CCS expects to raise its own capital, and to acquire a guaranteed the SBA 10-year loan. This provides the bulk of the current financing required.
CCS’s Break-even Analysis is based on the average of the first-year figures for total sales by units, and by operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. These conservative assumptions make for a more accurate estimate of real risk.
Break-even Analysis | |
Monthly Units Break-even | 27 |
Monthly Revenue Break-even | $466,023 |
Assumptions: | |
Average Per-Unit Revenue | $17,000.00 |
Average Per-Unit Variable Cost | $5,200.00 |
Estimated Monthly Fixed Cost | $323,475 |
The projected Profit and Loss for CCS is presented in the accompanying table. The three yearly totals are shown here, with year one monthlies in the appendix.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $10,200,000 | $11,730,000 | $13,489,500 |
Direct Cost of Sales | $3,120,000 | $3,588,000 | $4,126,200 |
Other | $0 | $0 | $0 |
Total Cost of Sales | $3,120,000 | $3,588,000 | $4,126,200 |
Gross Margin | $7,080,000 | $8,142,000 | $9,363,300 |
Gross Margin % | 69.41% | 69.41% | 69.41% |
Expenses | |||
Payroll | $3,270,000 | $3,433,500 | $3,605,175 |
Sales and Marketing and Other Expenses | $96,000 | $150,000 | $265,000 |
Depreciation | $24,000 | $27,600 | $31,740 |
Utilities | $1,200 | $1,500 | $1,700 |
Payroll Taxes | $490,500 | $515,025 | $540,776 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $3,881,700 | $4,127,625 | $4,444,391 |
Profit Before Interest and Taxes | $3,198,300 | $4,014,375 | $4,918,909 |
EBITDA | $3,222,300 | $4,041,975 | $4,950,649 |
Interest Expense | $18,700 | $16,400 | $14,000 |
Taxes Incurred | $808,144 | $999,494 | $1,246,664 |
Net Profit | $2,371,456 | $2,998,481 | $3,658,244 |
Net Profit/Sales | 23.25% | 25.56% | 27.12% |
The cash flow projection shows that provisions for ongoing expenses are adequate to meet CCS’s needs as the business generates cash flow sufficient to support operations.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $3,468,000 | $3,988,200 | $4,586,430 |
Cash from Receivables | $5,628,700 | $7,576,305 | $8,712,751 |
Subtotal Cash from Operations | $9,096,700 | $11,564,505 | $13,299,181 |
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 | $190,000 | $0 | $0 |
Subtotal Cash Received | $9,286,700 | $11,564,505 | $13,299,181 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $3,270,000 | $3,433,500 | $3,605,175 |
Bill Payments | $4,171,394 | $5,201,383 | $6,118,402 |
Subtotal Spent on Operations | $7,441,394 | $8,634,883 | $9,723,577 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $12,000 | $12,000 | $12,000 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $12,000 | $12,000 | $12,000 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $135,000 | $225,000 | $295,000 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $7,600,394 | $8,883,883 | $10,042,577 |
Net Cash Flow | $1,686,306 | $2,680,622 | $3,256,604 |
Cash Balance | $1,866,306 | $4,546,928 | $7,803,532 |
Following is the projected Balance Sheet for CCS. Again, three years of annuals are shown below, with first year monthlies in the appendix.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $1,866,306 | $4,546,928 | $7,803,532 |
Accounts Receivable | $1,103,300 | $1,268,795 | $1,459,114 |
Other Current Assets | $75,000 | $75,000 | $75,000 |
Total Current Assets | $3,044,606 | $5,890,723 | $9,337,646 |
Long-term Assets | |||
Long-term Assets | $235,000 | $460,000 | $755,000 |
Accumulated Depreciation | $24,000 | $51,600 | $83,340 |
Total Long-term Assets | $211,000 | $408,400 | $671,660 |
Total Assets | $3,255,606 | $6,299,123 | $10,009,306 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $364,149 | $433,185 | $509,124 |
Current Borrowing | $38,000 | $26,000 | $14,000 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $402,149 | $459,185 | $523,124 |
Long-term Liabilities | $138,000 | $126,000 | $114,000 |
Total Liabilities | $540,149 | $585,185 | $637,124 |
Paid-in Capital | $368,000 | $368,000 | $368,000 |
Retained Earnings | ($24,000) | $2,347,456 | $5,345,938 |
Earnings | $2,371,456 | $2,998,481 | $3,658,244 |
Total Capital | $2,715,456 | $5,713,938 | $9,372,182 |
Total Liabilities and Capital | $3,255,606 | $6,299,123 | $10,009,306 |
Net Worth | $2,715,456 | $5,713,938 | $9,372,182 |
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 15.00% | 15.00% | 9.70% |
Percent of Total Assets | ||||
Accounts Receivable | 33.89% | 20.14% | 14.58% | 21.50% |
Other Current Assets | 2.30% | 1.19% | 0.75% | 45.70% |
Total Current Assets | 93.52% | 93.52% | 93.29% | 70.20% |
Long-term Assets | 6.48% | 6.48% | 6.71% | 29.80% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 12.35% | 7.29% | 5.23% | 42.40% |
Long-term Liabilities | 4.24% | 2.00% | 1.14% | 19.20% |
Total Liabilities | 16.59% | 9.29% | 6.37% | 61.60% |
Net Worth | 83.41% | 90.71% | 93.63% | 38.40% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 69.41% | 69.41% | 69.41% | 100.00% |
Selling, General & Administrative Expenses | 46.04% | 43.87% | 42.17% | 79.40% |
Advertising Expenses | 0.59% | 0.85% | 1.48% | 1.30% |
Profit Before Interest and Taxes | 31.36% | 34.22% | 36.46% | 2.20% |
Main Ratios | ||||
Current | 7.57 | 12.83 | 17.85 | 1.51 |
Quick | 7.57 | 12.83 | 17.85 | 1.16 |
Total Debt to Total Assets | 16.59% | 9.29% | 6.37% | 61.60% |
Pre-tax Return on Net Worth | 117.09% | 69.97% | 52.33% | 3.50% |
Pre-tax Return on Assets | 97.67% | 63.47% | 49.00% | 9.20% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 23.25% | 25.56% | 27.12% | n.a |
Return on Equity | 87.33% | 52.48% | 39.03% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 6.10 | 6.10 | 6.10 | n.a |
Collection Days | 57 | 56 | 56 | n.a |
Accounts Payable Turnover | 12.45 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 28 | 28 | n.a |
Total Asset Turnover | 3.13 | 1.86 | 1.35 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.20 | 0.10 | 0.07 | n.a |
Current Liab. to Liab. | 0.74 | 0.78 | 0.82 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $2,642,456 | $5,431,538 | $8,814,522 | n.a |
Interest Coverage | 171.03 | 244.78 | 351.35 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.32 | 0.54 | 0.74 | n.a |
Current Debt/Total Assets | 12% | 7% | 5% | n.a |
Acid Test | 4.83 | 10.07 | 15.06 | n.a |
Sales/Net Worth | 3.76 | 2.05 | 1.44 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | 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 | ||
Unit Sales | |||||||||||||
Software Systems | 0% | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 |
Installation & Customization | 0% | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 | 20 |
Other Consulting | 0% | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 |
Total Unit Sales | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 | |
Unit Prices | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Software Systems | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | $25,000.00 | |
Installation & Customization | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | $15,000.00 | |
Other Consulting | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | $5,000.00 | |
Sales | |||||||||||||
Software Systems | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | $500,000 | |
Installation & Customization | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | $300,000 | |
Other Consulting | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | |
Total Sales | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | |
