[5414] Specialized Design Services

Sector: Professional-Scientific-Technical Services

Sales Class: $500,000 - $999,999

Firms Analyzed: 10,863

Contents P1: Income-Expense statement- dollar-based P2: Income-Expense statement- percentage-based P4: Balance Sheet- dollar-based P5: Balance Sheet- percentage-based Sources-Uses of Funds P6: Financial Ratios - Cash Flow-Solvency P8: Financial Ratios - Profitability P10: Financial Ratios - Efficiency-Debt-Risk P13: Financial Ratios- Turnover P15: About the Data

See P2 notes on Business Receipts for financial industry exceptions.

Income and Expense- Profit and Loss ($)
2006 Business Revenue Cost of Sales Gross Margin Officers Comp Salary-Wages Rent Taxes Paid Advertising Benefits-Pensions Repairs Bad Debt Other SG&A Exp. EBITDA Amort-Deprec-Depl Operating Expenses Operating Income Interest Income Interest Expense Other Income Pre-Tax Net Profit Income Tax After Tax Net Profit 690,497 266,808 423,689 58,209 70,776 29,415 19,058 7,388 11,738 5,662 2,071 146,454 72,918 11,807 362,578 61,111 276 3,383 8,079 66,083 11,521 54,562 2007 692,691 308,940 383,751 48,973 65,529 25,976 18,149 5,957 7,966 3,186 900 128,009 79,106 5,542 310,187 73,564 416 4,433 6,373 75,920 14,063 61,857 2008 689,352 278,016 411,336 58,733 63,420 26,747 17,647 7,307 8,548 3,171 758 150,899 74,106 4,963 342,193 69,143 207 3,033 4,825 71,142 12,786 58,357 2009 688,731 262,407 426,324 66,049 62,606 28,858 18,182 4,959 9,918 4,132 551 163,780 67,289 6,612 365,647 60,677 138 3,926 14,808 71,697 12,924 58,773 2010 651,026 267,506 383,519 75,649 73,240 27,343 15,039 2,344 10,742 4,752 1,693 129,554 43,163 5,013 345,369 38,150 130 1,758 4,622 41,144 6,172 34,972

Dollar-based sales and other dollar-based data in this report reflect averages for sales of the industry segment, not total industrywide averages. As a result, sales levels may vary from year to year, depending on the mix of firms that fall within the selected segment.

Income and Expense- Profit and Loss %

2006 Business Revenue Cost of Sales Gross Margin Officers Comp Salary-Wages Rent Taxes Paid Advertising Benefits-Pensions Repairs Bad Debt Other SG&A Exp. EBITDA Amort-Deprec-Depl Operating Expenses Operating Income Interest Income Interest Expense Other Income Pre-Tax Net Profit Income Tax After Tax Net Profit 100.0% 38.64% 61.36% 8.43% 10.25% 4.26% 2.76% 1.07% 1.70% 0.82% 0.30% 21.21% 10.56% 1.71% 52.51% 8.85% 0.04% 0.49% 1.17% 9.57% 1.67% 7.90% 2007 100.0% 44.60% 55.40% 7.07% 9.46% 3.75% 2.62% 0.86% 1.15% 0.46% 0.13% 18.48% 11.42% 0.80% 44.78% 10.62% 0.06% 0.64% 0.92% 10.96% 2.03% 8.93% 2008 100.0% 40.33% 59.67% 8.52% 9.20% 3.88% 2.56% 1.06% 1.24% 0.46% 0.11% 21.89% 10.75% 0.72% 49.64% 10.03% 0.03% 0.44% 0.70% 10.32% 1.85% 8.47% 2009 100.0% 38.10% 61.90% 9.59% 9.09% 4.19% 2.64% 0.72% 1.44% 0.60% 0.08% 23.78% 9.77% 0.96% 53.09% 8.81% 0.02% 0.57% 2.15% 10.41% 1.88% 8.53% 2010 100.0% 41.09% 58.91% 11.62% 11.25% 4.20% 2.31% 0.36% 1.65% 0.73% 0.26% 19.90% 6.64% 0.77% 53.04% 5.87% 0.02% 0.27% 0.71% 6.33% 0.95% 5.37%

