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Table of Contents
Table of Contents
Page 2
City Taxi
Page 1
City Taxi
marketing, purchase of extra vehicles, software, and hardware. Projected revenues for 1999 to
2001 are $200,000, $1.5 million, and $2.2 million, respectively.
Chart: Highlights
Highlights
$2,100,000
$1,800,000
$1,500,000
Sales
$1,200,000
Gross Margin
$900,000
Net Profit
$600,000
$300,000
$0
1999
2000
2001
1.1 Objectives
The company's goal in the next year is to pursue an aggressive marketing campaign and from
that, penetrate at least 65% of the market share. The company's goal in the next two to five
years is be the top rated ground transportation company in the San Francisco Metro Area by
continuously monitoring, evaluating, and following up on customer call-ins.
Key components of City Taxi's initial strategy can be summarized as follows.
Establish Relationship with Rockwell International. The company is currently working to
establish and develop a working relationship with Rockwell International. This will enable City
Taxi to lock into the many services that they offer including, but not limited to:
Managerial
Call center and customer service efficiency
Management consulting
Technology consulting
Product management
Continuous improvement
1.2 Mission
The mission of City Taxi is to provide reliable, timely, and safe cab services by using complete
in-car credit/debit card access, along with computer aided dispatch.
Page 2
City Taxi
1.3 Highlights
Highlights of City Taxi
Technology. City Taxi has a unique Global Positioning System (GPS) that pinpoints the
nearest driver, thus allowing the driver to give an accurate ETA.
Credit/debit card system. This system is the first of its kind in San Francisco and is
convenient for both the passenger and driver because approval is given instantly. The swipe
machine is located in the back seat, giving the passenger privacy.
Trademarks. The company is in the process of registering the name Patriot as a trademark.
Advertising. City Taxi is already in advanced discussions with TCI Media Services to
provide advertising services and market research.
Seasoned management. The company's management is highly experienced and qualified
and has extensive experience in the industry.
Strategic relationships. The company has, and will continue to establish, relationships
with organizations that will enhance professional growth. These alliances are valuable to
City Taxi because they allow us to get updates on technology, added tech support, and a
strong presence in the market.
Exclusive rights to software. City Taxi has the exclusive rights to the latest taxi cab
software in San Francisco.
Page 3
City Taxi
Past Performance
1996
1997
1998
$0
$0
0.00%
$0
$0
$0
0.00%
$0
$100,000
$60,000
60.00%
$20,000
1996
1997
1998
$0
$0
$0
$0
$0
$0
$45,000
$13,400
$58,400
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
$0
$0
$0
$0
$0
$0
$75,000
$10,000
$65,000
Total Assets
$0
$0
$123,400
Accounts Payable
Current Borrowing
Other Current Liabilities (interest free)
Total Current Liabilities
$0
$0
$0
$0
$0
$0
$0
$0
$23,600
$10,000
$25,400
$59,000
Long-term Liabilities
Total Liabilities
$0
$0
$0
$0
$25,000
$84,000
Paid-in Capital
Retained Earnings
Earnings
Total Capital
$0
$0
$0
$0
$0
$0
$0
$0
$37,000
$2,400
$0
$39,400
$0
$0
$123,400
30
Sales
Gross Margin
Gross Margin %
Operating Expenses
Balance Sheet
Current Assets
Cash
Other Current Assets
Total Current Assets
Long-term Assets
Current Liabilities
Other Inputs
Payment Days
Page 4
City Taxi
Past Performance
$100,000
$90,000
$80,000
$70,000
Sales
$60,000
$50,000
Gross
$40,000
Net
$30,000
$20,000
$10,000
$0
1996
1997
1998
2.3 Risks
The company recognizes that it is subject to both market and technological risks. The
company's view of its risks, as well as how each is being addressed, is as follows:
Lock out in industry for new cab companies. City Taxi is aware that this is an extremely
difficult industry to get into. To mitigate this risk, City Taxi has established an alliance with
the leading cab company in the San Francisco area, Transportation, Inc. The alliance will
allow City Taxi to run under their color scheme. Another way in which the company plans to
mitigate this risk is by acquiring an existing cab company, Mighty Cab.