Direct Unit Costs | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Software Systems | 0.00% | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 |
Installation & Customization | 0.00% | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 | $10,000.00 |
Other Consulting | 0.00% | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 | $2,000.00 |
Direct Cost of Sales | |||||||||||||
Software Systems | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | |
Installation & Customization | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | |
Other Consulting | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | |
Subtotal Direct Cost of Sales | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 |
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 | ||
Product Development | 0% | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 |
Installation Technicians | 0% | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 | $72,917 |
Administrative | 0% | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 | $49,583 |
Sales & Marketing | 0% | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total People | 82 | 82 | 82 | 82 | 82 | 82 | 82 | 82 | 82 | 82 | 82 | 82 | |
Total Payroll | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | |
Direct Cost of Sales | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | $260,000 | |
Gross Margin | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | $590,000 | |
Gross Margin % | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | 69.41% | |
Expenses | |||||||||||||
Payroll | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | |
Sales and Marketing and Other Expenses | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | |
Depreciation | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Utilities | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | |
Payroll Taxes | 15% | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 | $40,875 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | $323,475 | |
Profit Before Interest and Taxes | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | $266,525 | |
EBITDA | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | $268,525 | |
Interest Expense | $1,650 | $1,633 | $1,617 | $1,600 | $1,583 | $1,567 | $1,550 | $1,533 | $1,517 | $1,500 | $1,483 | $1,467 | |
Taxes Incurred | $79,463 | $66,223 | $66,227 | $66,231 | $66,235 | $66,240 | $66,244 | $66,248 | $66,252 | $66,256 | $66,260 | $66,265 | |
Net Profit | $185,413 | $198,669 | $198,681 | $198,694 | $198,706 | $198,719 | $198,731 | $198,744 | $198,756 | $198,769 | $198,781 | $198,794 | |
Net Profit/Sales | 21.81% | 23.37% | 23.37% | 23.38% | 23.38% | 23.38% | 23.38% | 23.38% | 23.38% | 23.38% | 23.39% | 23.39% |
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 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | $289,000 | |
Cash from Receivables | $0 | $18,700 | $561,000 | $561,000 | $561,000 | $561,000 | $561,000 | $561,000 | $561,000 | $561,000 | $561,000 | $561,000 | |
Subtotal Cash from Operations | $289,000 | $307,700 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | |
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 | $190,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $289,000 | $497,700 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | $850,000 | |
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 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | $272,500 | |
Bill Payments | $14,003 | $389,646 | $376,831 | $376,818 | $376,806 | $376,793 | $376,781 | $376,768 | $376,756 | $376,743 | $376,731 | $376,718 | |
Subtotal Spent on Operations | $286,503 | $662,146 | $649,331 | $649,318 | $649,306 | $649,293 | $649,281 | $649,268 | $649,256 | $649,243 | $649,231 | $649,218 | |
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 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $288,503 | $664,146 | $651,331 | $666,318 | $666,306 | $666,293 | $666,281 | $666,268 | $666,256 | $666,243 | $666,231 | $666,218 | |
Net Cash Flow | $497 | ($166,446) | $198,669 | $183,682 | $183,694 | $183,707 | $183,719 | $183,732 | $183,744 | $183,757 | $183,769 | $183,782 | |
Cash Balance | $180,497 | $14,051 | $212,721 | $396,402 | $580,096 | $763,803 | $947,522 | $1,131,254 | $1,314,998 | $1,498,755 | $1,682,524 | $1,866,306 |
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 | $180,000 | $180,497 | $14,051 | $212,721 | $396,402 | $580,096 | $763,803 | $947,522 | $1,131,254 | $1,314,998 | $1,498,755 | $1,682,524 | $1,866,306 |
Accounts Receivable | $0 | $561,000 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 | $1,103,300 |
Other Current Assets | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 |
Total Current Assets | $255,000 | $816,497 | $1,192,351 | $1,391,021 | $1,574,702 | $1,758,396 | $1,942,103 | $2,125,822 | $2,309,554 | $2,493,298 | $2,677,055 | $2,860,824 | $3,044,606 |
Long-term Assets | |||||||||||||
Long-term Assets | $100,000 | $100,000 | $100,000 | $100,000 | $115,000 | $130,000 | $145,000 | $160,000 | $175,000 | $190,000 | $205,000 | $220,000 | $235,000 |
Accumulated Depreciation | $0 | $2,000 | $4,000 | $6,000 | $8,000 | $10,000 | $12,000 | $14,000 | $16,000 | $18,000 | $20,000 | $22,000 | $24,000 |
Total Long-term Assets | $100,000 | $98,000 | $96,000 | $94,000 | $107,000 | $120,000 | $133,000 | $146,000 | $159,000 | $172,000 | $185,000 | $198,000 | $211,000 |
Total Assets | $355,000 | $914,497 | $1,288,351 | $1,485,021 | $1,681,702 | $1,878,396 | $2,075,103 | $2,271,822 | $2,468,554 | $2,665,298 | $2,862,055 | $3,058,824 | $3,255,606 |
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 | $1,000 | $377,085 | $364,270 | $364,258 | $364,246 | $364,234 | $364,222 | $364,210 | $364,198 | $364,186 | $364,174 | $364,161 | $364,149 |
Current Borrowing | $50,000 | $49,000 | $48,000 | $47,000 | $46,000 | $45,000 | $44,000 | $43,000 | $42,000 | $41,000 | $40,000 | $39,000 | $38,000 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $51,000 | $426,085 | $412,270 | $411,258 | $410,246 | $409,234 | $408,222 | $407,210 | $406,198 | $405,186 | $404,174 | $403,161 | $402,149 |
Long-term Liabilities | $150,000 | $149,000 | $148,000 | $147,000 | $146,000 | $145,000 | $144,000 | $143,000 | $142,000 | $141,000 | $140,000 | $139,000 | $138,000 |
Total Liabilities | $201,000 | $575,085 | $560,270 | $558,258 | $556,246 | $554,234 | $552,222 | $550,210 | $548,198 | $546,186 | $544,174 | $542,161 | $540,149 |
Paid-in Capital | $178,000 | $178,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 | $368,000 |
Retained Earnings | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) | ($24,000) |
Earnings | $0 | $185,413 | $384,081 | $582,763 | $781,456 | $980,163 | $1,178,881 | $1,377,613 | $1,576,356 | $1,775,113 | $1,973,881 | $2,172,663 | $2,371,456 |
Total Capital | $154,000 | $339,413 | $728,081 | $926,763 | $1,125,456 | $1,324,163 | $1,522,881 | $1,721,613 | $1,920,356 | $2,119,113 | $2,317,881 | $2,516,663 | $2,715,456 |
Total Liabilities and Capital | $355,000 | $914,497 | $1,288,351 | $1,485,021 | $1,681,702 | $1,878,396 | $2,075,103 | $2,271,822 | $2,468,554 | $2,665,298 | $2,862,055 | $3,058,824 | $3,255,606 |
Net Worth | $154,000 | $339,413 | $728,081 | $926,763 | $1,125,456 | $1,324,163 | $1,522,881 | $1,721,613 | $1,920,356 | $2,119,113 | $2,317,881 | $2,516,663 | $2,715,456 |
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Members of the public look at updated plans for upgrades to U.S. 6 in Palisade, including a new roundabout at the intersection with Elberta Avenue.
