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Document Sample
Personal Financial Statement of:
Enter your name here
as of:
mm/dd/yyyy
Assets Amount in Dollars
Cash - checking accounts $ -
Personal Financial Statement
Cash - savings accounts -
Certificates of deposit -
Many financial institutions will require information
Securities - stocks / bonds /
about your personal financial data. This spreadsheet
mutual funds -
will help you prepare a personal financial statement.
Notes & contracts receivable -
Life insurance (cash surrender
Your personal financial statement should show only
value) -
your personally held assets and liabilities (debts)
Personal property (autos,
outside the business. Do not include any business
jewelry, etc.) -
assets or liabilities.
Retirement Funds (eg. IRAs,
Page 2 of the spreadsheet allows you to give the
401k) -
details behind the numbers on the balance sheet.
Real estate (market value) -
If you present this financial statement to a potential
Other assets (specify) -
lender or investor, be sure to sign and date it in the
Other assets (specify) -
space provided. The signature is your pledge that
Total Assets $ -
the statement is complete and accurate to the best
of your knowledge.
Liabilities Amount in Dollars
Current Debt (Credit cards,
Step 1: Prepare a list of all assets owned whether
Accounts) $ - they are paid for or not. Enter the amount you would
Notes payable (describe below) - receive by selling the asset for cash.
Taxes payable -
Real estate mortgages
Step 2: Prepare a list of liabilities (money you owe).
(describe) -
Other liabilities (specify) - Step 3: Net worth = Total Assets - Total Liabilities
Other liabilities (specify) -
Total Liabilities $ -
Net Worth $ -
Signature: Date:
Personal Finance Statement of:
Enter your name here
Details
1. ASSETS - Details
Notes and Contracts held
Original Monthly
From Whom Owing Balance Owing Amount Original Date Payment Maturity Date History / Purpose
$ - $ - $ -
Securities: stocks / bonds / mutual funds
Number of Date of
Name of Security Shares Cost Market Value Acquisition
$ - $ -
Stock in Privately Held Companies
Est. Market
Company Name No. of shares $ Invested Value
$ - $ -
Real Estate Purchase
Description / Location Market Value Amount Owing Original Cost Date
$ - $ - $ -
2. LIABILITIES - Details
Credit Card & Charge Card Debt
Name of Card / Creditor Amount Due
$ -
Notes Payable (excluding monthly bills)
Original Monthly Secured by
Name of Creditor Amount Owing Amount Payment Interest Rate (Leine)
$ - $ - $ -
Mortgage / Real Estate Loans Payable
Original Monthly Secured by
Name of Creditor Amount Owing Amount Payment Interest Rate (Leine)
$ - $ - $ -
Cash Flows Statement
Refer back to your Profit & Loss Projection. Line-by-line ask yourself when you should expect cash to come and go. You
have already done a sales projection, now you must predict when you will actually collect from customers. On the expense
side, you have previously projected expenses; now predict when you will actually have to write the check to pay those bills.
Most items will be the same as on the Profit & Loss Projection. Rent and utility bills, for instance, are usually paid in the
month they are incurred. Other items will differ from the Profit & Loss view. Insurance and some types of taxes, for
example, may actually be payable quarterly or semiannually, even though you recognize them as monthly expenses. Just
try to make the Cash Flow as realistic as you can line by line. The payoff for you will be an ability to manage and forecast
working capital needs. Change the category labels in the left column as needed to fit your accounting system.
