-edge liner bag is the key to Fetch’s™ simple operation. When Fetch™ is closed the liner bag is automatically closed with the contents inside. Two different types of liner bags are available:
In accordance with the operations strategy, product manufacturing and fulfillment will be outsourced. Price quotes and invoicing terms have been obtained from these vendors. This information has been incorporated into the financial projections where appropriate.
Due to the healthy expanding economy of the 1990s, American pet owners have been able to “lavish unprecedented spending on their pets”. Since these owners often consider companion animals, such as dogs and cats as members of their family, pet food companies have cashed in on this emotional bond. For instance, Funda Alp, a spokesperson for the American Pet Products Association stated that “love does translate into dollars.” A study by Sloan Trends & Solutions in 1998 found that the average household with pets spent about $350 on their pets in 1998. These expenditures are expected to grow at an average rate of 4.4%/yr during the next 5 yr period. The average American household spends more on pet food than it does on wine, over-the-counter drugs, candy, or television sets. It spends more on veterinary services than it does on coffee, books, video rentals, or computer software.
The primary market for Wishbone Pet Products is dog owners. A study sponsored by the Pet Food Institute (PFI) confirmed that the number of pet dogs and cats in the U.S. has reached an all-time high. In 2000, there were 59 million pet dogs. The percentage of households owning dogs remained constant at approximately 37%. PFI began tracking the population of pet dogs and cats in the U.S. in 1981. Since that time, the number of pet dogs has grown by more than 5 million. Spending on pet products is also increasing, from $5.2 billion in 2000 to a projected $6.9 billion in 2005, according to the Business Communications Company Pet Industry study.
Demographic Profile of Dog Owners:
Male | 34 | Married | 62 | Northeast | 15 |
Female | 66 | Unmarried couple | 3 | Midwest | 26 |
Single, never married | 17 | South | 37 | ||
Divorced/separated | 9 | West | 23 | ||
18 – 24 | 9 | Widowed | 6 | ||
25 – 29 | 8 | Refused | 3 | ||
30 – 34 | 11 | 8th grade or less | 2 | ||
35 – 39 | 12 | Some high school | 5 | ||
40 – 49 | 26 | High school graduate | 33 | ||
50 – 64 | 20 | Yes | 39 | Some college | 27 |
65 or older | 13 | No | 60 | College graduate | 23 |
Refused | 1 | Refused | 1 | Graduate study | 8 |
Refused | 2 | ||||
White | 85 | Less than $20,000 | 10 | ||
Black | 6 | $20,000 – $34,999 | 14 | Yes | 55 |
Asian | 1 | $35,000 – $49,999 | 21 | No | 43 |
Hispanic | 5 | $50,000 – $74,999 | 19 | Refused | 2 |
Other | 1 | $75,000 – $99,999 | 8 | ||
Refused | 2 | $100,000 + | 7 | ||
Refused | 21 | Once a day or more | 62 | ||
Mean (000’s_ | 53.4 | At least once per week | 28 | ||
Yes | 7 | Median (000’s) | 46.6 | At least once per month | 7 |
No | 91 | Less than once per month | 3 | ||
Refused | 2 | Varies too much to say | 0 | ||
Don’t know/Refused | 0 |
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Age 34 and under | 0% | 6,581,339 | 6,583,569 | 6,585,066 | 6,637,228 | 6,726,652 | 0.55% |
Age 35 – 44 | 0% | 6,853,963 | 6,768,024 | 6,684,963 | 6,561,209 | 6,419,631 | -1.62% |
Age 45 – 54 | 0% | 7,026,073 | 7,177,077 | 7,318,521 | 7,432,621 | 7,518,721 | 1.71% |
Age 55 – 64 | 0% | 4,992,798 | 5,199,186 | 5,406,877 | 5,616,124 | 5,776,934 | 3.71% |
Age 65 and older | 0% | 6,847,697 | 6,917,743 | 6,999,165 | 7,101,496 | 7,266,916 | 1.50% |
Total | 1.07% | 32,301,870 | 32,645,598 | 32,994,591 | 33,348,678 | 33,708,854 | 1.07% |
While Fetch™ is affordable and useful for all dog owners, our focus will be on middle-aged female baby boomers. This group represents the largest and most affluent segment of the pet product market in general and of dog owners in particular. This focus will primarily manifest itself in the type of marketing and advertising techniques we employ.
Market Trends The market for pet products has been growing rapidly with demographics driving the demand for pet supplies. Aging baby boomers are filling their empty nests with pets, while the number of households with children from 5 to 15, the core pet market, keeps climbing. A large category of current pet owners can be considered “pet enthusiasts,” as characterized by the leading wholesaler PetSmart. PetSmart CEO Philip Francis calls pets “an affordable luxury,” sales of which have not been dented by weakening consumer confidence. These consumers are “passionately committed to their pets” and regard their pet like “a family member.” The strong commitment of these owners for their pets is shown by some of the 1998 statistics provided by the American Pet Association. These statistics show how millions of owners treat their pets much like their own children or other family members by buying them gifts, celebrating their birthdays or displaying their pictures. This commitment is especially strong for dog owners. More than half of all U.S. dog owners say they are more attached to their pets than to at least one other human being, and from 4-13 million say they are as attached to their dogs as they are to their best friend (13 million), children (6 million), or spouse (4 million).
Market Needs Dog owners consider cleaning up after their dog a major challenge. Unfortunately, currently available products offer dog owners little help as they are generally cumbersome to carry, crudely designed and manufactured, difficult to operate, and difficult to keep clean. Dog owners will welcome a product that can effectively address these problems.
Market Growth Demographic trends are positive for the pet industry. With many older couples turning to pets for companionship, and with the older population expanding with baby boomers, spending on pets is likely to rise. According to the U.S. Census, in 2000, baby boomers accounted for 35% of the dog owning population. By 2008 they will account for 40% of the dog owning population.
According to the APPMA, the market for pet products and services was $23 billion in 1998, $27 billion in 2000, and $29 billion in 2001. By 2005, the industry is expected to grow even more to $33.5 billion, according to a study by Business Communications Company on The Pet Industry. Significantly, the most rapidly growing market segment is pet supplies, which represents 5.5% of the market. These supplies include dog and cat toys, collars and leashes, pet waste clean-up products, cages and habitats, and books. The pet product market, while massive, is highly fragmented at both the retail and wholesale level. This fragmentation provides an opportunity for new companies and products to compete and thrive.
Industry Participants While the superstores and discount stores account for over 50% of U.S. pet supply sales volume, many other retailers sell pet supplies. Among these other retailers are supermarkets, discount stores, other mass merchandisers, specialty pet stores, direct mail houses, Internet retailers, and veterinarians. In addition to being fragmented, pet product retailers cater to different demographics. Nationwide outlets such as Three Dog Bakery tend to carry “high end” products while supermarket-style stores like Pet Supplies Plus tend to carry lower price products. This differentiation makes it difficult for a single manufacturer to dominate the market and leaves niche markets open.