Acquiring insurance. City Taxi will have to acquire extensive insurance to cover all aspects
of operations, but will be faced with high rates. To lessen this risk, City Taxi plans to use the
relationship with Transportation, Inc. to run under their insurance companies, First
Insurance of San Francisco and Columbia Insurance. Alternatively, the company plans to
purchase insurance from Newark Insurance and Amalgamated Insurance, which offer lower
rates. This will also bring leverage in negotiating with Transportation, Inc.
Adequate facility. City Taxi realizes that it is difficult to locate a facility with the space
required for all operations. City Taxi has found a facility with ample space for all operations.
There is enough room to set up repair facilities, and there is adjacent space to store
vehicles.
Convenience. City Taxi's products and services provide the driver and the customer with
the convenience of a credit/debit card system that gives instant approval.
State-of-the-art Call Center. City Taxi's call center allows us to provide a timely service
by picking up the closest vehicle when a call comes in. When a call comes in, it is put into
Page 5
City Taxi
the system, the system sends a message to dispatcher, the system then tags the closest
vehicle in the zone, neighboring zone, on the way to the zone, or the dispatcher can call.
3.0 Services
City Taxi provides taxi services utilizing computer dispatch to help with timely pick up and
quality customer care. The software and hardware systems used by City Taxi give customers
convenience by allowing them to use credit and debit cards in the taxi.
3.1 Service Description
Taxi Cab Services
The taxi driver is often the first contact that a visitor has with San Francisco and as such, City
Taxi realizes the importance of first impressions and customer care. The company's customeroriented philosophy and its commitment to service are reflected in the careful selection of
drivers and the comprehensive training program. Customers can expect the following high
standards when they travel with City Taxi:
Maintenance/Repair Services
This division of City Taxi deals with the pure maintenance of vehicles. Drivers will be charged at
discounted rates for tune-ups, wheel alignments, and other repairs.
3.2 Technology
GLOBAL POSITIONING SYSTEMS. City Taxi has a unique Global Positioning System (GPS)
that pinpoints the nearing driver thus allowing the driver to give an accurate estimated time of
arrival.
RADIO SYSTEM. Reliable communications are essential under all circumstances. City Taxi will
use the KDT 5000 system design because it provides multiple levels of reliability to assure
communications will be maintained under the most rigorous condition.
CREDIT/DEBIT CARD SYSTEM. City Taxi will use the in-car credit/debit card system, which is
a new market segment for the taxi industry in San Francisco. This involves customers using
their debit cards in any City Taxi cab with approval being given instantly, eliminating the need
to dial in to head office for approval numbers. By using this system, the company will be
addressing the need for convenience and reliability. City Taxi also features a computer-aided
dispatch system which will be represented under the Patriot name. The company is currently in
the process of making Patriot a trademark. The company has also applied for a license to run a
490 narrow band frequency and voice data transmission. From the perspective of customers,
the advantage of City Taxi's products and services is the high level of technology, which leads
to superior customer service. In contrast to competitors, City Taxi's products and services offer
convenience. The key pad and swipe machine are built into the back seat, thus giving the
customer privacy. Whereas competitors have to call in a credit/debit card transaction for
Page 6
City Taxi
approval, our customers will be able to get on-the-spot approval before the driver even pulls
over.
3.3 Future Services
City Taxi plans to respond to market needs by following up with taxi plus (wheelchair accessible
taxi vans with credit card access inside) with the next 5 years. City Taxi believes it can capture
this niche and a gain in overall market share. Additional plans for next generation products and
services include rent to own options for our drivers. Introduction of the company's next
generation product and services is expected to be within 12 months.