Business Revenue includes receipts from core business operations. Interest Income and Other income (such as rents and royalties) are generally detailed separately below Operating Income. While Business Revenue is separated from Interest Income for most classifications, Business Revenue includes interest income from the private sector where it is central to financial industry operations, including Credit Intermediation and Related Activities (522xxx); Funds, Trusts, and Other Financial Vehicles (525xxx); and Management of Companies and Enterprises (55xxxxx). Cost of Sales includes materials and labor involved in the direct delivery of a product or service. Other costs are included in the cost of sales to the extent that they are involved in bringing goods to their location and condition ready to be sold. Non-production overheads such as development costs may be attributable to the cost of goods sold. The costs of services provided will consist primarily of personnel directly engaged in providing the service, including supervisory personnel and attributable overhead. Gross Margin represents direct operating expenses plus net profit. In addition to the labor portion of Cost of Sales, wage costs are reflected in the Officers Compensation and Wages-Salary line items. In many cases, SG&A (Sales, General and Administrative) costs also include some overhead, administrative and supervisory wages.

Rent covers the rental cost of any business property, including land, buildings and equipment. The Taxes paid line item includes payroll other paid-in tax items, but not business income taxes due for the period. Although it can be calculated in many ways and is a controversial measure, the EBITDA line item (Earnings before Interest Expense, income tax due, Depreciation and Amortization) adds back interest payments, depreciation, amortization and depletion allowances, and excludes income taxes due to reduce the effect of accounting decisions on the bottom line of the Profit and Loss Statement. Since some firms utilize EBITDA to "add back" non-cash and flexible expenses which may be altered through credits and accounting procedures (such as income tax), paid-in income taxes from the Taxes Paid line item are not added back in the EBITDA calculation. Pre-Tax Net Profit represents net profit before income tax due. Income Tax calculates the federal corporate tax rate before credits, leaving After-Tax Profit at the bottom line. Advertising includes advertising, promotion and publicity for the reporting business, but not on behalf of others. Benefits-Pension includes, but is not limited to, employee health care and retirement costs. In addition to varying proportions of overhead, administrative and supervisory wages, some generally more minor expenses are aggregated under SG&A (Sales, General and Administrative).
Operating Expenses sums the individual expense line items above, yielding the Operating Income or net of core business operations, when subtracted from the Gross Margin.

Balance Sheet - dollar-based Assets

Cash Receivables Inventory Other Current Assets Total Current Assets Gross Fixed Assets Accumulated Depreciation-Amortization-Depletion Net Fixed Assets Other Non-Current Assets Total Assets 2006 52,361 34,145 15,929 4,828 107,263 118,201 83,230 34,971 16,580 158,814 26,458 19,185 27,348 72,991 63,907 136,898 21,916 158,814 2007 54,296 32,820 22,050 3,282 112,448 102,780 73,330 29,450 17,421 159,319 23,277 13,972 38,667 75,916 53,276 129,192 30,127 159,319 2008 52,028 30,415 17,372 7,644 107,459 91,940 70,408 21,532 15,773 144,764 15,794 14,882 31,211 61,887 56,617 118,504 26,260 144,764 2009 37,517 27,049 9,801 4,253 78,620 107,137 71,064 36,073 16,166 130,859 39,873 4,201 24,444 68,518 47,018 115,536 15,323 130,859 2010 34,872 19,185 10,005 4,109 68,171 89,002 68,822 20,180 36,550 124,901 9,567 7,731 15,700 32,998 31,000 63,998 60,903 124,901