Note that lines for 'Loan principal payment' through 'Owners' Withdrawal' are for items that always are different on the
Cash Flow than on the Profit & Loss. Loan Principal Payment, Capital Purchases, and Owner's Draw simply do not, by the
rules of accounting, show up on the Profit & Loss Projection. They do, however, definitely take cash out of the business,
and so need to be included in your Cash plan. On the other hand, you will not find Depreciation on the Cash Flow because
you never write a check for Depreciation. Cash from Loans Received and Owners' Injections go in the "Loan/ other cash
inj." row. The "Pre-Startup" column is for cash outlays prior to the time covered by the Cash Flow. It is intended primarily
for new business startups or major expansion projects where a great deal of cash must go out before operations
commence. The bottom section, "ESSENTIAL OPERATING DATA", is not actually part of the Cash model, but it allows
you to track items which have a heavy impact on cash. The Cash Flow Projection is the best way to forecast working
capital needs. Begin with the amount of Cash on Hand you expect to have. Project all the Receipts and Paid Outs for the
year. If CASH POSITION gets dangerously low or negative, you will need to pump in more cash to keep the operation
afloat. Many profitable businesses have gone under because they could not pay the bills while waiting for money to flow in.
Your creditors do not care about profit; they want to be paid with cash. Cash is the financial lifeblood of your business.
Balance Sheet
A balance sheet shows the financial position of
your company at a single moment in time; in this
case, it will be as of opening day. Use your
Startup Expenses spreadsheet to get the basic
data for the balance sheet. Here are some
accounting rules which will help you construct
an accurate balance sheet: Assets are recorded
at the lower of cost or current market value.
Since your assets will be newly acquired, put
them down at cost. If you have donated
personal possessions to the business (e.g., a
vehicle), enter them at market value.
Prepaid Expenses are items like insurance
premiums which you have already paid but have
not yet "used".
Other Assets are intangible items like patents
and trademarks which are presumed to have
economic value. It is very unlikely that you will
have significant Other Assets as a new
business. You should also include here items
like lease and utility deposits.
Current Liabilities are any debts due within
Current Liabilities are any debts due within
twelve months.
Trade payables and bank lines of credit are
current liabilities. If you have a Long Term (multi
year) Debt, then that portion of it which is
payable over the next twelve months goes in
"Current Portion of Long Term Debt". The
remaining portion of that debt then goes in the
"Bank Loans Payable (greater than 12 months)"
section under Long Term Debt.
Owners' Equity is what is left when you subtract
Liabilities from Assets. It will be less than you
have actually spent on starting your business.
That is because many of your pre-opening
expenses do not result in ownership of assets
which show on a balance sheet. For example,
advertising, travel, and legal fees may be
necessary, but they do not generate balance
sheet assets.
come and go. You
ers. On the expense
eck to pay those bills.
sually paid in the
s of taxes, for
thly expenses. Just
anage and forecast
different on the
simply do not, by the
ut of the business,
Cash Flow because
"Loan/ other cash
intended primarily
odel, but it allows
recast working
d Paid Outs for the
ep the operation
for money to flow in.
f your business.
Twelve-Month Cash Flow
Enter Company Name Here
Fiscal Year Begins: Jul-02
Pre-
Startup Total Item
EST Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 EST
Cash on Hand
(beginning of month)
CASH RECEIPTS
Cash Sales
Collections fm CR
accounts
Loan/ other cash inj.
TOTAL CASH
RECEIPTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Cash Available
(before cash out) 0 0 0 0 0 0 0 0 0 0 0 0 0 0
CASH PAID OUT
Purchases
(merchandise)
Purchases (specify)
Purchases (specify)
Gross wages (exact
withdrawal)
Payroll expenses (taxes,
etc.)
Outside services
Supplies (office & oper.)
Repairs & maintenance
Advertising
Car, delivery & travel
Accounting & legal
Rent
Telephone
Utilities
Insurance
Taxes (real estate, etc.)
Interest
Other expenses
(specify)
Other (specify)
Other (specify)
Miscellaneous
SUBTOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Loan principal payment
Capital purchase
(specify)
Other startup costs
Reserve and/or Escrow
Owners' Withdrawal
TOTAL CASH PAID
OUT 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Position (end of
month) 0 0 0 0 0 0 0 0 0 0 0 0 0 0
ESSENTIAL OPERATING DATA (non cash flow information)
Sales Volume (dollars)
Accounts Receivable
Bad Debt (end of
month)
Inventory on hand (eom)
Accounts Payable (eom)
Depreciation
Profit and Loss Statement
Transfer your sales forecasts from the 12-month Sales Forecast spreadsheet. You should change "category 1, category 2",
to the actual names of your sales categories. Enter sales for each category for each month. The spreadsheet will add up tot
sales. In the "%" columns, the spreadsheet will show the % of total sales contributed by each category.