Distribution Patterns The pet product supply chain is as fragmented as the retail market. There are hundreds of pet product distributors with both regional and national coverage. While many pet stores buy primarily from these distributors, others buy directly from manufacturers. In addition, catalog sales and Internet sales comprise a significant portion of the market.
Buying Patterns Due to the healthy expanding economy of the 1990s, American pet owners have been able to “lavish unprecedented spending on their pets.” Since these owners often consider companion animals such as dogs and cats as members of their family, companies have capitalized on this emotional bond. For instance, Funda Alp, a spokesperson for the American Pet Products Association stated that “love does translate into dollars.” A study by Sloan Trends & Solutions in 1998 found that the average household with pets spent about $350 on their pets in 1998. These expenditures are expected to grow at an average rate of 4.4%/year during the next five year period.
Fusion Design The Fusion Design website will be the virtual business card and portfolio for the company. It will highlight the product line and provide links to websites for each of the products. The graphic design of the website will correspond to the corporate identity graphic design.
Fetch This website is part of the overall marketing mix. It will provide product information and service. It will have a commerce section to allow customers to purchase Fetch or replacement liner bags. The website needs to be simple and well-designed, and in keeping with the latest trends in user interface design. The graphic design of the website will correspond to the product identity graphic design.
Fetch Because the target market for Fetch uses the Internet on a regular basis the website is an important part of the marketing plan. The website will have a commerce section to allow sales of scoops and replacement bags. Because this product requires replacement liner bags it is especially important that these be readily available. Advertising on the internet has not yet proven to be very effective and will not be aggressively pursued initially. Website awareness will be accomplished via more traditional forms of advertising and product purchases.
Website Marketing Strategy Advertising on the Internet has not yet proven to be very effective and will not be aggressively pursued initially. Website awareness will be accomplished via more traditional forms of advertising and product purchases.
Development Requirements Development of these websites will be outsourced. We will work closely with the selected website developer to develop a simple and well-designed site that satisfies the needs of Fetch’s™ target groups. Site hosting and e-commerce transactions will be handled by the order fulfillment provider.
Development of these websites will be outsourced. Fusion Design will work closely with the selected website developer to develop a simple and well-designed site that satisfies the needs of Fetch’s target groups. Hosting and e-commerce transactions will be handled by the order fulfillment provider.
Fetch™ is positioned very carefully: this is an innovative product that addresses a major complaint of dog-owners better than any of the competitors. Our marketing strategy is primarily based on making this information available to our target market, visually via point-of-purchase displays and graphically via creative ad copy and graphics. This basic strategy should allow this product to stand out in a field of competitors that appear to employ no clear marketing strategy.
The value proposition for Fetch™ lies with the dog owner. With Fetch™, the dog owner will have a simple, sanitary, and dignified means of cleaning up after their dog. Because dog owners identify this task as one of the most challenging aspects of owning a dog and because the target market has substantial disposable income, they will be willing to pay a premium price to acquire this superior product.
None of the dog waste clean-up products currently available can do what Fetch™ does. Fetch™ fills a need as it provides an aesthetically pleasing, easily operated device which eliminates contact with the dog waste by the user and the reusable portion of the device while collecting and packaging the waste in a sealed container for convenient disposal.
The competitive advantages for Fetch™ are function and form. Quite simply, Fetch™ works better and is easier to use than any of its competitors. Careful attention was also paid to the aesthetic and ergonomic form of Fetch™. Nearly all of the competitive products are crudely designed and crudely manufactured. The following table provides a feature comparison between Fetch™ and currently available products. The product types are discussed in detail in the Competitive Comparison section. The priority column lists the level of importance consumers place on each feature.
Competitive Comparison:
Easy to use | X | – | X | X | X | High |
Automatically closes bag | X | – | – | – | – | High |
Automatic disposal | X | – | – | – | – | High |
One-hand operation | X | – | X | – | – | Moderate |
Easy to carry before use | X | – | – | X | X | High |
Easy to carry after use | X | – | – | – | – | High |
Product remains clean | X | – | – | – | – | High |
Biodegradable bags available | X | – | – | – | X | Moderate |
Price | High | High | Moderate | Moderate | Low | – |
The primary goal of our sales and marketing strategy is to simply and succinctly explain our product to our target market. An explanation of this innovative product is best accomplished by means of a visual demonstration. Focus group research within the target market shows that, while there is a significant amount of interest in this product based on a verbal description, this interest is greatly magnified by a visual demonstration. Retail product demonstrations will be accomplished with point-of-purchase displays that allow customers to try the product for themselves. In addition, the product itself is packaged in such a way that consumers can operate it and see for themselves how it works. The product website will also be used to visually demonstrate the product. Presentations on cable television home shopping channels are also being considered. These alternatives provide an ideal forum for demonstrating the product and reach a wide audience.
Creative application of print media will provide a product description for catalog and ad copy. We will be working with our advertising and marketing partner to develop ads for selected magazines. This effort alone should be sufficient to set this product apart from a field of competitors that appears to lack any type of marketing strategy. We are also planning a series of press releases timed to coincide with the product launch.
Product distribution will be accomplished by pet product distributors and the order fulfillment provider. The primary distribution channel for pet products is through regional and national pet product distributors. We are actively pursuing agreements with regional distributors and will be attending major industry trade shows to develop contacts with distributors in other regions of the country. The secondary distribution channel is through direct retail sales, specialty catalog sales, and website sales. We are also actively pursuing agreements with retailers and specialty catalogs. Once these agreements are in place, our order fulfillment provider will fill these orders.
For affluent, suburban, middle-aged female baby boomers whose children have left home (“empty nesters”) who lavish attention on their dog and who consider cleaning up after their dog an unpleasant and undignified task, Fetch™ provides a much-needed solution. Fetch™ addresses this need better than the competitors because it provides an aesthetically pleasing, easily operated device which eliminates contact with the dog waste by the user and the reusable portion of the device, while collecting and packaging the waste in a sealed container for convenient disposal.
The manufacturers suggested retail price (MSRP) for Fetch™ is $30. The MSRP for the bags is $6.75 for a box of 25. These prices are based on a skimming strategy, which sets the initial price high to establish high perceived value. High perceived value is important, as the target market has substantial disposable income and is willing to pay for style and functionality. These MSRP’s are based on a careful survey of competitive products prices. While these MSRP’s are high for this product category, they are not the highest nor is this the only high-priced product in its category. There are several competitive products with similar prices.