Liabilities
Accounts Payable Loans/Notes Payable Other Current Liabilities Total Current Liabilities Total Long Term Liabilities Total Liabilities Net Worth Total Liabilities & Net Worth

Cash: Money on hand in checking, savings or redeemable certificate accounts. Receivables: A short-term asset (to be collected within one year) in the form of accounts or notes receivable, and usually representing a credit for a completed sale or loan. Inventory: The stockpile of unsold products. Current Assets: The sum of a firm's cash, accounts and notes receivable, inventory, prepaid expenses and marketable securities which can be converted to cash within a single operating cycle. Fixed Assets: Long-term assets such as building and machinery, net of accumulated amortization-depreciation-depletion. Total Assets: The sum of current assets and fixed assets such as plant and equipment. Accounts Payable: Invoices due to suppliers within the current business cycle. Loans/Notes Payable: Loan amounts due to suppliers within the current business cycle. Current Liabilities: Measurable debt owed within one year, including accounts, loans and notes payable, accrued liabilities and taxes due. Long Term Liabilities: Debt which is due in more than one year, including the portion of loans and mortgages that become due after the current business cycle. Total Liabilities: Current Liabilities plus Long Term Liabilities such as notes and mortgages due over more than one year. Net Worth: Current assets plus fixed assets minus current and long-term liabilities.

Balance Sheet - percentage-based Assets

Cash Receivables Inventory Other Current Assets Total Current Assets Gross Fixed Assets Accumulated Depreciation-Amortization-Depletion Net Fixed Assets Other Non-Current Assets Total Assets 2006 32.97% 21.50% 10.03% 3.04% 67.54% 74.43% 52.41% 22.02% 10.44% 100.00% 16.66% 12.08% 17.22% 45.96% 40.24% 86.20% 13.80% 100.00% 2007 34.08% 20.60% 13.84% 2.06% 70.58% 64.51% 46.03% 18.48% 10.93% 100.00% 14.61% 8.77% 24.27% 47.65% 33.44% 81.09% 18.91% 100.00% 2008 35.94% 21.01% 12.00% 5.28% 74.23% 63.51% 48.64% 14.87% 10.90% 100.00% 10.91% 10.28% 21.56% 42.75% 39.11% 81.86% 18.14% 100.00% 2009 28.67% 20.67% 7.49% 3.25% 60.08% 81.87% 54.31% 27.57% 12.35% 100.00% 30.47% 3.21% 18.68% 52.36% 35.93% 88.29% 11.71% 100.00% 2010 27.92% 15.36% 8.01% 3.29% 54.58% 71.26% 55.10% 16.16% 29.26% 100.00% 7.66% 6.19% 12.57% 26.43% 24.82% 51.25% 48.75% 100.00%

Liabilities
Accounts Payable Loans/Notes Payable Other Current Liabilities Total Current Liabilities Total Long Term Liabilities Total Liabilities Net Worth Total Liabilities & Net Worth

The Balance Sheet reflects average balance sheet percentages and dollars for the industry segment analyzed. Liabilities, net worth and ratios are calculated for each industry segment and class, while asset line items are blended with the closest four digit industry segment. Sources & Uses of Funds Change in:
Cash and cash equivalents Worksheet: Accounts receivable Inventory Other Curr Assets Net Fixed Assets Other Non-Curr Assets Accounts payable Loans/Notes Payable Other Current Liabilities Long-term debt Net Worth Total Sources & Uses Cash: Beginning period Cash: End period Change in Cash & Cash equivalents 1,325 -6,121 1,546 5,521 -841 -3,181 -5,213 11,319 -10,631 8,211 1,935 52,361 54,296 1,935 2,405 4,678 -4,362 7,918 1,648 -7,483 910 -7,456 3,341 -3,867 -2,268 54,296 52,028 -2,268 3,366 7,571 3,391 -14,541 -393 24,079 -10,681 -6,767 -9,599 -10,937 -14,511 52,028 37,517 -14,511 7,864 -204 144 15,893 -20,384 -30,306 3,530 -8,744 -16,018 45,580 -2,645 37,517 34,872 -2,645 2007 1,935 2008 -2,268 2009 -14,511 2010 -2,645