COST OF GOODS SOLD (also called Cost of Sales or COGS): COGS are those expenses directly related to producing or b
products or services. For example, purchases of inventory or raw materials, as well as the wages (and payroll taxes) of emp
directly involved in producing your products/services, are included in COGS. These expenses usually go up and down along
volume of production or sales. Study your records to determine COGS for each sales category. Control of COGS is the key
profitability for most businesses, so approach this part of your forecast with great care. For each category of product/servi
the elements of COGS: how much for labor, for materials, for packing, for shipping, for sales commissions, etc.? Compare t
Goods Sold and Gross Profit of your various sales categories. Which are most profitable, and which are least -
Underestimating COGS can lead to under pricing, which can destroy your ability to earn a profit. Research carefully and be
Enter the COGS for each category of sales for each month. In the "%" columns, the spreadsheet will show the COGS as a %
dollars for that category.
GROSS PROFIT: Gross Profit is Total Sales minus Total COGS. In the "%" columns, the spreadsheet will show Gross Profi
Total Sales.
OPERATING EXPENSES (also called Overhead): These are necessary expenses which, however, are not directly related t
or buying your products/services. Rent, utilities, telephone, interest, and the salaries (and payroll taxes) of office and ma
employees are examples. Change the names of the Expense categories to suit your type of business and your accounting s
You may need to combine some categories, however, to stay within the 20 line limit of the spreadsheet. Most operating exp
remain reasonably fixed regardless of changes in sales volume. Some, like sales commissions, may vary with sales. Some,
utilities, may vary with the time of year. Your projections should reflect these fluctuations. The only rule is that the proj
simulate your financial reality as nearly as possible. In the "%" columns, the spreadsheet will show Operating Expenses as a
Sales.
NET PROFIT: The spreadsheet will subtract Total Operating Expenses from Gross Profit to calculate Net Profit. In the "%" c
will show Net Profit as a % of Total Sales.
INDUSTRY AVERAGES: The first column, labeled "IND. %" is for posting average cost factors for firms of your size in your
Industry average data is commonly available from industry associations, major manufacturers who are suppliers to your indu
local colleges, Chambers of Commerce, and public libraries. One common source is the book Statement Studies published
Robert Morris Associates. It can be found in major libraries, and your banker almost surely has a copy. It is unlikely that y
will be exactly in line with industry averages, but they can be helpful in areas in which expenses may be out of line.
e "category 1, category 2", etc. labels
spreadsheet will add up total annual
tly related to producing or buying your
(and payroll taxes) of employees
ually go up and down along with the
Control of COGS is the key to
category of product/service, analyze
missions, etc.? Compare the Cost of
ich are least - and why?
Research carefully and be realistic.
will show the COGS as a % of sales
sheet will show Gross Profit as a % of
er, are not directly related to making
taxes) of office and management
ness and your accounting system.
dsheet. Most operating expenses
may vary with sales. Some, like
y rule is that the projections should
w Operating Expenses as a % of Total
ulate Net Profit. In the "%" columns, it
r firms of your size in your industry.
o are suppliers to your industry, and
atement Studies published annually by
copy. It is unlikely that your expenses
may be out of line.