4.0 Market Analysis Summary
The company's emphasis is on the dispatch, mobile data, and credit/debit card markets of the
taxi industry. In aggregate, these markets are believed to represent potential sales in excess of
$119 million as of March 1999. Within these markets, City Taxi will focus on the more lucrative
credit/debit card segment. This segment, when introduced into any area has started out slow,
but over a three-year period has increased by 20% each year in Maryland and Virginia, and by
25-35% in New York each year.
The company believes that the major future trend in the industry will be complete credit card
access for consumers. The International Taxi Livery Association (ITLA) forecasts a very steady
growth for the taxi industry in the next four years.
Market Size Statistics:
Estimated number of U.S. establishments
6,431
49,005
$1.34 million
12
$.3 million
Performance. We work with one goal in mind: to get customers where they want to go,
when they want to go, promptly, efficiently, comfortably, and safely.
Superior Service. Timely pick up, private usage, and customer care.
Quality. This involves providing courteous service in clean, well-maintained cars.
Page 7
City Taxi
Market Analysis
Potential Customers
Credit Card Market
Cash Customers
Other
Total
1999
2000
2001
2002
2003
200,000
100,000
0
300,000
250,000
110,000
0
360,000
312,500
121,000
0
433,500
390,625
133,100
0
523,725
488,281
146,410
0
634,691
Growth
25%
10%
0%
20.60%
CAGR
25.00%
10.00%
0.00%
20.60%
Page 8
City Taxi
mechanics. Since the mid- 1970's, when a trend toward independent contracting among drivers
developed, three out of every four drivers became independent contractors licensed through,
and renting their vehicles from, the taxi companies. Overall, the U.S. taxi industry consisted of
205,300 vehicles in 1993. Of these, 170,800 were licensed taxis and 16,600 were hired cars,
also referred to as executive sedans or liveries. The remainder was minibuses or vans, many of
which were wheelchair-accessible for transporting the elderly and disabled.
Organization and Structure
Most taxi companies followed a similar organizational pattern. Managers, sometimes the
company owners' ran the business, hired drivers, and performed other administrative duties.
Dispatchers took calls and assigned cabs to passenger locations. The position of dispatcher once
represented a promotion awarded to experienced cab drivers, whose familiarity with the city
best qualified them for the job. However, the increase in computer-based dispatching in the
early 1990's prompted cab companies to favor computer skills over specialized knowledge of
local geography when filing the dispatcher position.
Regulation of the U.S. taxi industry varied from city to city. While almost all cities had some
form of licensing requirements, larger urban areas had the strictest regulations. San Francisco
regulations focused on fares charged to customers, with rates assigned to designated zones of
the city.
Current Conditions
In 1998, 6,342 taxi fleets, consisting of 144,000 cars, were operating in the United States. On a
national level, in the early 1990's, taxi's made approximately 2 billion passenger trips a year.
Most taxi fleets were small, family-owned businesses or individual partnerships; only 5% were
corporations. Almost all operated within a single municipality, and more than half of all taxi
companies had fewer than 10 vehicles. In rural areas, companies tended to be extremely small,
with 1 to 3 cars available for customers. In cities of 100,000 people, the average fleet size was
20 cars. In urban centers of 200,000 or more people, cab companies retained hundreds of cars
and carried more passengers than the multitude of smaller companies combined.
Research and Technology
Although the taxi cab industry was not regarded as demanding in a high degree of technology,
several innovations have changed the way businesses operate. Computerized dispatching--in
which cabs were tracked by computer and dispatch instructions appeared only to the cab
assigned to a call--allowed more efficient assignment of cabs to passengers. Computerization
also helped remedy the problem of "fare stealing," in which one driver intercepts a message
meant for another and picks up the first driver's fare.
Another development likely to change the industry's focus involved its use of certain radio
frequencies. In the late 1980's and early 1990's, with investment in cellular and digital
communications skyrocketing, taxi cab companies found themselves in possession of a valuable
asset in the form of the broadcast frequencies granted them by the Federal Communications
Commission. During this time, the FCC, allowing them only two frequencies in any one area,
heavily restricted the cellular telephone industry's use of the airwaves. By the mid-1990's,
some cab-related services, such as New Jersey's dispatcher Fleet Call, were in a strong position
to become players in the burgeoning telecommunications industry.