Although the MSRP is intentionally set high, based on manufacturing costs for the scoop and the bags, these retail prices can be dropped substantially and still leave a reasonable margin. This allows for price flexibility and pricing strategy modification based on the response of the market.
Our initial sales strategy will focus on regional retail sales, specialty direct mail catalogs (e.g., Drs. Foster and Smith, Sharper Image, Brookstone), and e-commerce. This initial strategy is intended to control growth and keep sales in line with projections. As sales increase and more working capital becomes available we will begin to focus on national retail sales. Although ‘big-box’ retailers (e.g., Petco, Petsmart, Wal-mart) are key targets, most products enter these retailers via distributors. To get our product into these stores we will pursue agreements with distributors that already have relationships with these stores.
Because Fetch™ requires the use of a consumable item, two revenue streams are generated. The Sales Forecast graph illustrates the advantage of having a product that includes a consumable component. Although customers will only need to purchase Fetch™ once, they will need to continue to purchase liner bags to continue to using the product. By year three, bag sales are nearly equal to scoop sales. Eventually, bag sales will eclipse scoop sales. This will allow for more price flexibility as the scoop could then be sold primarily as a means of generating sales of the consumable. While there are some disadvantages to products that require replacement components (e.g., replacement components may not be available when required, retailers may be sold out) the advantages are clear. In order to minimize customer concerns about replacement bags, the primary focus of the website will be to provide online purchasing of replacement bags.
The sales forecast includes sales of scoops and liner bags to wholesalers/distributors (75%) and retailers (25%). To keep the sales projections conservative, direct sales to customers via the website were not included in this forecast. Bag sales forecasts assume that for each scoop purchased, the liner bags will be used twice per week. This corresponds to one box of 25 bags being used every three months.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Scoops | $299,425 | $755,200 | $1,401,250 |
Bags | $99,225 | $527,513 | $1,315,575 |
Total Sales | $398,650 | $1,282,713 | $2,716,825 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Scoops | $121,800 | $307,200 | $570,000 |
Bags | $44,100 | $234,450 | $584,700 |
Subtotal Direct Cost of Sales | $165,900 | $541,650 | $1,154,700 |
The following chart and table shows key milestones for start up and the first quarter of operations:
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Focus Group Research | 6/1/2003 | 8/1/2003 | $0 | KBC | Engineering |
Final Design Refinement | 8/1/2003 | 9/1/2003 | $0 | KBC | Engineering |
Pre-production | 9/1/2003 | 12/1/2003 | $0 | KBC | Engineering |
Release Design for Production | 12/1/2003 | 1/1/2004 | $0 | KBC | Engineering |
Purchase Tooling and Inventory | 1/1/2004 | 2/1/2004 | $15,000 | KBC | Purchasing |
Product Launch Marketing Campaign | 2/1/2004 | 4/1/2004 | $60,000 | KBC | Purchasing |
Product Sales Launch | 4/1/2004 | 6/1/2004 | $0 | KBC | Purchasing |
Totals | $75,000 |
To remain consistent with our overall strategy of minimizing fixed costs, Wishbone Pet Products does not intend to develop a large employee or operations infrastructure. Some of the product design activities and all of the manufacturing and distribution activities will be outsourced. This dramatically reduces the in-house requirements for manpower.
Wishbone Pet Products is a pet product innovator and marketing company based on a lean and agile operations strategy. We will leverage limited resources by utilizing external resources for product development assistance, manufacturing, fulfillment, and marketing. We may also finance accounts receivable with a factor in order to minimize administrative work and guarantee a positive cash flow. With this operations strategy, we can quickly and efficiently develop new products, initiate manufacturing activities, and distribute our product with minimal upfront and fixed costs. This strategy allows us to remain lean, by leveraging the expertise that each external resource possesses and agile with respect to changing customer needs.
In keeping with our operations strategy, we have assembled a team of consultants to provide expertise and direction in key areas. We have also assembled an Advisory Board consisting of key individuals that will provide expert advice to our company when making strategic decisions. This board consists of individuals with particular expertise in engineering and new product development, entrepreneurship, and small business planning.
Kent Chase : Mr. Chase has a mechanical engineering background and has a special interest in new product development and entrepreneurship. He has been engaged in product design for the past six years, working on projects in the medical, commercial appliance, automobile, furniture, and consumer product industry. For the past five years, he has worked as a mechanical engineer and project manager for one of the largest product development companies in the United States. The new product development experience has developed his competence in taking product designs from concept through engineering and into manufacturing. The project management experience has increased his ability to manage people, budgets, and timelines. Prior to this experience, Mr. Chase spent four years in the machine design industry. He holds a Bachelor of Science and a Master of Science in mechanical engineering from the University of Wisconsin – Madison.
Wishbone Pet Products has adopted a relatively flat organizational structure. Mr. Chase will serve primarily as the general manager, providing direction and coordination for outside resources. Since development of the initial product line is nearly complete, Mr. Chase will focus on marketing and advertising strategy, coordinate the necessary outside resources to promote the product and handle administrative tasks. Prior to the product launch we will need one individual devoted to sales activities and another individual responsible for the continued monitoring of our production activities, coordinating the required manufacturing resources and monitoring fulfillment of orders.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
General Manager | $18,000 | $35,000 | $42,000 |
Sales Manager | $24,000 | $35,000 | $40,000 |
Marketing Assistant | $0 | $24,000 | $28,000 |
Marketing Manager | $0 | $40,000 | $45,000 |
Operations Assistant | $0 | $24,000 | $28,000 |
Operations Manager | $24,000 | $40,000 | $45,000 |
Total People | 3 | 3 | 3 |
Total Payroll | $66,000 | $198,000 | $228,000 |
Product sales generate the primary revenue stream for Wishbone Pet Products. As such, the financial projections are closely tied to the sales forecast. While we believe that the sales forecast presented is conservative and reflects a clear understanding of the market, we have considered scenarios in which sales lag or lead our projections.
Lagging Sales Rather than purchasing inventory in large lots we will purchase inventory approximately every three months on an as-needed basis. If actual sales volumes are less than projected, we can respond by reducing inventory purchases to reduce variable costs and maintain a positive cash balance. Our operations strategy is also an asset in this scenario as our fixed costs are very low with respect to our variable costs. If necessary we can further reduce our fixed costs by reducing personnel, as payroll constitutes the majority of our fixed costs.
Leading Sales If actual sales volumes exceed our projections we will respond by increasing inventory purchases. Our suppliers capacity greatly exceeds the estimates in our current sales projections. While we should be able to finance the increased inventory purchases with revenue generated from the increased sales, this scenario may require additional infusions of cash. We may also consider financing accounts receivable with a factor to make cash for inventory purchases readily available.