The Colorado Department of Transportation gave Palisade residents a look at its latest design for its planned project to convert the intersection of U.S. Highway 6 and Elberta Avenue to a roundabout Tuesday evening.
CDOT officials were on hand answering residents questions and explaining changes to the plan. CDOT Grand Junction Resident Engineer Kaitlyn Clark said the plan was very similar to the one last shared with residents, but some refinements had been made.
The project will cover all of Highway 6 from 37 1/0 Road to Iowa Avenue, including the frontage roads on the north and south sides. In addition to adding the roundabout at the Elberta intersection, the plan will also convert the frontage roads to one-way roads and add bike and pedestrian paths.
“The frontage roads currently function as a two way frontage road,” Clark said. “We’re looking to change it to having a multi-use path on the outer edge of the frontage roads. Then having a one-way road on the other half of that road.”
Diane Schutz, whose mother lives on Elberta Avenue, said she liked the changes made to the plan. She said she had worried a previous version would cause additional traffic issues on Elberta.
“We came out to see what was going to happen because the original plan from last time they had these meetings they had all the traffic funneling into the roundabout through Elberta,” Schutz said. “Her road would have been a mess. They’d have had so much traffic, but the way they’ve kind of redone it I think it will be a lot better.”
She said she was glad to see CDOT addressing the Elberta intersection, which she said was dangerous.
“They need something,” Schutz said. “I don’t care if it’s a street light or a four way stop, they need something where that roundabout is. It’s so dangerous.”
Bob Licata, a retired firefighter who came out to see the updated design, said he was supportive of the roundabout. He said he’d responded to crashes at intersections and believes roundabouts save lives.
“It’s just a matter of time before someone gets hurt at that intersection,” Licata said. “I live right there and I hear the horns honking all the time, brakes screeching. It’s just a matter of time.”
He said the project would impact his property, but that he supported it due to the public safety aspect. Clark said feedback had been mostly positive from residents.
“I think overall there is support,” Clark said. “Obviously change is hard and we’re trying to help people understand what the change is and how their routes may be altered from how they do it today.”
CDOT has held several public engagement events during the design phase of the U.S. 6 project. Clark said public input is appreciated and taken into account in the design.
“The town of Palisade had a lot of good participation from their community,” Clark said. “It’s awesome to have these sorts of activities and have so many people show up and engage and share the information they have. That makes the project so much better because we can refine it based on that local knowledge.”
Clark said the project is still expected to begin construction in fall of 2025.
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Thunderstorms during the evening, then partly cloudy overnight. Low near 65F. Winds SE at 10 to 15 mph. Chance of rain 60%.
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South Korean doctors participated in a one-day walk out and held a rally in Seoul on Tuesday to protest against government plans to boost medical school admissions, starting next year. (AP video by Yong Jun Chang)
Members of The Korea Medical Association attend at a rally against the government’s medical policy in Seoul, South Korea, Tuesday, June 18, 2024. South Korean officials issued return-to-work orders for doctors participating in a one-day walkout Tuesday as part of a protracted strike against government plans to boost medical school admissions, starting next year. (AP Photo/Lee Jin-man)
Members of The Korea Medical Association arrive for a rally against the government’s medical policy in Seoul, South Korea, Tuesday, June 18, 2024. South Korean officials issued return-to-work orders for doctors participating in a one-day walkout Tuesday as part of a protracted strike against government plans to boost medical school admissions, starting next year. (AP Photo/Lee Jin-man)
A flag of Seoul Medical Association flutters in the wind during a rally against the government’s medical policy in Seoul, South Korea, Tuesday, June 18, 2024. South Korean officials issued return-to-work orders for doctors participating in a one-day walkout Tuesday as part of a protracted strike against government plans to boost medical school admissions, starting next year. (AP Photo/Lee Jin-man)
SEOUL, South Korea (AP) — South Korean officials issued return-to-work orders for doctors participating in a one-day walkout Tuesday as part of a protracted strike against the government’s plan to sharply boost medical school admissions.
Since February, more than 12,000 trainee doctors have been on strike in a deepening standoff with government officials, who want to grow the country’s number of doctors by up to 10,000 by 2035. Many reject the plan, set to begin next year, saying schools won’t be able to handle the increased flow and that the quality of the country’s medical services would suffer.
About 4% of the country’s 36,000 private medical facilities, categorized as clinics, have told authorities they would participate in a one-day strike on Tuesday, according to South Korea’s Health and Welfare Ministry.
This came a day after hundreds of medical school professors at four major hospitals affiliated with Seoul National University entered an indefinite walkout, raising concerns about disruptions in medical services.
There’s also a possibility that the strike could expand.
At a rally with thousands of doctors in Seoul on Tuesday, Lim Hyun-taek, the hard-line leader of the Korean Medical Association, said he would push for its members to enter an indefinite strike on June 27 if the government rejects its demands to completely scrap plans to increase medical school admissions. KMA is the country’s largest doctors’ lobby with more than 100,000 members.
South Korean Deputy Health Minister Jun Byung-wang said the one-day strike by clinics and the walkout by SNU-affiliated medical professors haven’t immediately caused significant problems in medical services.
He accused the protracted strike of threatening to destroy a “trusting relationship between doctors and patients our society has built for long.”
“We cannot allow unlimited freedom to the medical profession,” Jun said Tuesday. “Since they benefit from a medical licensing system that limits the supply (of doctors) and ensures their monopoly of the profession, doctors must uphold their end of professional and ethical responsibilities and legal obligations under the medical law.”
Under South Korean law, doctors defying return-to-work orders can face suspensions of their licenses or other punishment .
Jun said they planned to request hospitals to pursue damage suits against the striking medical professors if their walkouts prolong and disrupt medical services. He said hospitals that fail to sufficiently respond to the walkouts may face disadvantages in health insurance compensation and that the government plans to push legal action against any hospital that cancels reserved treatments with patients without notifying them in advance.
In a cabinet meeting on Tuesday, President Yoon Suk Yeol called the monthslong strike “regrettable” and warned that his government will sternly respond to “illegal activities that abandon patients.”
The striking doctors suffered a significant legal setback in May when the Seoul High Court rejected their request to block the government plan , which would raise the yearly medical school enrollment quota by 2,000 from the current cap of 3,058.
South Korea’s doctor-to-population ratio is one of the lowest in the developed world.
Government officials say the country needs significantly more doctors to cope with the fast-aging population and have downplayed doctors’ concerns about a possible decline in future incomes.
The striking doctors are a fraction of all doctors in South Korea, estimated to number between 115,000 and 140,000. Still, the walkouts have resulted in cancellations of numerous surgeries and other treatments at some large hospitals, which are more dependent on junior doctors and trainees.
Government officials earlier threatened to suspend the licenses of the striking doctors but later halted those administrative steps to facilitate dialogue.
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Life insurance is as complicated as the policyholders and beneficiaries who use it. That means there's no single "best" life insurance company. Instead, you can find the best option based on what you want or what you prioritize.
While there is no such thing as the objective best life insurance policy, you will be able to find the best insurance policy for your specific needs. Here are our picks for the best life insurance companies, whether you want to use your life insurance policy to build wealth through cash value or you're just looking for a term life insurance policy .
State farm life insurance.
State Farm Life Insurance gets the best life insurance ranking in J.D Power's Individual Life Insurance Study, with a score of 843/1,000. The company is also ranked A++ with AM Best for its financial stability with term, universal, and whole life insurance options.