Twelve Month Profit and Loss Projection
Enter your Company Name here
Fiscal Year Begins Jun-01
.%
1
2
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1
1
1
1
2
2
2
2
01
B/A
1
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y-0
v -0
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p-0
c -0
n-0
b-0
r-0
n -0
r -0
l-0
Y
t-
IND
%
%
%
%
%
%
%
%
%
%
%
%
Ma
Ma
Au
No
Ap
YE
Oc
De
Se
Ju
Ju
Fe
Ja
%
Revenue (Sales)
Category 1 150 50.3 - - - - - - - - - - - -
Category 2 15 5.0 - - - - - - - - - - - -
Category 3 15 5.0 - - - - - - - - - - - -
Category 4 15 5.0 - - - - - - - - - - - -
Category 5 1 0.3 - - - - - - - - - - - -
Category 6 51 17.1 - - - - - - - - - - - -
Category 7 51 17.1 - - - - - - - - - - - -
Total
Revenue
(Sales) 298 100.0 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
Cost of Sales
Category 1 200 133.3 - - - - - - - - - - - -
Category 2 0.0 - - - - - - - - - - - -
Category 3 0.0 - - - - - - - - - - - -
Category 4 0.0 - - - - - - - - - - - -
Category 5 0.0 - - - - - - - - - - - -
Category 6 0.0 - - - - - - - - - - - -
Category 7 0.0 - - - - - - - - - - - -
Total Cost
of Sales 200 67.1 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 -
Gross
Profit 98 32.9 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 -
Expenses
Salary
expenses 0.0 - - - - - - - - - - - -
Payroll
expenses 0.0 - - - - - - - - - - - -
Outside
services 0.0 - - - - - - - - - - - -
Supplies
(office and
operating) 0.0 - - - - - - - - - - - -
Repairs
and
maintenanc
e 0.0 - - - - - - - - - - - -
Advertising 0.0 - - - - - - - - - - - -
Car,
delivery
and travel 0.0 - - - - - - - - - - - -
Accounting
and legal 0.0 - - - - - - - - - - - -
Rent 0.0 - - - - - - - - - - - -
Telephone 0.0 - - - - - - - - - - - -
Utilities 0.0 - - - - - - - - - - - -
Insurance 0.0 - - - - - - - - - - - -
Taxes (real
estate, etc.) 0.0 - - - - - - - - - - - -
Interest 0.0 - - - - - - - - - - - -
Depreciatio
n 0.0 - - - - - - - - - - - -
Other
expenses
(specify) 0.0 - - - - - - - - - - - -
Other
expenses
(specify) 0.0 - - - - - - - - - - - -
Other
expenses
(specify)
Misc. 0.0 - - - - - - - - - - - -
(unspecifie
d) 0.0 - - - - - - - - - - - -
Total
Expenses 0 0.0 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 -
Net Profit 98 32.9 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 -
Startup Costs
Nearly everyone who has ever started a business has underestimated the
costs, and then faced the danger of running with inadequate capital
reserves. The key to avoiding this pitfall is to adopt a rigorous approach to
your research and planning.
Our Startup Expenses spreadsheet will lead you through the process.
EXPENSES - Begin by estimating expenses. What will it cost you to get
your business up and running? The key to accuracy here is attention to
detail. For each category of expense, draw up a list of everything you will
need to purchase. This will include both tangible assets (e.g., equipment,
inventory) and services (e.g.: remodeling, insurance). Then determine
where you might purchase these goods or services. Research more than
one vendor; i.e.: comparison shop. Do not look at price alone; terms of
payment, delivery, reliability, and service are also important.
CONTINGENCIES - Add a reserve for contingencies. Be sure to explain in
your narrative how you decided on the amount you are putting into this
reserve.
WORKING CAPITAL - You cannot open with an empty bank account. You
need a cash cushion to meet expenses while the business gets going. Later
in this plan, you will do a 12 month Cash Flow projection. This is where you
will work out your estimate of working capital needs. For now, either leave
this line blank or put in your best rough guess. After you have done your
Cash Flow, you can come back and enter the carefully researched figure.
SOURCES - Now that you have estimated how much capital will be needed
to start, you should turn your attention to the top part of this spreadsheet.
Enter the amounts you will put in yourself, how much will be injected by
partners or investors, and how much will be supplied by borrowing.
COLLATERAL - If you will be using this plan to support a bank loan request,
then use the section on the bottom of page 2 to show what assets are
offered as collateral to secure the loan, and give your estimate of the value
of these items. Be prepared to offer some proof of your estimates of
collateral values.