Sources and Uses: The Sources and Uses of Funds table tests the accuracy of the balance sheet and distinguishes the sources of funds from their use. It is the basic worksheet preliminary to a formal cash flow statement examining the liquidity of a business. A multi-year industry benchmark common size balance sheet, which includes overlapped but not identical sets of firms in each year, is not well-suited for the presentation of a formal cash flow analysis.

Financial Ratios: Cash Flow-Solvency

2006 Accounts Payable: Business Revenue (%) Current Liabilities: Inventory (%) Current Liabilities: Net Worth (%) Current Ratio (%) Days Payable (%) Quick Ratio (%) Total Liabilities: Net Worth (%) 0.04 4.58 3.33 1.47 36.20 1.19 6.25 2007 0.03 3.44 2.52 1.48 27.50 1.15 4.29 2008 0.02 3.56 2.36 1.74 20.74 1.33 4.51 2009 0.06 6.99 4.47 1.15 55.46 0.94 7.54 2010 0.01 3.30 0.54 2.07 13.05 1.64 1.05

Accounts Payable: Business Revenue: Accounts Payable divided by Annual Business Revenue, measuring the speed with which a company pays vendors relative to business revenue. Numbers higher than typical industry ratios suggest that the company may be using suppliers to float operations. Current Liabilities: Inventory: Current Liabilities divided by Inventory: A high ratio, relative to industry norms, suggests over-reliance on unsold goods to finance operations. Current Liabilities: Net Worth: Current Liabilities divided by Net Worth, reflecting a level of security for creditors. The larger the ratio relative to industry norms, the less security there is for creditors. Current Ratio: This is the same as Current Assets divided by Current Liabilities, measuring current assets available to cover current liabilities, a test of near-term solvency. The ratio indicates to what extent cash on hand and disposable assets are enough to pay off near term liabilities. The Quick Ratio is applied as a more stringent test. Days Payables: 365/(Cost of Sales: Accounts Payable ratio): Reflects the average number of days for each payable before payment is made. Quick Ratio: Cash plus Accounts Receivable, divided by Current Liabilities, indicating liquid assets available to cover current debt. Also known as the Acid Ratio. This is a harsher version of the Current Ratio, which balances short-term liabilities against cash and liquid instruments. Total Liabilities: Net Worth: Total liabilities divided by Net Worth. This ratio helps to clarify the impact of long-term debt, which can be seen by comparing this ratio with Current Liabilities: Net Worth. Creditors are concerned to the extent that total liability levels exceed Net Worth.

Cash Flow-Solvency Ratios:

Financial Ratios: Profitability

2006 EBITDA: Business Revenue (%) Pre-Tax Return On Assets (%) Pre-Tax Return on Net Worth (%) Pre-Tax Return on Business Revenue (%) After Tax Return on Assets (%) After Tax Return on Net Worth (%) After Tax Return on Business Revenue (%) 10.56 41.61 301.52 9.57 34.35 248.90 7.90 2007 11.42 47.65 252.00 10.96 38.83 205.32 8.93 2008 10.75 49.14 270.91 10.32 40.33 222.35 8.47 2009 9.77 54.79 467.87 10.41 44.89 383.38 8.53 2010 6.64 32.99 67.68 6.33 27.99 57.42 5.37