Industry Leaders
Page 9
City Taxi
Due to increasing decentralization in the industry, few national taxi corporations were in
operation in the early 1990's. A few companies, however, many of which were owned by larger
holding corporations, had operations that reached beyond the local. Figure 1 shows the industry
leaders in the San Francisco area and their share of the market.
Figure 1 Breakdown of Market Share in San Francisco.
Company
Market Share
Transportation, Inc.
38%
Capital Cab
23%
Yellow Cab
13%
Diamond Cab
8%
Others
18%
Total
100%
1995
1996
1997
3/1998
600
1,670
2,000
3,500
5,000
Transportation, Inc. is a family owned company that has been in business for 20 years. The
company, run by Mr. John Brown, is considered an industry leader in the field of taxi cab
services. The company also owns a real estate agency, and 2 insurance companies which
work hand in hand with the taxi business. They lease facilities to other cab companies as
well. The company has a fleet of 1,200 cars, with half under the driver-owner program and
the other half company owned.
Yellow Cab was founded 25 years ago, its president is Mr. Michael White. Yellow Cab has a
fleet of 2,200 cabs, most of which are driver-owned. The company still uses the radio
dispatch system and one third of their fleet is equipped with the credit/debit card feature.
The drawback to their system is that approval for any transaction takes place in their home
office.
Page 10
City Taxi
Diamond Cab is owned and operated by Mr. Jay Newman. The company uses the radio
dispatch system and has a fleet of approximately 800 cabs.
Town Cab is an organization run by Mr. Pete Whitehead. The company uses the radio
dispatch system and has a fleet of 800 cabs.
City Taxi's competitive advantage is our cutting edge technology which is unique to the taxi
industry in San Francisco. The GPS will enable City Taxi to provide timely service by giving an
accurate ETA. The credit/debit card feature will give our customers convenience and privacy
during the transaction period.
Maintenance and Repair Services. City Taxi's competitors include the above mentioned
companies and general maintenance and repair shops in the area. Some of these operations do
not have the capacity to handle a large amount of vehicles. While others may have the
capacity, their operations are run in a primitive manner, and City Taxi intends to capitalize on
that.
City Taxi's competitive advantages include the availability of space, operations management,
and skilled employees.
5.0 Strategy and Implementation Summary
Sales Strategy
At City Taxi, the sales process is the same for each of City Taxi's two areas: taxi cab services
and maintenance and repair services. The company intends to establish its presence online by
developing a website from which sales will be generated. The District of Columbia Cab
Commission regulates pricing for taxi cab services.
Table: Sales Forecast
Sales Forecast
1999
2000
2001
$200,000
$0
$200,000
$1,500,000
$0
$1,500,000
$2,200,000
$0
$2,200,000
1999
$65,000
$0
$65,000
2000
$125,000
$0
$125,000
2001
$100,000
$0
$100,000
Sales
All services
Other
Total Sales
Direct Cost of Sales
All services
Other
Subtotal Direct Cost of Sales
Page 11
City Taxi
Sales Monthly
$16,000
$14,000
$12,000
$10,000
All services
$8,000
Other
$6,000
$4,000
$2,000
$0
Jan
Mar
Feb
May
Apr
Jul
Jun
Sep
Aug
Nov
Oct
Dec
One commercial in every regular season NBA game on TNT for the 1999-2000 season
One commercial in 2000; 1999-2000 regular season Wizard games on HTS
900 6 a.m. - 12 a.m. commercials on a minimum of 4 networks
Ads on the TV guide channel
Page 12
City Taxi
Trade shows: company representatives will attend and participate in several trade shows
to keep up with changes in the industry.