The following subtopics highlight the financial plan for Wishbone Pet Products.
The table below presents the assumptions used in the financial calculations of this business plan.
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% | 6.00% | 6.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Unit Sales – scoops | 20,300 | 3,000 | 20,300 |
Unit Sales – bags (boxes of 25) | 29,400 | 5,500 | 29,400 |
Wishbone Pet Products revenues are generated from unit sales of Fetch™ (a one-time expense) and replacement liner bag sales (a recurring expense). The monthly break-even volume was determined using the sales forecast as a guide, and based on estimates for fixed costs and average revenue for Fetch™ and the replacement liner bags. We anticipate breaking even within the first year of operation.
Break-even Analysis | |
Monthly Revenue Break-even | $20,996 |
Assumptions: | |
Average Percent Variable Cost | 42% |
Estimated Monthly Fixed Cost | $12,258 |
Based on the sales projections and our low fixed cost operations strategy, Wishbone Pet Products will achieve profitability within one year. Profits in subsequent years will accelerate with an increase in anticipated sales volume, yielding approximately tripling of net profit in Year 2 and Year 3.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $398,650 | $1,282,713 | $2,716,825 |
Direct Cost of Sales | $165,900 | $541,650 | $1,154,700 |
Shipping and Handling – scoops | $8,398 | $25,971 | $35,027 |
Shipping and Handling – bags | $7,970 | $28,781 | $64,279 |
Total Cost of Sales | $182,268 | $596,402 | $1,254,006 |
Gross Margin | $216,382 | $686,311 | $1,462,819 |
Gross Margin % | 54.28% | 53.50% | 53.84% |
Expenses | |||
Payroll | $66,000 | $198,000 | $228,000 |
Sales and Marketing and Other Expenses | $59,798 | $192,407 | $407,524 |
Depreciation | $0 | $0 | $0 |
Rent | $6,000 | $6,500 | $7,000 |
Utilities | $1,200 | $1,500 | $1,750 |
Insurance – liability | $4,200 | $4,200 | $4,200 |
Payroll Taxes | $9,900 | $29,700 | $34,200 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $147,098 | $432,307 | $682,674 |
Profit Before Interest and Taxes | $69,284 | $254,004 | $780,146 |
EBITDA | $69,284 | $254,004 | $780,146 |
Interest Expense | $4,638 | $3,576 | $2,376 |
Taxes Incurred | $19,394 | $75,128 | $233,331 |
Net Profit | $45,252 | $175,299 | $544,439 |
Net Profit/Sales | 11.35% | 13.67% | 20.04% |
We expect to manage cash flow with an initial investment and expect be profitable by the end of Year 1, with occasional negative cash flows corresponding to inventory purchases. Owner invests additional $10,000 in Year 2 as a hedge against Accounts Payable/Accounts Receivable flows.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $99,663 | $320,678 | $679,206 |
Cash from Receivables | $208,143 | $760,573 | $1,710,811 |
Subtotal Cash from Operations | $307,805 | $1,081,251 | $2,390,017 |
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 | $10,000 | $0 |
Subtotal Cash Received | $307,805 | $1,091,251 | $2,390,017 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $66,000 | $198,000 | $228,000 |
Bill Payments | $249,698 | $921,205 | $1,918,396 |
Subtotal Spent on Operations | $315,698 | $1,119,205 | $2,146,396 |
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 | $15,400 | $20,000 | $20,000 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $5,000 | $7,500 |
Subtotal Cash Spent | $331,098 | $1,144,205 | $2,173,896 |
Net Cash Flow | ($23,293) | ($52,954) | $216,121 |
Cash Balance | $76,707 | $23,753 | $239,873 |
As shown on the balance sheet in the following table, we expect a healthy growth in net worth by the end of the plan period. The monthly projections for Year 1 are in the appendix.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $76,707 | $23,753 | $239,873 |
Accounts Receivable | $90,845 | $292,307 | $619,114 |
Inventory | $28,875 | $94,275 | $200,976 |
Other Current Assets | $15,000 | $15,000 | $15,000 |
Total Current Assets | $211,427 | $425,334 | $1,074,964 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $211,427 | $425,334 | $1,074,964 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $66,575 | $120,182 | $252,874 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $66,575 | $120,182 | $252,874 |
Long-term Liabilities | $69,600 | $49,600 | $29,600 |
Total Liabilities | $136,175 | $169,782 | $282,474 |
Paid-in Capital | $50,000 | $60,000 | $60,000 |
Retained Earnings | ($20,000) | $20,252 | $188,051 |
Earnings | $45,252 | $175,299 | $544,439 |
Total Capital | $75,252 | $255,551 | $792,490 |
Total Liabilities and Capital | $211,427 | $425,334 | $1,074,964 |
Net Worth | $75,252 | $255,551 | $792,490 |
The following table presents common business ratios for reference. Wishbone Pet Products NAICS classification is 339999 (SIC, 3999) – Manufacturing Industries, NEC (Not Elsewhere Classified).