EBITDA: EBITDA: Business Revenue: Earnings Before Interest, (income) Taxes due, Depreciation and Amortization divided by Business Revenue. EBITDA: Business Revenue is a relatively controversial (and often criticized) metric designed to eliminate the effect of finance and accounting decisions when comparing companies and industry benchmarks. Tax credits and deferral procedures and non-cash expenditures (Amortization and Depreciation) are not deducted from the profit equation, as are interest expenditures. Return on Assets: Pre-Tax or After Tax Net Profit divided by Total Assets, a critical indicator of profitability. Companies which use their assets efficiently will tend to show a ratio higher than the industry norm. The ratio may appear higher for small businesses due to owner compensation draws accounted as net profit. Return on Net Worth: Pre-Tax or After Tax Net Profit divided by Net Worth. This is the 'final measure' of profitability to evaluate overall return. This ratio measures return relative to investment, how well a company leverages the investment in it. May appear higher for small businesses due to owner compensation draws accounted as net profit. Return on Business Revenue: Pre-Tax or After Tax Net Profit Net Profit divided by Annual Business Revenue, indicating the level of profit from each dollar of business revenue. This ratio can be used as a predictor of the company's ability to withstand changes in prices or market conditions. May appear higher for small businesses due to owner compensation draws accounted as net profit.

Profitability Ratios

Financial Ratios: Efficiency-Debt-Risk:

2006 Assets: Business Revenue Cost of Sales: Accounts Payable Cost of Sales: Inventory Days Inventory Days Receivables Days Working Capital EBITDA: Interest Expense Fixed Assets: Net Worth Gross Margin: Business Revenue Net Working Capital: Business Revenue 0.23 10.08 16.75 21.79 18.05 18.12 21.55 1.60 0.61 0.05 2007 0.23 13.27 14.01 26.05 17.29 19.25 17.84 0.98 0.55 0.05 2008 0.21 17.60 16.00 22.81 16.10 24.13 24.43 0.82 0.60 0.07 2009 0.19 6.58 26.77 13.63 14.33 5.35 17.14 2.35 0.62 0.01 2010 0.19 27.96 26.74 13.65 10.76 19.71 24.55 0.33 0.59 0.05

Assets: Business Revenue: Total Assets divided by Net Business Revenue, indicating whether a company is handling too high a volume of business revenue in relation to investment. Very low percentages relative to industry norms might indicate overly conservative sales efforts or poor sales management. Cost of Sales:Accounts Payable: Measures the number of times payables turn over in the course of the year. High measures may indicate cash flow concerns. Cost of Sales: Inventory: Reflects the number of times inventory is turned over during the course of the year. High levels can mean good liquidity or business revenue, or shortages requiring better management. Low levels may indicate poor cash flow or overstocking. Days Inventory: 365/(Cost of Sales: Inventory): The average number of days of items in inventory. Days Receivables: 365/ (Receivables Turnover): Reflects the number of days that receivables are outstanding. Target average or lower. Days Working Capital: 365/ (Working Capital Turnover): Expresses the coverage in number of days of available working capital. EBITDA: interest expense: Earnings before Interest, (income) Taxes due, Depreciation and Amortization divided by Interest expense. Assesses financial stability by examining whether a company is at least profitable enough to pay interest expense. A ratio >1.00 indicates it is. See cautions in the listing for EBITDA. Fixed Assets: Net Worth: Fixed Assets divided by Net Worth. High ratios relative to the industry can indicate low working capital or high levels of debt. Gross Margin: Business Revenue: Pre-tax profits divided by Annual Business Revenue. This is the profit ratio before product and business revenue costs, as well as taxes. This ratio can indicate the "play" in other expenses which could be adjusted to increase the Net Profit margin. Net Working Capital: Business Revenue: Net Working Capital divided by Business Revenue. Indicates if a company is maintaining a reasonable level of liquidity relative to its business revenue volume. A high ratio indicate an overly conservative reliance on liquid assets, while low ratios suggests the opposite.