All State Farm policies have to be purchased through a State Farm agent. Your agent can help you bundle and save or buy one policy. State Farm is also among the companies offering "survivorship universal life insurance ," which means the policy covers two people, and it kicks in after the second person dies. Couples looking to maximize their death benefit for beneficiaries with one premium payment each month may enjoy lower overall costs.
State Farm agents can run quotes and compare options to find the right plans for each applicant. The range of options, discounts, and familiar name all contribute to the popularity of State Farm's life insurance.
Read our State Farm Life Insurance review .
Bundling is standard, and agents often quote with multiple discounts.
State Farm is one of the insurance industry's most prominent insurers offering auto, home, and other insurance. Bundling is standard, and agents often quote with multiple discounts. Its term, universal, and whole life insurance products are no exception.
Prudential vul protector life insurance.
Prudential Life Insurance is available in all states except New York. New York residents can buy the Pruco Life of New Jersey VUL Protector plan. This plan allows buyers to pull money out of their plan to pay for nursing home expenses. Cash value policy premiums are fixed, so you won't have to worry about extra costs later on. Internal costs are low, which minimizes risk. Due to age, many older adults want a safe investment option for their money. Prudential VUL Protector invests to avoid loss. That also means you're not as likely to see big increases in your available funds outside of what you deposit.
Read our Prudential Life Insurance review .
Offers aggressive financial plans.
The aggressive financial plans offered by Prudential may appeal to many younger buyers and those with a stable income. However, those with lower income or buyers who aren't sure about the financial system may be more hesitant to engage with Prudential. Like many other industry giants, Prudential is working to change this perception.
Columbus life insurance.
Columbus Life offers a wide range of riders to customize your policy with affordable premiums. The company also allows you to convert term policies to whole life insurance policies until the end of your term (generally around age 70). For this and many other reasons, customer satisfaction is high.
When using living health benefits (otherwise known as accelerated death benefits), buyers are allowed to pull money from policies early to pay for medical bills, living costs, etc. under certain circumstances. Most companies use a discounted death benefit, which reduces your final payout using two models. Columbus uses the lien method, which makes it easier to calculate the financial impact of pulling money out early.
Offers lien method to makes it easier to calculate the financial impact of pulling money out early.
Best for long-term care and accelerated death benefits.
Allianz life insurance.
Allianz Life plans are geared towards high-income adults looking for more tax-free income. Allianz offers a 40% multiplier bonus with a 1% annual assets charge. In short, the professionals managing your investments take 10%. Overall, your investments would pull in an extra 14%-1% asset charge. This means you end up with 3% more than what you deposit every year your life policy is active. This plan offers strong returns when using a life policy to supplement your retirement savings. Allianz also offers specialized plans to grow your income by as much as 20% according to some estimates.
Of note: Allianz also offers plans for foreign nationals, including those with H-1B visas.
Offers life insurance policies for foreign nationals with H-1B visas.
Best for investing and high returns on income.
New york life insurance.
New York Life Insurance agents go through extensive training before they ever hit the sales floor. What does this get you? Policies vary widely, and New York Life offers both large and small payouts. Some policies have significant penalties for early withdrawal, but taking a loan offers more options. Whatever your questions, New York Life agents are trained to offer comprehensive support giving you accurate information about its policies every time. The company comes in at position eight in J.D. Power's latest life insurance customer satisfaction study.
Read our New York Life Insurance review here.
Offers aggressive financial products and extensively trained agents.
If you're preparing for a comfortable retirement or looking to build generational wealth, New York Life is one of the strongest options. If you have questions or genuinely want to understand your life insurance options, New York Life agents are among the most qualified professionals in the business.
North american life insurance.
North American Company offers term policies alongside accelerated death benefits for critical, chronic, and terminal illnesses and more. The company allows one conversion on a 20-year policy at 15 years or 70 years old (whichever is earlier). The conversion cannot happen later than the five-year marker regardless of which policy you choose or the length. North American Company also offers a term policy with a lower premium renewable up to the age of 95 for qualifying insureds.
Offers term policies alongside accelerated death benefits for critical, chronic, and terminal illnesses and more.
Best Term Policy.
While there's many different types of life insurance policies , broadly speaking, there are two types of life insurance: temporary and permanent. Let's go over each in detail.
Temporary life insurance is often called term life insurance. This type of policy covers you for a set amount of time before expiring, usually between 10-30 years. If you pass away after your policy expires, your family won't receive any benefits. Additionally, your policy won't accrue cash value like a permanent policy. That said, some term life insurance policies offer a conversion from term to whole life insurance, so you can extend your coverage.
Because its benefits aren't guaranteed, term life policies are generally cheaper than permanent life insurance. That said, the vast majority of term life insurance policies never pay out. on
Permanent life insurance is an umbrella term for a variety of life insurance policies that will insure you indefinitely and guarantee a payout as long as you maintain your policy. Policy types that fall under permanent life insurance includes:
These policies vary widely in purpose and intended buyers, but all guarantee death benefits to your loved ones. Some permanent life insurance policies, like whole, universal, and variable have a cash value component , which you can use as a savings tool or to leave your heirs a larger death benefit.
Finding the right fit in life insurance starts with finding a trusted insurance agent. Because there are so many state regulations, shopping for homeowners or auto insurance can be easily done online. Life insurance is not required. So it's a voluntary purchase. Many buyers don't know what they need or when they need it. Before making your selection, consider a few things:
Some companies will sell you a policy for your child as soon as they're born. While this may seem morbid, early sign-up means lower rates for a policy your child could enjoy in the future. Regardless, early sign-up equates to more policy for lower premiums and a higher likelihood of acceptance. At 20, you may be healthier and be able to pay into the policy for a longer period compared to when you're 50 with more age-related conditions.
As a general rule, never agree to more than you can afford. For the average life insurance agent, their job is to sell you a large policy with a large commission. Consider not only how much you make now, but how likely your current income is to continue. If you work on a project basis and your project is scheduled to end in 12 months, you may want to reconsider a policy premium outside your monthly savings.
How much are you prepared to buy? Some people only want a small policy to cover funerals and other end-of-life expenses. Others build a life policy into their retirement plan. Whatever direction you're going, involving a financial planner could help you make the right decisions. Depending on the carrier, customers can also compare set limits with index universal life policies, which set no limit. These policies never expire, and the value builds over the entirety of your life.
Living Benefits
Life happens unexpectedly. You could be healthy one day and in the hospital the next. Many life policies offer living benefits. These allow you to draw a limited amount out of your policy to cover medical and other bills you cannot pay while sick.
Much like a 401(k), many life insurance policies have penalties for early withdrawal. No matter what policy you want, this question is critical to an informed decision. It's a question of how early you can withdraw and how much you'll lose from the total to have the money in 10 years instead of 30 or after death.
Some policies require insured parties to pay premiums for at least one year before any significant payout would be available. Suicide exclusions are common. Even with no medical exam policies, the company may still do a check for known conditions. An insurance company has to mitigate its risk.
Flexibility
Once you've been denied a life insurance policy, a mark goes on your record. No matter the reasons, other insurance companies may deny you coverage based on the first denial. So consider your whole situation and choose your policy carefully before you submit any applications. Some policies have greater flexibility if you lose your job or otherwise can't make payments. Others will lapse if you miss even one payment.