Print advertising and article publishing : the company's print advertising program will
include advertisements in local newspapers and local journal publications like the San
Francisco Magazine. City Taxi will feature articles on services provided in the above
mentioned publications.
Val-Pak Direct Marketing: the challenge of any direct marketer is to take a massive
amount of amorphous data and create tailored messages to targeted market segments.
Perhaps no company is more familiar with that challenge than Florida-based Val-Pak Direct
Marketing, a leader in local, cooperative direct mail advertising. More than 53 million
households in the United States receive Val-Pak coupons in their mailbox. In 1997, Val-Pak
designed, printed and distributed more than 11 billion incentive coupons promoting various
products and services. Val-Pak targets as few as 10,000 households or as many as 53
million with any given mailing.
International Taxi cab and Livery Association (ITLA). ITLA is a non-profit association
that represents the private, for-profit ground transpiration industry. City Taxi will use the
resources made available by ITLA to get the latest industry trends and trade show
information. ITLA conducts a variety of research projects on industry issues and the results
of these studies are summarized in ITLA publications and made available to association
members at a reduced fee.
Rockwell International. Rockwell International has been brought in to help develop the
call center and aid with the development of superior customer service techniques. City Taxi
will work with Rockwell International in the setup of a cost efficient but productive call
center.
TCI Media, Inc. Currently, City Taxi is under a verbal agreement with TCI Media, Inc. to
market its product and services through various cable networks.
Surfside Systems. Surfside Systems will be the company's supplier of dispatch software
and CAD software.
King Communications. King Communications will be the company's supplier of mobile data
and in-car credit/debit card processing equipment hardware. King Communications has
made a commitment and guarantee that they will provide interface to Surfside Systems.
Transportation, Inc. This alliance is a business relationship between Jerry Schafer
(Transportation, Inc.) and Johnson Taylor (City Taxi). Transportation, Inc. is a competitor,
but the relationship allows City Taxi to learn from their 20-year experience in the business
and to overcome the shortfalls they have experienced.
Barwood, Inc. Barwood will be the company's source of used taxis when the need to add
to our fleet arises.
Val-Pak Direct Marketing. Val-Pak is a full-service marketing company that offers a
simple, cost-effective way of increasing business. Val-Pak pioneered local cooperative direct
Page 13
City Taxi
mail in 1968, and has been the industry leader for over 30 years. The relationship gives us
access to their powerful, cost effective variety of advertising formats allowing us to develop
a direct mail program that is right for our business.
Commercial Electronics Services (CES). CES is a supplier of advanced technology
systems used in taxi cabs. The relationship will allow City Taxi to get the latest technology
and the benefit of their excellent tech support. All systems are connected to their offices
and given a serial number, that way, they are able to locate the system, evaluate the
problem, and fix it right away.
Mighty Cab Body Shop. The owner of Mighty Cab also owns a body shop. City Taxi will
seek to establish a relationship with it for body work and towing services.
1. Maintenance and Repair Services. This division will deal with the maintenance of
vehicles. Drivers will be charged at discounted rates for tune-ups, wheel alignments, and
other repairs. This division will be staffed with seven employees to begin with.