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 221.76% | 111.80% | -3.08% |
Percent of Total Assets | ||||
Accounts Receivable | 42.97% | 68.72% | 57.59% | 23.87% |
Inventory | 13.66% | 22.16% | 18.70% | 22.83% |
Other Current Assets | 7.09% | 3.53% | 1.40% | 27.81% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 74.51% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 25.49% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 31.49% | 28.26% | 23.52% | 24.61% |
Long-term Liabilities | 32.92% | 11.66% | 2.75% | 21.74% |
Total Liabilities | 64.41% | 39.92% | 26.28% | 46.35% |
Net Worth | 35.59% | 60.08% | 73.72% | 53.65% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 54.28% | 53.50% | 53.84% | 37.64% |
Selling, General & Administrative Expenses | 40.11% | 36.61% | 30.46% | 20.59% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 1.38% |
Profit Before Interest and Taxes | 17.38% | 19.80% | 28.72% | 4.79% |
Main Ratios | ||||
Current | 3.18 | 3.54 | 4.25 | 2.48 |
Quick | 2.74 | 2.75 | 3.46 | 1.35 |
Total Debt to Total Assets | 64.41% | 39.92% | 26.28% | 6.29% |
Pre-tax Return on Net Worth | 85.91% | 98.00% | 98.14% | 50.32% |
Pre-tax Return on Assets | 30.58% | 58.88% | 72.35% | 12.65% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 11.35% | 13.67% | 20.04% | n.a |
Return on Equity | 60.13% | 68.60% | 68.70% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 3.29 | 3.29 | 3.29 | n.a |
Collection Days | 55 | 73 | 82 | n.a |
Inventory Turnover | 10.91 | 8.80 | 7.82 | n.a |
Accounts Payable Turnover | 4.75 | 8.11 | 8.11 | n.a |
Payment Days | 40 | 35 | 33 | n.a |
Total Asset Turnover | 1.89 | 3.02 | 2.53 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 1.81 | 0.66 | 0.36 | n.a |
Current Liab. to Liab. | 0.49 | 0.71 | 0.90 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $144,852 | $305,151 | $822,090 | n.a |
Interest Coverage | 14.94 | 71.03 | 328.34 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.53 | 0.33 | 0.40 | n.a |
Current Debt/Total Assets | 31% | 28% | 24% | n.a |
Acid Test | 1.38 | 0.32 | 1.01 | n.a |
Sales/Net Worth | 5.30 | 5.02 | 3.43 | n.a |
Dividend Payout | 0.00 | 0.03 | 0.01 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Scoops | 0% | $0 | $0 | $0 | $0 | $30,975 | $32,450 | $33,925 | $36,875 | $38,350 | $39,825 | $42,775 | $44,250 |
Bags | 0% | $0 | $0 | $0 | $0 | $7,088 | $7,425 | $7,763 | $8,438 | $15,863 | $16,538 | $17,550 | $18,563 |
Total Sales | $0 | $0 | $0 | $0 | $38,063 | $39,875 | $41,688 | $45,313 | $54,213 | $56,363 | $60,325 | $62,813 | |
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 | |
Scoops | $0 | $0 | $0 | $0 | $12,600 | $13,200 | $13,800 | $15,000 | $15,600 | $16,200 | $17,400 | $18,000 | |
Bags | $0 | $0 | $0 | $0 | $3,150 | $3,300 | $3,450 | $3,750 | $7,050 | $7,350 | $7,800 | $8,250 | |
Subtotal Direct Cost of Sales | $0 | $0 | $0 | $0 | $15,750 | $16,500 | $17,250 | $18,750 | $22,650 | $23,550 | $25,200 | $26,250 |
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 | ||
General Manager | 0% | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 |
Sales Manager | 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 |
Marketing Assistant | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Marketing Manager | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Operations Assistant | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Operations Manager | 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 |
Total People | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | |
Total Payroll | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 |
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 | $0 | $0 | $38,063 | $39,875 | $41,688 | $45,313 | $54,213 | $56,363 | $60,325 | $62,813 | |
Direct Cost of Sales | $0 | $0 | $0 | $0 | $15,750 | $16,500 | $17,250 | $18,750 | $22,650 | $23,550 | $25,200 | $26,250 | |
Shipping and Handling – scoops | $0 | $0 | $0 | $2,361 | $464 | $382 | $297 | $2,815 | $676 | $574 | $471 | $357 | |
Shipping and Handling – bags | $0 | $0 | $0 | $1,594 | $318 | $262 | $203 | $2,576 | $947 | $822 | $692 | $555 | |
Total Cost of Sales | $0 | $0 | $0 | $3,955 | $16,532 | $17,145 | $17,750 | $24,141 | $24,273 | $24,946 | $26,364 | $27,162 | |
Gross Margin | $0 | $0 | $0 | ($3,955) | $21,530 | $22,730 | $23,937 | $21,171 | $29,939 | $31,417 | $33,961 | $35,650 | |
Gross Margin % | 0.00% | 0.00% | 0.00% | 0.00% | 56.57% | 57.00% | 57.42% | 46.72% | 55.23% | 55.74% | 56.30% | 56.76% | |
Expenses | |||||||||||||
Payroll | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | |
Sales and Marketing and Other Expenses | $0 | $0 | $0 | $0 | $5,709 | $5,981 | $6,253 | $6,797 | $8,132 | $8,454 | $9,049 | $9,422 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Utilities | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | |
Insurance – liability | $350 | $350 | $350 | $350 | $350 | $350 | $350 | $350 | $350 | $350 | $350 | $350 | |
Payroll Taxes | 15% | $825 | $825 | $825 | $825 | $825 | $825 | $825 | $825 | $825 | $825 | $825 | $825 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $7,275 | $7,275 | $7,275 | $7,275 | $12,984 | $13,256 | $13,528 | $14,072 | $15,407 | $15,729 | $16,324 | $16,697 | |
Profit Before Interest and Taxes | ($7,275) | ($7,275) | ($7,275) | ($11,230) | $8,546 | $9,474 | $10,409 | $7,099 | $14,532 | $15,687 | $17,638 | $18,954 | |
EBITDA | ($7,275) | ($7,275) | ($7,275) | ($11,230) | $8,546 | $9,474 | $10,409 | $7,099 | $14,532 | $15,687 | $17,638 | $18,954 | |
Interest Expense | $425 | $418 | $411 | $404 | $397 | $390 | $383 | $376 | $369 | $362 | $355 | $348 | |
Taxes Incurred | ($2,310) | ($2,308) | ($2,306) | ($3,490) | $2,445 | $2,725 | $3,008 | $2,017 | $4,249 | $4,598 | $5,185 | $5,582 | |
Net Profit | ($5,390) | ($5,385) | ($5,380) | ($8,144) | $5,704 | $6,359 | $7,018 | $4,706 | $9,914 | $10,728 | $12,098 | $13,024 | |
Net Profit/Sales | 0.00% | 0.00% | 0.00% | 0.00% | 14.99% | 15.95% | 16.84% | 10.39% | 18.29% | 19.03% | 20.05% | 20.73% |
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 | $0 | $0 | $9,516 | $9,969 | $10,422 | $11,328 | $13,553 | $14,091 | $15,081 | $15,703 | |
Cash from Receivables | $0 | $0 | $0 | $0 | $0 | $952 | $28,592 | $29,952 | $31,356 | $34,207 | $40,713 | $42,371 | |
Subtotal Cash from Operations | $0 | $0 | $0 | $0 | $9,516 | $10,920 | $39,014 | $41,280 | $44,909 | $48,298 | $55,794 | $58,074 | |
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 | $0 | $0 | $0 | $9,516 | $10,920 | $39,014 | $41,280 | $44,909 | $48,298 | $55,794 | $58,074 | |
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 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | |
Bill Payments | ($110) | ($174) | ($232) | ($118) | $1,354 | $24,798 | $36,001 | $29,456 | $33,601 | $40,133 | $42,041 | $42,947 | |
Subtotal Spent on Operations | $5,390 | $5,326 | $5,268 | $5,382 | $6,854 | $30,298 | $41,501 | $34,956 | $39,101 | $45,633 | $47,541 | $48,447 | |
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 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | $1,400 | |