Payment Type
Even within whole life or term life insurance policies, customers have the option to choose guaranteed fixed or variable rates. Some have guaranteed payouts, but you'll need to ask your agent for details.
What is your intended use? Why are you shopping for a life insurance policy in the first place, and what are your goals? Many successful financial planners also have a background in life insurance. So while they may not be able to find you a specific life insurance policy, financial planners can help you set out a blueprint for your purchase.
In life insurance, it's easy to get "sold a bill of goods." Many life insurance agents pass a state test to be thrown into the deep end. Agents sell the company product, but not all know the products. In this vein, we look at the products each company offers. We also look at agent training.
A good life insurance agent may not volunteer all facts upfront. But a company's agents should answer questions about its products accurately and in a way the average consumer can digest. Agents should be able to inform you about the long-term benefits and limitations. This will help customers find the right policy for their long-term plan.
We consider affordability, policy sizes available, and performance for a comprehensive assessment in our life insurance rating methodology . If you can, we recommend also working with a financial advisor to make a plan for your future with life insurance.
To inform our choices for the best life insurance companies, we spoke with the following experts:
How much life insurance coverage do you believe the average buyer should have.
Paul LaPiana, Head of Product at MassMutual
"There are different approaches to determining how much life insurance you need. One is the 'human life' approach, which estimates the current value of your future earning potential. Another is securing specific coverage to pay off debts such as a mortgage or provide for the education of children. A comprehensive protection plan should provide the right amount of coverage over the course of your working life and into retirement."
Barbara A. Pietrangelo, Chair of Life Happens
"There is no one-size-fits-all life insurance policy because everyone is different. One way to get a rough estimate is to multiply your income by 10 to 15; another is adding $100,00 to that amount, should you have a child and anticipate college education expenses.
Your best bet is to talk to a financial professional or use the Life Insurance Needs Calculator on LifeHappens.org to analyze what's right for you."
Wykeeta Peel, Corporate Vice President & Market Manager African American Market Unit at New York Life
"As you consider what policy best meets your needs, it can help to answer four key questions: First, how much death benefit do you need? Second, how long will you need that coverage? Third, what is your budget (or how much monthly premium can you afford to pay?), and finally, what is your investment risk tolerance?
To determine how much death benefit makes sense, it's helpful to think beyond using life insurance to cover funeral expenses and consider whether anyone is relying on the policy owner's income to maintain a lifestyle, pay rent or a mortgage, or fund a child's education and for how long.
There are various rules of thumb regarding the right amount of Life insurance coverage. Some tips can be found online, but they only provide an estimate and don't necessarily factor in an individual's specific needs. In my opinion, human guidance, powered by technology, is required. Basically, it comes down to how much money your loved ones would need to remain on firm financial ground if your earnings were no longer in the picture and that is different for everyone."
"Increased accessibility through digital and other channels as well as through underwriting enhancements. Increased tailoring of products and features. And an increased emphasis on health and wellness programs."
"Having enough qualified insurance professionals to walk potential buyers through the multiple benefits of life insurance will be pivotal to the growth of the industry. Education is a key factor here, as professional agents also need to be able to explain life insurance and its benefits in an easy, digestible way, especially when there are so many misconceptions about life insurance."
"The need for life insurance is greater than ever. In fact, a recent New York Life Wealth Watch survey found that 37% of adults have been thinking about life insurance more often these days – and half of adults report that financial products that provide protection (50%) and reliability (50%) are more important now compared to last year. This may be especially true for middle-market and Cultural Market families.
Our organizational structure of having Cultural Market agents embedded in the communities where we live and work allows us to understand the needs of diverse communities and develop solutions that resonate with them."
"It is difficult to say with any certainty how healthy you will be years from now. That's why securing life insurance, and insuring your insurability, today, when you are the youngest you'll ever be again, and perhaps your healthiest is a wise decision."
"Do you love someone? If the answer is yes, then life insurance is certainly something you should consider. Many buy gifts and experiences to express their love, but haven't considered that life insurance is just another way to say I love you. Nothing says support like ensuring your family's financial security and peace of mind."
"If you have someone depending on your income, you should consider purchasing life insurance. A death benefit from a life insurance policy can replace income from the loss of a breadwinner, ensure a family can stay in their home, fund educational or retirement expenses, address debt and so much more.
A life insurance policy can also help you grow your family's wealth over time. Once the risk of an unexpected loss has been managed, you can begin to think more broadly about your family's financial future. Life insurance can enable your mindset to shift from death to growth."
"With life insurance, you are securing a future commitment that may be decades away. Research the company behind the policy to ensure it has high financial strength ratings, longevity, and an excellent track record of paying claims."
"When looking for an insurance agent or company, be sure to do your research. When comparing companies, be sure to remember that the policy features that fit you and your loved ones best is the most important factor. Don't automatically assume you should buy from the higher-rated company.
If the policy from the other company has more of what you're looking for, it might be the better choice. If you're unsure where to start, try the Life Happens Agent Locator to find an insurance professional in your area."
According to JD Power's 2023 life insurance study, State Farm is the highest-rated life insurance company when it comes to overall customer satisfaction. However, you still may want to shop around for quotes from various insurers if you're looking to purchase a new policy.
There isn't one best life insurance company, because the best option for you will depend on the type of policy you're looking for. It's best to work with a qualified insurance agent to help you find the best coverage. If you're deciding between multiple similar options, it's also worth consulting J.D. Power's life insurance customer satisfaction study . The latest study ranks State Farm as the top pick for individual life insurance, outpacing Nationwide by three points.
The best type of life insurance policy for you will differ from someone else's, as your policy should be tailored to your needs. The best policy for you will be affordable and will offer the benefits best suited to your situation. For example, some policies are only meant to cover end-of-life expenses such as burial and funeral arrangements, whereas others include living benefits like a cash value insurance plan , which you can borrow against during your lifetime.
Some life insurance policies are advertised as "no medical exam." This doesn't mean the insurer won't ask you about known conditions or look at medical records. Policies with no medical exam also tend to offer lower benefits with higher premiums. Most companies have a network of medical examiners, some of whom can come to your home. You can find our guide on the best no exam life insurance here.
Each situation is different and requires a knowledgeable life insurance agent to assess your best options. Bring all your questions and the coverage you're looking for to an insurance agent near you to explore your options.
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The Education Department has not finished recalculating payments for millions of borrowers enrolled in SAVE, forcing loan servicers to put many loans into forbearance.
By Stacy Cowley
On July 1, millions of federal student loan borrowers will see their monthly bills drop — some by as much as half — as the Biden administration’s new income-driven payment plan , known as SAVE, takes full effect.
But first, the government and its four loan servicers have to resolve a major hiccup.
Starting next month, borrowers enrolled in the SAVE plan with only undergraduate loans will have their monthly payments capped at 5 percent of their discretionary income, down from the current 10 percent limit. (Graduate school loan payments will remain at a maximum of 10 percent, while people with a mix of undergrad and graduate loans will have a weighted payment.)
The loan servicers are relying on the Education Department to send them the new loan amounts for every borrower. But the department has not yet finished making calculations, according to three people familiar with the process, who asked for anonymity because they are not authorized to speak about the issue publicly.
To buy time, the department instructed its servicers to place borrowers with payments due in early July into an administrative forbearance for the month, which means no payment from them will be required.
More than eight million borrowers have enrolled in the SAVE plan. Many received notices this month saying that their account had been placed into forbearance, sparking widespread surprise and confusion.