Table: Personnel
Personnel Plan
Taxi Cabs & Administrative
Maintenance & Repair
Total People
1999
2000
2001
$108,696
$108,695
8
$365,217
$156,522
17
$395,652
$169,565
20
Page 14
City Taxi
Total Payroll
$217,391
$521,739
$565,217
General Assumptions
Plan Month
Current Interest Rate
Long-term Interest Rate
Tax Rate
Other
1999
2000
2001
1
10.00%
10.00%
25.42%
0
2
10.00%
10.00%
25.00%
0
3
10.00%
10.00%
25.42%
0
Page 15
City Taxi
Break-even Analysis
$20,000
$15,000
$10,000
$5,000
$0
($5,000)
($10,000)
($15,000)
($20,000)
($25,000)
$0
$7,000
$14,000
$28,000
$42,000
$56,000
$70,000
$21,000
$35,000
$49,000
$63,000
$77,000
Break-even Analysis
Monthly Revenue Break-even
$43,333
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost
32%
$29,250
Page 16
City Taxi
2000
2001
Sales
Direct Cost of Sales
Other
Total Cost of Sales
$200,000
$65,000
$5,000
$70,000
$1,500,000
$125,000
$10,000
$135,000
$2,200,000
$100,000
$15,000
$115,000
Gross Margin
Gross Margin %
$130,000
65.00%
$1,365,000
91.00%
$2,085,000
94.77%
Payroll
Sales and Marketing and Other Expenses
Depreciation
Research & Development
Utilities
Insurance
Payroll Taxes
Other
$217,391
$64,000
$14,997
$15,000
$2,000
$5,000
$32,609
$0
$521,739
$164,000
$17,500
$25,000
$2,000
$5,000
$78,261
$0
$565,217
$214,000
$17,500
$40,000
$2,000
$5,000
$84,783
$0
$350,997
$813,500
$928,500
($220,997)
($206,000)
$3,337
$0
$551,500
$569,000
$2,841
$137,165
$1,156,500
$1,174,000
$2,084
$293,414
Net Profit
Net Profit/Sales
($224,334)
-112.17%
$411,494
27.43%
$861,002
39.14%
Expenses
Page 17
City Taxi
2000
2001
$200,000
$200,000
$1,500,000
$1,500,000
$2,200,000
$2,200,000
$0
$0
$0
$0
$0
$0
$2,500,000
$2,700,000
$0
$0
$0
$0
$0
$0
$0
$1,500,000
$0
$0
$0
$0
$0
$0
$0
$2,200,000
1999
2000
2001
$217,391
$200,095
$417,486
$521,739
$519,573
$1,041,312
$565,217
$739,266
$1,304,483
$0
$3,000
$0
$0
$500,000
$1,700,000
$0
$2,620,486
$0
$3,000
$0
$4,181
$0
$0
$0
$1,048,493
$0
$3,000
$0
$4,951
$0
$0
$0
$1,312,434
$79,514
$124,514
$451,507
$576,021
$887,566
$1,463,587
Cash Received
Page 18
City Taxi
Chart: Cash
Cash
$300,000
$270,000
$240,000
$210,000
$180,000
$150,000
$120,000
Cash Balance
$90,000
$60,000
$30,000
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
$0
Page 19
City Taxi
2000
2001
$124,514
$513,400
$637,914
$576,021
$513,400
$1,089,421
$1,463,587
$513,400
$1,976,987
$1,775,000
$24,997
$1,750,003
$2,387,917
$1,775,000
$42,497
$1,732,503
$2,821,924
$1,775,000
$59,997
$1,715,003
$3,691,990
1999
2000
2001
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$15,451
$7,000
$25,400
$47,851
$45,145
$4,000
$25,400
$74,545
$62,160
$1,000
$25,400
$88,560
Long-term Liabilities
Total Liabilities
$25,000
$72,851
$20,819
$95,364
$15,868
$104,428
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$2,537,000
$2,400
($224,334)
$2,315,066
$2,387,917
$2,537,000
($221,934)
$411,494
$2,726,560
$2,821,924
$2,537,000
$189,560
$861,002
$3,587,562
$3,691,990
Net Worth
$2,315,066
$2,726,560
$3,587,562
Assets
Current Assets
Cash
Other Current Assets
Total Current Assets
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Liabilities and Capital
Current Liabilities
Ratio Analysis
Sales Growth
1999
2000
2001
Industry Profile
100.00%
650.00%
46.67%
0.50%
Page 20
City Taxi
21.50%
26.71%
73.29%
100.00%
18.19%
38.61%
61.39%
100.00%
13.91%
53.55%
46.45%
100.00%
45.90%
63.00%
37.00%
100.00%
Current Liabilities
Long-term Liabilities
Total Liabilities
Net Worth
2.00%
1.05%
3.05%
96.95%
2.64%
0.74%