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 | $5,390 | $6,726 | $6,668 | $6,782 | $8,254 | $31,698 | $42,901 | $36,356 | $40,501 | $47,033 | $48,941 | $49,847 | |
Net Cash Flow | ($5,390) | ($6,726) | ($6,668) | ($6,782) | $1,261 | ($20,778) | ($3,887) | $4,924 | $4,409 | $1,264 | $6,853 | $8,227 | |
Cash Balance | $94,610 | $87,884 | $81,216 | $74,433 | $75,695 | $54,917 | $51,030 | $55,954 | $60,363 | $61,627 | $68,480 | $76,707 |
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 | $100,000 | $94,610 | $87,884 | $81,216 | $74,433 | $75,695 | $54,917 | $51,030 | $55,954 | $60,363 | $61,627 | $68,480 | $76,707 |
Accounts Receivable | $0 | $0 | $0 | $0 | $0 | $28,547 | $57,502 | $60,175 | $64,208 | $73,511 | $81,576 | $86,107 | $90,845 |
Inventory | $0 | $0 | $0 | $0 | $0 | $17,325 | $18,150 | $18,975 | $20,625 | $24,915 | $25,905 | $27,720 | $28,875 |
Other Current Assets | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 |
Total Current Assets | $115,000 | $109,610 | $102,884 | $96,216 | $89,433 | $136,567 | $145,569 | $145,180 | $155,787 | $173,789 | $184,108 | $197,307 | $211,427 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $115,000 | $109,610 | $102,884 | $96,216 | $89,433 | $136,567 | $145,569 | $145,180 | $155,787 | $173,789 | $184,108 | $197,307 | $211,427 |
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 | $0 | $59 | $171 | $2,933 | $45,762 | $49,805 | $43,798 | $51,098 | $60,586 | $61,577 | $64,078 | $66,575 |
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 | $0 | $59 | $171 | $2,933 | $45,762 | $49,805 | $43,798 | $51,098 | $60,586 | $61,577 | $64,078 | $66,575 |
Long-term Liabilities | $85,000 | $85,000 | $83,600 | $82,200 | $80,800 | $79,400 | $78,000 | $76,600 | $75,200 | $73,800 | $72,400 | $71,000 | $69,600 |
Total Liabilities | $85,000 | $85,000 | $83,659 | $82,371 | $83,733 | $125,162 | $127,805 | $120,398 | $126,298 | $134,386 | $133,977 | $135,078 | $136,175 |
Paid-in Capital | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 |
Retained Earnings | ($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) |
Earnings | $0 | ($5,390) | ($10,775) | ($16,155) | ($24,299) | ($18,595) | ($12,236) | ($5,218) | ($512) | $9,403 | $20,130 | $32,228 | $45,252 |
Total Capital | $30,000 | $24,610 | $19,225 | $13,845 | $5,701 | $11,405 | $17,764 | $24,782 | $29,488 | $39,403 | $50,130 | $62,228 | $75,252 |
Total Liabilities and Capital | $115,000 | $109,610 | $102,884 | $96,216 | $89,433 | $136,567 | $145,569 | $145,180 | $155,787 | $173,789 | $184,108 | $197,307 | $211,427 |
Net Worth | $30,000 | $24,610 | $19,225 | $13,845 | $5,701 | $11,405 | $17,764 | $24,782 | $29,488 | $39,403 | $50,130 | $62,228 | $75,252 |
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The ASPCA estimates the annual cost of owning a dog or cat is upwards of $1,400 across food, routine medical care, toys, treats, and other pet-related expenses. However, just one major illness or accident can completely eclipse that amount. You could suddenly find yourself paying thousands surgery, hospitalizations, and medications. While pet insurance can add to your monthly costs, it could save your pet in an unexpected emergency.
The best pet insurance companies understand that your pet is unique and offers comprehensive, cost-effective coverage that reflects that understanding. We've chosen the best pet insurance companies accordingly, taking note of waiting periods, coverage for pre-existing conditions, emergency care coverage, and cost.
Here are our picks for the best pet insurance companies of 2024.
Aspca pet insurance.
The American Society for the Prevention of Cruelty to Animals (ASPCA) is a famous nonprofit focused on animal rights. In addition to this critical work, the ASPCA lends its name to affordable pet health insurance plans with great benefits. At this time, the ASPCA does not sell or underwrite insurance, but it does receive royalties to add its name to this pet insurance plan.
Coverage is available for dogs, cats, and horses. But most importantly, its policies offer a shorter waiting period than most providers for cruciate injuries (14 days). Pets must be at least eight weeks old to qualify for ASPCA pet insurance, but there's no upper age limit. So senior pets can enjoy coverage through ASPCA pet insurance.
Owners with multiple eligible pets also get a 10% discount monthly, which can add up. Standard plans with the ASPCA include coverage for things like congenital conditions, alternative therapies, and behavioral issues.
Read our ASPCA pet insurance review .
Trupanion pet insurance.
If you're looking for flexible coverage to fit your budget, consider Trupanion. It provides illness and accident coverage for cats and dogs, including plans without limits and a per-incident deductible, saving you money if your pet has recurring health issues.
Pets over 14 years old are ineligible for coverage, and some services have a waiting period. But Trupanion also offers valuable add-ons that'll cover boarding fees if a pet owner is hospitalized, behavioral and rehabilitative therapy, and coverage for unintentional property damage caused by a pet.
The most crucial distinction for Trupanion is its low out-of-pocket costs. Eligible customers can choose a $0 deductible with 90% reimbursement. So in a pet emergency, you only pay 10% of eligible vet bills. For any pet parent who has been through the unexpected, the peace of mind is essential.
Read our Trupanion pet insurance review .
Figo pet insurance.
Figo is unique in that it offers a 100% reimbursement option. In short, under one of its plans, you'll be covered for 100% of your eligible pet expenses after you meet your annual deductible. In addition, it offers plans with lower yearly reimbursement maximums. The more you pay in premiums, the less you pay at the time of service, and vice versa.
Its comprehensive pet insurance plans include coverage for non-routine dental care, alternative treatments, and hereditary conditions. You can even add preventative coverage with wellness care and vet exam fees.
Added benefits of Figo pet insurance plans include a shorter than average one-day waiting period for accident coverage, a 24-hour pet telehealth line, and its Pet Cloud app to make your pet's vet records much more manageable.
Read our Figo pet insurance review .
Nationwide pet insurance.
Nationwide is a familiar name for home, auto, and life insurance. But did you know it also offers pet insurance plans? You can buy coverage for dogs, cats, birds, and some exotic pets, which many providers on this list do not cover. In addition, there are no age limits for pet coverage with Nationwide.
Preventive treatment isn't included in the average pet insurance plan . So you may have to search elsewhere for pet wellness plans. But Nationwide's comprehensive pet insurance covers the most common accident and illnesses for pets. Wellness coverage from Nationwide pet insurance includes things like certain vaccines and annual exams.