“I was freaking out a little bit,” said Iván Barragán, who got a letter from his servicer, MOHELA, last week. “I thought I had done something wrong. Then I quickly went on Twitter and saw that a bunch of people were also getting the notices.”
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By: Author Tony Martins Ajaero
Home » Business Plans » Education Sector » Schooling
Are you about starting a private school (nursery, primary or high school)? If YES, here’s a complete sample private school business plan template & feasibility report you can use for FREE.
Okay, so we have considered all the requirements for starting a private school. We also took it further by analyzing and drafting a sample private school marketing plan template backed up by actionable guerrilla marketing ideas for private schools. So let’s proceed to the business planning section.
One of the best things that can happen to anyone is to have a private school. This is one very lucrative business that will continue to rake in money for its owners. As an aspiring entrepreneur who is looking towards starting a business, you should ensure that whatever business you intend to start, you make sure that it is located in an appropriate place.
For example; if you want to start a private school, it will be a wrong business judgment if you decide to site the school close to an industrial area or close to a market. Aspiring entrepreneurs therefore are urged as a matter of necessity to ensure that they carry out a thorough market research and feasibility study of the industry they intend to go into before investing their hard earned money and time.
It is known fact that the demand for private schools is driven by the fact that most public cum government owned schools cannot accommodate every students or potential students in a given geographical location. In some cases, students with special needs cannot cope in public schools hence the need for private schools.
If you think starting a private school business sounds like what you want to do. Then you may want to use the business plan below as a guide.
1. industry overview.
Private schools which is also known in the united states as independent schools, non-governmental, or non – state schools are schools that are not administered by either the local, state or the federal governments; hence, they have the right to select their students and are funded in whole or in part by charging their students tuition fees, rather than relying on mandatory taxation through public (government) funding.
Some private schools have structure in place that offer scholarships to some students, which makes the cost cheaper, depending on a talent such as sport scholarship, art scholarship, academic scholarship the student may be brining to the private school, financial need, or tax credit scholarships that might be available.
The Private Schools industry comprises of primary that is kindergarten through sixth grade and secondary that is seventh through 12th grade) educational institutions that are predominantly funded through enrollment and tuition fees from students and of course from other private sources.
Recent reports released by IBISWORLD shows that the revenue for the Private Schools industry is expected to increase, as the economy continues to recover. The indicated that during the five years to 2016, enrollment decreased, which was a trend attributable to rising costs and competition from charter schools.
However, going forward, in the next five years, household income is anticipated to increase, making it easier for families to afford private-school tuition. Additionally, enrollment declines will lesson, resulting in more stable demand for private schools
In the United States of America and of course in most countries of the world, The Private Schools industry is indeed a large and thriving industry. Statistics has it that The Private Schools industry in the United States of America, is worth $52 billion, with an estimated growth rate of 0.1 percent.
There are about 25,742 registered and licensed (accredited) Private schools scattered all around the United States of America and they are responsible for employing about 644,320 people.
Aside from Catholic schools, which is the second largest sector after government schools, with around 21 percent of secondary enrollments, no other private school can boast of dominating the market; every player in the industry can comfortably compete in the industry.
It is important to state that the barriers to entry into the Private Schools industry are high. As a matter of fact, the private school industry is an industry in which it is pretty difficult for new entrants to establish themselves. So also, the reputation of the private school is of utmost importance, as private schools that have a good history of getting students into prestigious colleges often have the best reputations hence good enrollments.
With this, it is obvious that a new entrant into the private school industry cannot offer this. Reputation indeed is imperative to parents’ decisions when shopping for private school for their wards. This is so because the quality of education cannot be assessed until well after it is complete.
As a major marketing tool, schools need to show parents a track record of admission to elite colleges and universities. Even though this might seem like a saturated industry, the industry is still pretty much open for aspiring school proprietors and proprietress to still come in and compete.
As a matter of fact, if you conduct your research and feasibility studies very well before starting your own private school couple with impressive profile of your faculty members, you are likely going to struggle less to make headway in the industry.
Rolland Gyros International Private School is an international private school that will be located in a well – populated residential estate in Ashville – North Carolina, United States of America.
We are a standard private school that is composed of primary (kindergarten through sixth grade) and secondary (seventh through 12th grade) educational institution that will be predominantly funded through tuition fees and levies from students and of course from other private sources.
Rolland Gyros International Private School is a client-focused and result driven private school that provides broad-based learning approaches and experience at an affordable fee that won’t in any way put a hole in the pockets of our clients (students and parents alike).
We will offer standard and professional teaching services in a highly secured and conducive learning environment to all our students that is primary (kindergarten through sixth grade) and secondary (seventh through 12th grade). We will ensure that we work hard to meet and surpass all our students’ expectations and educational goals whenever they enroll in our tutorial college.
At Rolland Gyros International Private School, our students’ overall best interest would always come first, and everything we do is guided by our values and professional ethics. We will ensure that we hire professional educationist cum teachers in various subjects who are well experienced and passionate in imparting knowledge to students at various learning ladder.
Rolland Gyros International Private School will at all time demonstrate her commitment to sustainability, both individually and as an educational organization, by actively participating in our communities and integrating sustainable business practices wherever possible.
We will ensure that we hold ourselves accountable to the highest standards by meeting our students’ needs precisely and completely. We will cultivate a working environment that provides a human, sustainable approach to earning a living, and living in our world, for our partners, employees and for our students.
We have plans to offer learning platforms to people with both learning disability and physical disability (especially the blind, the dumb and the deaf).
Our overall business goal is to position our private school to become the leading tutorial brand in the educational industry in the whole of Ashville – North Carolina, and also to be amongst the top 30 private schools in the United States of America within the first 12 years of operations.
This might look too tall a dream but we are optimistic that this will surely come to pass because we have done our research and feasibility studies and we are enthusiastic and confident that Ashville is the right place to launch our private school.
Rolland Gyros International Private School is founded by Dr. (Mrs.) Irene Rolland Gyros and family. She is an educationist per excellence and she has won many awards in the education sector in the United States.
Dr. (Mrs.) Irene Rolland Gyros has both the academic qualifications and experience to run a private school that can favorably compete with other leading private schools not only in Ashville – North Carolina, but also throughout the United States and Canada.
Rolland Gyros International Private School is going to offer varieties of educational services within the scope of the education board in the United States of America.
Our intention of starting our private school is to soundly educate people in various subjects and of course to make profits from the education cum private schools industry and we will do all that is permitted by the law in the US to achieve our aim and business goal. Our service offerings are listed below;
Our Business Structure
It is a known fact that, the success of any business is to a larger extent dependent on the business structure of the organization and the people who occupy the available roles in the organization. Rolland Gyros International Private School will build a solid business structure that can support the growth of our private school.
We will ensure that we hire competent hands (teaching and non – teaching staff members) to help us build the private school of our dream.
The fact that we want to become one of the leading private school brand in the industry in the whole of the United States of America makes it highly necessary for our organization to deliberately build a well – structured business from the onset.
We will work hard to ensure that we only attract people with the right mindset to help us achieve our business goals and objectives in record time. Below is the business structure that we will build Rolland Gyros International Private School;
School Administrator
Tutors for Various Subjects – Secondary (seventh through 12th grade)
Tutors for Various Subjects – Primary (kindergarten through sixth grade)
Security Officers
Head of the Tutorial College / School Coordinator:
Marketing Executive
School Bursar (Accountant)
Client Service Executive
Rolland Gyros International Private School engaged the services of a core professional in the area of business consulting and structuring with bias in the education sector to assist us in building a well – structured private school that can favorably compete in the highly competitive education cum private schools industry in the United States.