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Efficiency-Debt-Risk Ratios

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Financial Ratios: Turnover:

2006 Cash Turnover (X) Current Asset Turnover Fixed Asset Turnover Inventory Turnover (X) Receivables Turnover (X) Total Asset Turnover (X) Working Capital Turnover (X) 13.19 6.44 19.74 43.35 20.22 4.35 20.15 2007 12.76 6.16 23.53 31.41 21.11 4.35 18.96 2008 13.25 6.42 32.02 39.68 22.66 4.76 15.13 2009 18.36 8.76 19.09 70.27 25.46 5.26 68.18 2010 18.67 9.55 32.25 65.07 33.93 5.21 18.52

Cash Turnover: Business Revenue divided by Cash. Indicates efficiency in the use of cash to develop business revenue . A more stringent ratio than Working Capital Turnover (below). Target at or slightly below industry level. Current Asset Turnover: Business Revenue divided by Current Assets. A general indicator of the efficiency of asset use. Target at or slightly below industry level. Fixed Asset Turnover: Business Revenue divided by Fixed Assets. An indicator of the efficiency of investment in fixed asset such as plant and equipment. Target at or slightly below industry level. Inventory Turnover: Business Revenue divided by Inventory. This ratio gives a picture of how quickly inventory turns over. Ratios below the industry norm suggest high levels of inventory. High ratios could indicate product levels insufficient to satisfy demand in a timely manner. Target: at or slightly above industry level. Receivables Turnover: Business Revenue divided by Receivables. An indicator of how efficiently invoiced sales are collected. Target at or slightly above industry level. Total Asset Turnover: Business Revenue divided by Total Assets. Target: at or slightly below industry level. Working Capital Turnover: Business Revenue divided by Net Working Capital (current assets minus current liabilities). Ratios higher than industry norms may indicate a strain on available liquid assets, while low ratios may suggest too much liquidity. Target: at or above industry level.

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Turnover Ratios

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About the Data Raw data analyzed for BizMiner reports is sourced from an array of the nation's government and private statistical sources. None of these raw data sources creates the final measures reflected in BizMiner industry profiles. In total, BizMiner accesses over a billion sourced data points from 15 million business operations for each of its twice annual updates covering a 3-5 year time series. Historical data and BizMiner algorithms are used to inform and test projections for non-reporting firms. Data elements are sourced specifically from: - IRS SOI Corporation Income Tax Returns - IRS SOI Corporation Tax Book - IRS SOI 1040 Schedule C Income Tax Returns - IRS SOI Statistics of Income- Individual Tax Statistics - US Economic Census of Manufactures - US Census Economy Overview - US Census Annual Survey of Manufactures - US Census Annual Retail Trade Survey - US Census Annual Wholesale Trade Survey - US Census Quarterly Financial Reports - US Census County Business Patterns - Bureau of Labor Statistics Monthly Employment Reports - Bureau of Labor Statistics Monthly Unemployment Reports - US Census Wholesale Trade Report - US Census Quarterly (New Housing) Sales by Price and Financing - US Census Total Construction Spending - US Census Retail Trade Report - US Census Quarterly Services Survey - Commercial Real Estate Survey - Credit Reporting Agencies - InfoGroup, Inc. - Business Directories While 100% firm coverage is desirable for analysis purposes, the greatest value of BizMiner reports rests in discerning patterns of activity, which are reflected in the large samples used to develop our reports. The overall current coverage of the databases surpasses 13 million active business operations at any point in time. As is the case with any databases this large, some errors are inevitable. Some firms are missed and specific information on others is lacking from the database. Not all information received is uniform or complete, resulting in the need to develop projection algorithms for specific industry segments and metrics in some report series. No representation is made as to the accuracy of the databases utilized or the results of subsequent analyses. Neither the Brandow Company nor its resellers has undertaken independent primary research to confirm the accuracy of the data utilized in the Profile analyses. Neither the Brandow Company nor its resellers are responsible for conclusions drawn or decisions made based upon this data or analysis. In no event will the Brandow Company or its resellers be liable for any damages, direct, indirect, incidental or consequential resulting from the use of the information contained in BizMiner reports.

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