Nationwide pet insurance plans are available in every state. So whether you have a dog, lizard, horse, or iguana, you won't have an issue finding pet insurance coverage.
Read our Nationwide pet insurance review .
Spot pet insurance.
What's excellent about Spot is that it offers a wide variety of policies, including coverage for both accident and illness, accident-only, and an optional wellness plan for an additional fee.
In addition, Spot Pet Insurance will reimburse exam fees (for select conditions) as part of its accident and illness coverage. Most pet insurance providers exclude exam fees from coverage. Qualified pet parents may also choose unlimited annual coverage. Spot has pet insurance for accidents, illness, and wellness add-ons for dental cleanings, wellness exams, certain vaccines, and more.
Spot pet insurance premiums are high compared to some other pet insurance competitors. But customer satisfaction is also higher.
Read our Spot pet insurance review .
Akc pet insurance.
The American Kennel Club's pet insurance plans are available for all pets, not just registered purebred dogs. So you can sign your mixed breed dog or cat up for AKC's pet insurance and choose from various optional add-ons. This includes coverage for exam fees, wellness care, and final expenses, to name a few.
You'll get 30 days of free coverage if you register your new pup for an American Kennel Club membership. But pet parents with senior pets may want to consider other pet insurance companies. Pets nine years old or older will only be eligible for accident coverage when you buy your policy. You'll also need to sign up your pet before their second birthday to qualify for the AKC's optional coverage for hereditary or congenital conditions.
American Kennel Club is unique because it covers pre-existing conditions after a 12-month waiting period. By contrast, other pet insurance companies won't cover pre-existing conditions.
Read our AKC pet insurance review .
Pumpkin pet insurance.
If you're looking for comprehensive pet insurance coverage, Pumpkin Pet Insurance could be a great choice. Unlike many other pet insurance providers, Pumpkin offers coverage for preventable diseases (excluding pre-existing conditions) like Lyme or parvovirus.
In addition, Pumpkin only requires a 14-day waiting period for breeds with common hereditary conditions like hip and joint problems. In contrast, other providers may require waiting periods of up to 60 days. The waiting period is for current and future treatment. So if your pet presents with any of the listed health conditions within the waiting period, that condition and any related vet bills will not be covered in the future.
With Pumpkin, you can get a quote for your pet quickly and easily. You will have fewer options to choose from when it comes to coverage, but the available options are above average compared to other pet insurance providers.
Finally, the company won't decline coverage based on a pet's age. Specific policies also cover advanced treatments for things like behavioral therapy and acupuncture.
Read our Pumpkin pet insurance review .
Healthy paws pet insurance.
Healthy Paws Pet Insurance is one of the highest-rated pet insurance companies according to customers. It's not surprising considering it has no limits on how much it will pay per incident, annually, or over the lifetime of your pet. Many pet parents also love the fact that Healthy Paws routinely gives back to homeless pets.
It offers coverage options for all stages of your pet's life, from eight weeks to 14 years old. Pet parents also choose their deductibles and reimbursement levels. If you're concerned about large vet costs after an accident or illness, we recommend paying more in monthly premiums for better coverage. If you're comfortable paying your vet a little more to save money each month, lower coverage options are available.
Read our Healthy Paws pet insurance review here.
Lemonade pet insurance.
Are you looking for pet insurance that won't break the bank? Consider Lemonade Pet Insurance, which offers coverage that starts at just $12 monthly. In addition, some of Lemonade's cheaper wellness plans provide coverage for wellness checks, preventative care, and extended accident and illness coverage. Whether shopping for a new pet insurance policy or adjusting your current plan, Lemonade's website and app provide easy-to-use quoting tools.
If you have other items to insure, you can save even more. Customers who bundle their pet insurance with coverage for, say, your car or rental will get a 10% discount. You can also get 5% off for paying a full year's premium upfront and a 5% discount per policy for two or more pets. Unfortunately, Lemonade pet insurance is only available in some states. You can check its website or run a quote to find out if Lemonade pet insurance is available for your pets.
Read our Lemonade pet insurance review .
When looking for pet insurance plans, comparing different providers is essential to find the best coverage and price. Some factors to consider include the cost of premiums, the amount of coverage offered, the waiting period for coverage of pre-existing conditions, and the reimbursement percentage for veterinary care.
It's also important to read the fine print to understand what is and isn't covered. For example, many pet insurance policies don't cover routine vet care such as vaccinations and annual checkups. It should also be noted that pet insurance companies don't necessarily define "pre-existing conditions" the same way every time. For example, some companies provide coverage for "curable" conditions.If your pet needs expensive surgery or treatment, you may only receive a fraction of the cost back from the insurance company.
Pet insurance can be a great way to protect yourself from costly vet bills in an emergency. So, do your homework and shop around to find the best policy for your pet.
Pet insurance plans may differ when it comes to specifics, but in general you'll want to look for a policy that provides as much coverage as possible, with few exceptions or exclusions.
Comprehensive pet insurance will cover both accidents and illness, and some even include preventive care like wellness checkups. In general, you should purchase the policy that offers the most comprehensive coverage — especially if you foresee any issues arising with your pet.
A comprehensive pet insurance policy will cost more than an accident-only plan, but it should still be relatively affordable, and it could make a big difference if your pet needs care down the line.
Most pet insurance plans let you customize coverage (to include or exclude things like wellness visits) and customize your deductible. You can choose to pay a higher deductible, which will lower your monthly pet insurance payment, or you can pick a lower deductible, which will mean a higher monthly premium. The best option for you really depends on your financial situation and whether you expect large vet bills anytime soon.
Premiums and value for money.
Cost is one of the primary considerations when choosing a policy for your pet. The best pet insurance policy will save you more money than you spent on premiums.
You'll want to find policies that cover the most costs while charging the least. This could mean finding the most comprehensive policy or reducing your coverage for a smaller monthly premium. For example, accident-only coverage is often far cheaper than comprehensive coverage. You can find our guide on the best cheap pet insurance here.
On the other hand, you may also opt for a policy that has preventative care coverage. This can cost more than a standard policy, but can prevent your pet from getting sick, saving you money in the long run.
Unfortunately, the cost of pet insurance is largely out of your control, dependent on your pet's breed and age. That said, there are ways that you can still save without influencing the underwriting process. For one, you can opt for multi-pet insurance as many of the best multi-pet insurance companies offer discounts of up to 10%.
Additionally, some of the larger companies that offer multiple types of insurance may allow you to bundle your pet insurance with other types of insurance, like auto or home.
Look for a pet insurance plan that covers age-related illnesses. The best plan for an older pet will also have few exclusions when it comes to covered conditions, and no age limit (or a high age limit).