Part of what the team of business consultant did was to work with the management of our organization in conducting a SWOT analysis for Rolland Gyros International Private School. Here is a summary from the result of the SWOT analysis that was conducted on behalf of Rolland Gyros International Private School;
As a private school, our core strength lies in the power of our team; our workforce. We have a team with excellent qualifications and experience in the educational sector. We are well positioned in a community with the right demography and we know we will attract loads of students from the first day we open our doors and welcome students for enrollment.
As a new private school in Ashville – North Carolina, it might take some time for our organization to break into the market and gain acceptance via reputation in the already saturated education cum private schools industry; that is perhaps our major weakness.
The opportunities in the education cum private schools industry is massive considering the number of parents who would want their wards to perform excellently well in their education and go ahead to be admitted in Ivy league colleges.
As a standard and international private school, Rolland Gyros International Private School is ready to take advantage of any opportunity that comes her way.
Every business faces a threat or challenge at any part of the life cycle of the business. These threats can be external or internal. This shows the importance of a business plan, because most threats or challenges are to be anticipated and plans put in place to cushion what effect they might bring to the private school.
Some of the threats that we are likely going to face as a private school operating in the United States of America are unfavorable government policies that might affect private schools, the arrival of a competitor within our location of operations and global economic downturn which usually affects spending / purchasing power.
There is hardly anything we can do as regards these threats other than to be optimistic that things will continue to work for our good.
The trend in the private school line of business is that the key to attracting students is the educational performance and the pass rate of their students in national exams.
Any private school that has good records will always thrive. The demand for private schools is driven by the fact that most public cum government owned schools cannot accommodate every students or potential students in a given geographical location.
In some cases, students with special needs cannot cope in public schools hence the need for private schools. The economic downturn hasn’t really affected this industry, especially in countries that believe in the efficacy of education.
The areas you would need to spend heavily on is in ensuring that your school is up to standard, your advertisements, and on insurance policy cover. Lastly, it is trendier to find private schools engaging in extra – curricular activities and as a matter of fact, a private school that thrives in sports can leverage on that to attract students who are sports inclined.
As a standard and international private school, Rolland Gyros International Private School is going to offer varieties of educational services within the scope of the education board in the United States of America. Our intention of starting our private school is to soundly educate people in various subjects and of course to make profits from the education cum private schools industry
Our target market as a private school cuts across people (students) of different class and people from different culture background whether African, White, Caucasian, Latinos, Indians, and Asians. We are coming into the education cum private schools industry with a business concept that will enable us work with the students at different learning stages residing in and around Ashville – North Carolina.
Indeed the private schools industry is highly competitive and the entry barriers are high. As a matter of fact, the private school industry is an industry in which it is pretty difficult for new entrants to establish themselves. So also, the reputation of the private school is of utmost importance, as private schools that have a good history of getting students into prestigious colleges often have the best reputations hence good enrollments.
As a major marketing tool, schools need to show parents a track record of admission to elite colleges and universities. We are quite aware that to be highly competitive in the education cum private schools industry means that you should be able to deliver consistent quality service, your students should be able to experience remarkable difference and improvement and you should be able to meet the expectations of both students and parents alike.
Rolland Gyros International Private School might be a new entrant into the education cum private schools industry in the United States of America, but the management staffs and owners of the private school are considered gurus. They are people who are core professionals, licensed and highly qualified educationist / teachers at various levels of learning in the United States. These are part of what will count as a competitive advantage for us.
Lastly, our employees (teaching and non – teaching staff members) will be well taken care of, and their welfare package will be among the best within our category (startups private school in the United States) in the industry meaning that they will be more than willing to build the business with us and help deliver our set goals and achieve all our business aims and objectives.
Rolland Gyros International Private School is established with the aim of maximizing profits in the education cum private schools industry and we are going to go all the way to ensure that we do all it takes to attract students on a regular basis. Rolland Gyros International Private School will generate income by offering the following tutorial services;
One thing is certain, there would always be parents and students who would need the services of private schools to be able to achieve their educational goals and as such the services of private schools will always be needed.
We are well positioned to take on the available market in Ashville – North Carolina and we are quite optimistic that we will meet our set target of generating enough income / profits from the first six month of operations and grow the private school and our student base.
We have been able to critically examine the private schools cum education market in the United States of America and we have analyzed our chances in the industry and we have been able to come up with the following sales forecast.
The sales projection is based on information gathered on the field and some assumptions that are peculiar to similar startups in Ashville – North Carolina. Below is the sales projection for Rolland Gyros International Private School, it is based on the location of our tutorial center and of course the wide range of tutorial services that we will be offering;
N.B : This projection is done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and natural disasters within the period stated above. So, there won’t be any major competitor (private school) offering same additional services as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.
We are mindful of the fact that there is stiffer competition amongst private schools in the United States of America; hence we have been able to hire some of the best marketing experts to handle our sales and marketing concerns. Our sales and marketing team will be recruited base on their vast experience in the industry and they will be trained on a regular basis so as to be well equipped to meet their targets and the overall goal of the private school.
We will also ensure that our students’ excellent results from national exams and other exams speaks for us in the marketplace; we want to build a standard and first – class private school that will leverage on word of mouth advertisement from satisfied clients (both individuals and corporate organizations).
Our goal is to grow our private school to become one of the top 30 private schools in the United States of America which is why we have mapped out strategy that will help us take advantage of the available market and grow to become a major force to reckon with not only in Ashville – North Carolina but also in other cities in the United States of America.
Rolland Gyros International Private School is set to make use of the following marketing and sales strategies to attract clients;
We are aware of the potency of a good publicity strategy hence we have been able to work with our brand and publicity consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market.
We are set to become the number one choice for both parents and students in the whole of Ashville – North Carolina which is why we have made provisions for effective publicity and advertisement of our private school. Below are the platforms we intend to leverage on to promote and advertise Rolland Gyros International Private School;
Private schools in the United States of America and of course in all the parts of the world charge students per tem / per session and students have the options of either paying their tuitions before resumption or during the school session.
Private schools generally charge students based on loads of factors, locations, services offerings and extra – curricular activities et al At Rolland Gyros International Private School we will keep our fees below the average market rate for all of our students by keeping our overhead low and by collecting payment in advance.
In addition, we will also offer special discounted rates to all our students at regular intervals. We are aware that there are some students that would need special assistance, we will offer flat rate for such services that will be tailored to take care of such students’ needs.
At Rolland Gyros International Private School, our payment policy will be all inclusive because we are quite aware that different people prefer different payment options as it suits them. Here are the payment options that we will make available to our clients;
In view of the above, we have chosen banking platforms that will help us achieve our plans with little or no itches.
In setting up a private school business, the amount or cost will depend on the approach and scale you want to undertake.
If you intend to go big by acquiring a large facility, then you would need a higher amount of capital as you would need to ensure that your employees are taken care of, and that your private school’s environment is conducive enough for the students to learn.
This means that the start-up can either be low or high depending on your goals, vision and aspirations for your business. The materials and equipment that will be used are nearly the same cost everywhere, and any difference in prices would be minimal and can be overlooked.
As for the detailed cost analysis for starting a private school business; it might differ in other countries due to the value of their money. However, this is what it would cost us to start Rolland Gyros International Private School in the United of America;
Going by the market survey and feasibility studies conducted, we came to the conclusion that we will need an average of $750,000 to start a small scale but standard private school in the United States of America.