3.38%
96.62%
2.40%
0.43%
2.83%
97.17%
29.10%
27.00%
56.10%
43.90%
100.00%
65.00%
177.25%
25.00%
-110.50%
100.00%
91.00%
63.59%
10.00%
36.77%
100.00%
94.77%
55.44%
9.09%
52.57%
100.00%
82.50%
58.00%
1.00%
2.60%
13.33
13.33
3.05%
-9.69%
-9.39%
14.61
14.61
3.38%
20.12%
19.44%
22.32
22.32
2.83%
32.18%
31.27%
1.58
1.22
56.10%
3.60%
8.10%
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
Profit Before Interest and Taxes
Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
Additional Ratios
1999
2000
2001
-112.17%
-9.69%
27.43%
15.09%
39.14%
24.00%
n.a
n.a
12.42
31
0.08
12.17
20
0.53
12.17
26
0.60
n.a
n.a
n.a
0.03
0.66
0.03
0.78
0.03
0.85
n.a
n.a
$590,063
-66.22
$1,014,876
194.13
$1,888,427
554.85
n.a
n.a
11.94
2%
13.33
0.09
0.00
1.88
3%
14.61
0.55
0.00
1.68
2%
22.32
0.61
0.00
n.a
n.a
n.a
n.a
n.a
Activity Ratios
Accounts Payable Turnover
Payment Days
Total Asset Turnover
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Dividend Payout
Page 21
Appendix
Table: Sales Forecast
Sales Forecast
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Sales
All services
Other
Total Sales
0%
0%
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$0
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
Page 1
Appendix
Table: Personnel
Personnel Plan
Jan
Taxi Cabs & Administrative
Maintenance & Repair
Total People
Total Payroll
0%
0%
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
$9,058
$9,057
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$9,058
$18,115
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
Page 2
Appendix
Table: General Assumptions
General Assumptions
Jan
Plan Month
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
10
11
12
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
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
Feb
Page 3
Appendix
Table: Profit and Loss
Gross Margin
Gross Margin %
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
$10,833
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
$18,115
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$625
$625
$625
$1,458
$1,458
$1,458
$1,458
$1,458
$1,458
$1,458
$1,458
$1,458
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$167
$167
$167
$167
$167
$167
$167
$167
$167
$167
$167
$167
Expenses
Payroll
Sales and Marketing and
Other Expenses
Depreciation
Research & Development
Utilities
Insurance
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$28,624
$28,625
$28,625
$29,458
$29,458
$29,458
$29,458
$29,458
$29,458
$29,458
$29,458
$29,458
($17,791)
($17,792)
($17,792)
($18,625)
($18,625)
($18,625)
($18,625)
($18,625)
($18,625)
($18,625)
($18,625)
($18,625)
EBITDA
($17,166)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
($17,167)
Payroll Taxes
Other
Interest Expense
Taxes Incurred
15%
$290
$288
$285
$283
$281
$279
$277
$275
$273
$271
$269
$267
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Net Profit
($18,080)
($18,079)
($18,077)
($18,908)
($18,906)
($18,904)
($18,902)
($18,900)
($18,898)
($18,896)
($18,893)
($18,891)
Net Profit/Sales
-108.48%
-108.48%
-108.46%
-113.45%
-113.44%
-113.42%
-113.41%
-113.40%
-113.39%
-113.37%
-113.36%
-113.35%
Page 4
Appendix
Page 5
Appendix
Table: Cash Flow
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Cash Received
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Expenditures
0.00%
$0
$0 $2,500,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$16,667
$16,667 $2,516,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
$16,667