Several pet insurance companies have discounts for insuring multiple pets, usually between 5-10%. This could be a great option to save money while insuring all your furry friends.
The best pet insurance for you will depend on a multitude of factors, including things like your pet's breed and age and the coverages for which you're looking. Business Insider rated Lemonade pet insurance as the best for low-cost coverage, so it could be a good choice if a low monthly cost is your main priority. Also, check out our guides on the best cheap pet insurance and best multi-pet insurance .
You can switch pet insurance providers if you're not happy with the insurer you chose, but keep in mind there is usually a waiting period before your new coverage takes effect. Additionally, if your pet has any pre-existing health conditions, they won't be covered if you switch to a new policy.
Pet insurance typically excludes coverage for pre-existing conditions (those that have already been identified and diagnosed), routine wellness checks, and elective procedures. Some pet insurance policies also exclude certain breeds or pets above a certain age.
When it comes to pet insurance, there are a lot of providers from which to choose. So how do you know which one is the best for your pet?
We reviewed 30 pet insurance providers for our guide on the best pet insurance. The factors we considered included, but were not limited to:
We started by looking at what type of coverage each provider offers. We focused on companies that provided good coverage options and rates, as well as customer service that is friendly and helpful. Finally, we compared plan rates to ensure these providers offered affordable coverage.
You can learn more about how Business Insider rates pet insurance products here.
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Since incorporation, Paws Pet Store has achieved the following milestones: Registered Paws Pet Products, LLC to transact business in the state of North Dakota. Has a contract in Fargo at one of centrally-located retail buildings. Paws Pet Store will set up its office and retail space in 30,000 square feet.
This simple business plan example for a small retail pet store is projected to generate a net profit of $200,000 in the first year. Other financial highlights are as follows. The initial start-up cost of $150,000. Operating break-even point of $125,000. Gross margin of 35%.
Marketing Plan. Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a pet store business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of pet store that you documented in your company overview.
Take a look at a sample business plan for a pet supply business to get a head start on your plan. Pet owners are often happy to spend money on services for their four-legged friends, which is why a business catering to them can be very successful. Take a look at some sample business plans for pet services business, then get started on writing a ...
Highlight your commitment to pet health and well-being, your variety of pet supplies, and your dedication to delivering exceptional customer service that caters to the needs and preferences of pet owners through your pet store. We supplied you with text in our business plan. Feel free to edit it to match your idea. 3.
2.2 Start-up Summary. Start-up expenses for the company total $31,200 and will be distributed as follows: 52% - Product research and development: design fees, patent fees and prototyping. 19% - Corporate brand development: website design, marketing materials and advertising.
A business plan has 2 main parts: a financial forecast outlining the funding requirements of your pet store and the expected growth, profits and cash flows for the next 3 to 5 years; and a written part which gives the reader the information needed to decide if they believe the forecast is achievable.
Step #4: Decide Your Product Mix. Your product mix is your bread and butter. This step is where you explain what you offer to your customers. Make sure you clearly define the products and/or services that your store offers — and highlight the benefits they have to your customers and pets.
It serves as a roadmap, outlining your vision, objectives, and the strategies you plan to implement to thrive in the pet industry. To streamline your planning process and get you started on the right paw, feel free to utilize our pet store business plan template. Our team of experts is also on standby to provide a complimentary review and fine ...
The Benefits of Creating a Business Plan for your Pet Store. Helping to clarify the goals and objectives of the project, and providing a roadmap for achieving them: A business plan can help to define the specific goals and objectives of your pet store project, such as increasing revenue or expanding the product line. It can also outline the steps that will be taken to achieve these goals ...
Pet Business Company Description. This should contain basic, precise information such as: Your company name. Type of ownership (sole proprietorship, partnership, corporation, etc.) Who will manage the business, and their qualifications. Location. Products and/or services you will/do provide. The market you will service.
A Sample Pet Food Shop Business Plan Template 1. Industry Overview. The pet stores industry comprises of stores that sell a range of pets, such as dogs, cats, fish and birds and also they sell pet foods and pet supplies, such as collars, leashes, health and beauty aids, shampoos, medication, toys, pet containers, dog kennels and cat furniture ...
Pet Store Business Plan Template If you want to start a pet store or expand your current pet shop, you need a business plan. The following Pet Store business plan template gives you the key elements to include in a winning pet shop business plan.
20 visits = $10.00 discount. Three referrals = one free day care visit gift certificate. Monthly business card drawing = one free visit. Create specified packages = one day, one night, one wash for a special discount price. Multiple pets from the same family = family discount rate.
Executive Summary. So, while this is written last, it usually comes first in your business plan. It is basically a summary of everything your pet shop business stands for and what it has to offer. So you would start out by introducing the business and its location, followed by what products or services it renders.
Step #6 - Marketing plan for a Pet Store. You can refer to the following sample to write your own pet store marketing plan. Susan's Pet Shop has formed a long-term, mutually benefiting relationship with the local animal clinic, which is located within its 100-meter radius.
How to Write a Pet Business Plan in 7 Steps: 1. Describe the Purpose of Your Pet Business. The first step to writing your business plan is to describe the purpose of your pet business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking ...
Get a watermark-free, fully customizable business model canvas in our business plan for a pet store. In the dynamic and heartwarming world of pet care, having a clear and effective strategy is essential to thrive. ... One-stop-shop for pet wellness, professional grooming services, health-focused products: Customer Relationships: Appointment ...
File type PNG, PDF, PowerPoint. Plan free. This Colorful Simple Pet Shop Business Plan Template is perfect for promoting your pet-related business. Customize it to fit your brand by adding vibrant colors, adjusting sizes, and selecting eye-catching photos or icons from our free stock libraries. With Venngage's user-friendly interface, you can ...
1.1 Objectives. To be a leader in the pet feeder product market with a measurable share of the market by the end of the second year of operation, based on the design and development of: To increase sales by at least 10% for the first three years of operation. To reach sales of $250,000 by the third year of operation.
Pet Shop Business Plan - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Sample Business Plan
Executive Summary. Company. Wishbone Pet Products, Inc. is a start-up company that will design and market innovative pet products. This business plan has been developed to present Wishbone Pet Products, Inc. to prospective investors and assist in raising $120,000 of capital needed to begin production and launch our first product. Market.
c Small Business Plan Pet Shop(1) - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Petology Pet Shop is a one-stop pet shop established in December 2017 in Setapak, Kuala Lumpur that sells pet food, toys, grooming equipment, and other supplies for cats and dogs. The company aims to provide education and support to help customers care for ...
ASPCA Pet Insurance. Compare quotes. Compare policies and rates from participating partners with Petted. Insider's Rating 4/5. Perks. Offers coinsurance of up to 90% of each eligible bill with a ...