Generating Funding / Startup Capital for Rolland Gyros International Private School
Rolland Gyros International Private School is a family business that will be owned and managed by Dr. (Mrs.) Irene Rolland Gyros and her immediate family.
They are the sole financial of the private school which is why they decided to restrict the sourcing of the start – up capital for the private school to just three major sources. These are the areas we intend generating our start – up capital;
N.B: We have been able to generate about $250,000 (Personal savings $200,000 and soft loan from family members $50,000 ) and we are at the final stages of obtaining a loan facility of $500,000 from our bank. All the papers and document has been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.
It is a known fact that the future of any business lies in the numbers of loyal customers that they have, the capacity and competence of the employees, their investment strategy and of course the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business close shop.
One of our major goals of starting Rolland Gyros International Private School is to build a business that will survive off its own cash flow without the need for injecting finance from external sources once the business is officially running.
We know that one of the ways of gaining approval and winning customers (students and parents alike) over is to ensure that we offer nothing less than the best, to offer quality education to all our students so much so that they can favorably compete with students all over the United States and gain admission to Ivy League colleges.
Rolland Gyros International Private School will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner of our business strategy.
As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of three years or more as determined by the board of the organization. We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.
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Writing a school business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and ...
Marketing Plan. Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a school business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of school that you documented in your company overview.
Sample Private School Business Plan. Below is a school business plan template to help you create each section of your own education business plan. Executive Summary Business Overview. Southside Academy, located in St. Paul, Minnesota, is a private school that has been providing quality education to the community's school children since 2017.
Additional Expenditure such as Business cards, Signage, Adverts and Promotions will cost - $15,000. Going by the market survey and feasibility studies conducted, we came to the conclusion that we will need an average of $750,000 to start a small scale but standard private school in the United States of America.
Creating a schools business plan involves the following steps: Executive Summary: Provide a concise overview of the institution's mission, objectives, and key strategies. Market Analysis ...
In your business plan, show your readers how you'll gather financial assets to raise capital. You can give them a detailed breakdown of your expenses, such as construction materials, school materials, and other things your school will need. Your breakdown of the expenses should resemble a quotation. This is the section where you must convince ...
This can be used for a variety of school business plans, including a private school business plan, a charter school, public schools, independent schools, virtual schools, primary or secondary education. Executive Summary - The executive summary provides an overview of your business opportunity and summarizes the business plan.
A Sample Charter School Business Plan Template 1. Industry Overview. Charter schools offer primary- and secondary-level education funded by public sources, but are afforded more flexibility in curriculum design and implementation than traditional public schools. Charter schools receive the vast majority of their funding from federal, state and ...
Starting a school business plan can be the greatest challenge when you are starting a school business. You can search for school business plan examples or a school business plan sample to get a pattern on how you will write. Or if you want, you can consider the following steps in making a school business plan: Step 1: School Overview
The Financial Model serves as a cornerstone component of the School Business Plan. The attached "School Financial Template" is the required format for budget submis-sion. The template is meant to be a starting point; the assumptions and line items should be adjusted to reflect your school's specific market and model. Additionally,
STAFFING PLAN. Aspire's staffing plan will augment the current core team with additional capacity to strengthen and plan expansion in Phase One, and to execute effectively in Phase Two and beyond. Most new hires will bring deep function-specific experience and expertise, in both education and business.
Here is a free business plan sample for a private school. January 29, 2024. If the idea of shaping young minds and establishing a thriving educational community excites you, then launching a private school might be your calling. In the following paragraphs, we will guide you through a comprehensive business plan tailored for a private school.
A school business plan lays all your school business objectives. It determines how the business intends to function and how it will become financially rewarding. How to Create a School Business Plan. When attempting to attract finance for your school, a business plan template is very crucial. Your prospective investor will be able to read your ...
Planning for Your New School. Your business plan and budget are important tools for two reasons: First, before you invest your time, energy and money in opening a school, it is important that you have a plan for yourself that you can believe in. Opening any business is hard work and carries risk - schools are no exception! Having a plan can ...
Schools Business Plans. Art School Gallery Business Plan. Art School Museum Business Plan. Dog Obedience School Business Plan. Driving School Business Plan. Martial Arts School Business Plan. The more you learn, the more you grow! Get prepared with our sample business plans for education, preparation, vocational, and other training-related ...
The purpose of a business plan is to ensure that you fully understand your market and your strategy. The plan also provides you with a roadmap to follow and if needed, to present to funding sources to raise capital for your school. Your business plan should include the following sections: Executive Summary - this section should summarize your ...
1. The executive summary. The first section of your private secondary school's business plan is the executive summary which provides, as its name suggests, an enticing summary of your plan which should hook the reader and make them want to know more about your business.
When we built our business plan for a private school, we made sure to structure it propertly. You'll come across 5 sections (Opportunity, Project, Market Research, Strategy and Finances). 1. Market Opportunity. The section number one is called "Market Opportunity".
25+ School Business Plan Templates in DOC | PDF. A business plan helps you with a new project, product, service, or system when managing a company. Students, teachers, and administrative members can also improve their education for secondary school, primary school, or other preschool kids. Moreover, you can also launch a new course for your ...
Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section of the business plan intended to provide an overview of the whole business plan. Generally, it is written after the entire business plan is ready.
School Business Plan - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. 1) The document provides an overview of a private school business plan for Rolland Gyros International Private School located in Ashville, North Carolina. 2) The private school will provide primary and secondary education and will be funded through tuition fees, aiming to ...
Curriculum Companion Suites (CSS) is a medium-sized software development and consulting firm focused on making the educational process more efficient and effective for K-12 schools. CCS software serves as a virtual teaching assistant for the educational process. Students can follow along with curriculum electronically through a central computer ...
A business plan sells the viability of a business venture, outlining why it will be profitable. It includes details on the business concept, market analysis, operations, financial projections, and strategies for success. What are the 3 main purposes of a business plan? 1.To clarify your plans for growth 2.To understand your financial needs 3.To ...
24 months consecutive service on qualifying plan required for device subsidy pricing; if any line receiving a device subsidy is cancelled, suspended, or changed to a lower-priced rate plan, you may be charged a subsidy repayment (1/24th of subsidy per month remaining in the subsidy term). Tax on pre-subsidy price of device due at sale.
The Colorado Department of Transportation gave Palisade residents a look at its latest design for its planned project to convert the intersection of U.S. Highway 6 and Elberta Avenue to
The striking doctors suffered a significant legal setback in May when the Seoul High Court rejected their request to block the government plan, which would raise the yearly medical school enrollment quota by 2,000 from the current cap of 3,058.
Business Insider's editorial team has independently reviewed over 30 life insurance companies to find the best offerings based on insurance premiums, policy terms, overall benefits, and customer ...
A Texas bankruptcy judge has rejected a proposed liquidation of conspiracy theorist Alex Jones' company Free Speech Systems, the parent company of Infowars, saying it was, in his opinion, in the ...
On July 1, millions of federal student loan borrowers will see their monthly bills drop — some by as much as half — as the Biden administration's new income-driven payment plan, known as ...
A Sample Private School Business Plan Template 1. Industry Overview. Private schools which is also known in the united states as independent schools, non-governmental, or non - state schools are schools that are not administered by either the local, state or the federal governments; hence, they have the right to select their students and are funded in whole or in part by charging their ...