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
$18,115
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
$18,116
Bill Payments
$24,134
$16,007
$16,005
$16,003
$16,001
$15,999
$15,996
$15,994
$15,992
$15,990
$15,988
$15,986
$42,249
$34,123
$34,121
$34,119
$34,117
$34,115
$34,112
$34,110
$34,108
$34,106
$34,104
$34,102
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$500,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0 $1,700,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
Page 6
Appendix
Dividends
Subtotal Cash Spent
$0
$42,499
($25,832)
Cash Balance
$19,168
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$34,373 $2,234,371
$0
$34,369
$34,367
$34,365
$34,362
$34,360
$34,358
$34,356
$34,354
$34,352
$282,296
($17,702)
($17,700)
($17,698)
($17,696)
($17,694)
($17,692)
($17,690)
($17,687)
($17,685)
$283,758
$266,056
$248,356
$230,658
$212,962
$195,268
$177,577
$159,887
$142,200
$124,514
($17,706)
$1,462
Page 7
Appendix
Table: Balance Sheet
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Starting Balances
Current Assets
Cash
Other Current Assets
Total Current Assets
$45,000
$13,400
$58,400
$19,168
$13,400
$32,568
$1,462
$13,400
$14,862
$283,758
$513,400
$797,158
$266,056
$513,400
$779,456
$248,356
$513,400
$761,756
$230,658
$513,400
$744,058
$212,962
$513,400
$726,362
$195,268
$513,400
$708,668
$177,577
$513,400
$690,977
$159,887
$513,400
$673,287
$142,200
$513,400
$655,600
$124,514
$513,400
$637,914
$75,000
$10,000
$65,000
$123,400
$75,000
$10,625
$64,375
$96,943
$75,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000 $1,775,000
$11,250
$11,875
$13,333
$14,791
$16,249
$17,707
$19,165
$20,623
$22,081
$23,539
$24,997
$63,750 $1,763,125 $1,761,667 $1,760,209 $1,758,751 $1,757,293 $1,755,835 $1,754,377 $1,752,919 $1,751,461 $1,750,003
$78,612 $2,560,283 $2,541,123 $2,521,965 $2,502,809 $2,483,655 $2,464,503 $2,445,354 $2,426,206 $2,407,061 $2,387,917
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Liabilities and Capital
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$23,600
$10,000
$25,400
$59,000
$15,473
$9,750
$25,400
$50,623
$15,471
$9,500
$25,400
$50,371
$15,469
$9,250
$25,400
$50,119
$15,467
$9,000
$25,400
$49,867
$15,465
$8,750
$25,400
$49,615
$15,463
$8,500
$25,400
$49,363
$15,461
$8,250
$25,400
$49,111
$15,459
$8,000
$25,400
$48,859
$15,457
$7,750
$25,400
$48,607
$15,455
$7,500
$25,400
$48,355
$15,453
$7,250
$25,400
$48,103
$15,451
$7,000
$25,400
$47,851
Long-term Liabilities
Total Liabilities
$25,000
$84,000
$25,000
$75,623
$25,000
$75,371
$25,000
$75,119
$25,000
$74,867
$25,000
$74,615
$25,000
$74,363
$25,000
$74,111
$25,000
$73,859
$25,000
$73,607
$25,000
$73,355
$25,000
$73,103
$25,000
$72,851
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
Net Worth
$37,000
$2,400
$0
$39,400
$123,400
$37,000
$2,400
($18,080)
$21,320
$96,943
$39,400
$21,320
$37,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000 $2,537,000
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
($36,159)
($54,237)
($73,145)
($92,051) ($110,954) ($129,856) ($148,756) ($167,654) ($186,549) ($205,443) ($224,334)
$3,241 $2,485,163 $2,466,255 $2,447,349 $2,428,446 $2,409,544 $2,390,644 $2,371,746 $2,352,851 $2,333,957 $2,315,066
$78,612 $2,560,283 $2,541,123 $2,521,965 $2,502,809 $2,483,655 $2,464,503 $2,445,354 $2,426,206 $2,407,061 $2,387,917
$3,241 $2,485,163 $2,466,255 $2,447,349 $2,428,446 $2,409,544 $2,390,644 $2,371,746 $2,352,851 $2,333,957 $2,315,066
Page 8