Startup Expenses
Enter your Company Name here
Sources of Capital
Owners' Investment (name & %
ownership)
Your name & % ownership $ -
Other Investor -
Other Investor -
Other Investor -
Total Investment $ -
Bank Loans
Bank 1 $ -
Bank 2 -
Bank 3 -
Bank 4 -
Total Bank Loans $ -
Other Loans
Source 1 $ -
Source 2 -
Total Other Loans $ -
Startup Expenses
Buildings / Real Estate
Purchase $ -
Construction -
Remodeling -
Other -
Total Buildings and R / E $ -
Leasehold Improvements
Item 1 $ -
Item 2 -
Item 3 -
Item 4 -
Total L / H Improvements $ -
Capital Equipment List
Furniture $ -
Equipment -
Fixtures -
Machinery -
Other -
Total Capital Equipment $ -
Location and Admin Expenses
Rental $ -
Utility Deposits -
Legal and Accounting Fees -
Prepaid Insurance -
Pre-opening Salaries -
Other -
Total Location and Admin Expenses $ -
Opening Inventory
Category 1 $ -
Category 2 -
Category 3 -
Category 4 -
Category 5 -
Total Inventory $ -
Advertising and Promotional
Expenses
Advertising $ -
Signage -
Printing -
Travel & Entertainment -
Other / Additional categories -
Total Adv and Promo expenses $ -
Other Expenses
Other Expense 1 $ -
Other Expense 2 -
Total Other Expenses $ -
Reserve for Contingencies $ -
Working Capital $ -
Summary Statement
Sources of Capital
Owners' and Other Investments $ -
Bank Loans -
Other Loans -
Total Source of Funds $ -
Startup Expenses
Bldgs / Real Estate $ -
Leasehold Improvements -
Capital Equipment -
Location / Admin Expenses -
Opening Inventory -
Advertising / Promo Expenses -
Other Expenses -
Contingency Fund -
Working Capital -
Total Startup Expenses $ -
Security and Collateral for Loan Proposal
Collateral for Loans Value Description
Residence at 1305 Queen Anne
Real Estate $ 120,000
Ave, Seattle, WA
Other Collateral -
Other Collateral -
Other Collateral -
Owners
Your name here
Other owner
Other owner
Loan Guarantors (other than owners)
Loan Guarantor 1
Loan Guarantor 2
Loan Guarantor 3
Projected Balance Sheet
Enter your Company Name here Notes on Preparation
Note: You may want to print this information to use as reference late
Historical Projected To delete these instructions, click the border of this text box and then
as of mm/dd/yyyy as of mm/dd/yyyy press the DELETE key.
Assets
Projecting your balance sheet can be quite a complex accounting
Current Assets problem, but that does not mean you need to be a professional
Cash in bank $ - $ - accountant to do it or to benefit from the exercise. The desired resu
Accounts receivable - - is not a perfect forecast, but rather a thoughtful plan detailing what
Inventory - - additional resources will be needed by the company, where they will
Prepaid expenses - - be needed, and how they will be financed. Using your last historical
Other current assets - - balance sheet as a starting point, project what your balance sheet w
Total Current Assets $ - $ - look like at the end of the 12 month period covered in your Profit &
Loss and Cash Flow forecasts. How will the year's operations affect
Fixed Assets assets, debts, and owners' equity? For example, let us say you are
Machinery & equipment $ - $ - planning significant sales growth in the coming year. Go through the
Furniture & fixtures - - balance sheet item by item, asking what the effects will likely be:
Leasehold improvements - - ASSETS: Inventory and Accounts Receivable will have to grow. New
Land & buildings - - equipment may be needed for increased production. You may draw
Other fixed assets - - down on cash to finance some of this.
(LESS accumulated Now, since a balance must balance, you need to consider the effects
depreciation on all fixed - - on the other half of the statement: LIABILITIES & EQUITY: Some of
Total Fixed Assets (net of the growth may be financed by profits retained in the business as
depreciation) $ - $ - Retained Earnings. Your Profit & Loss Projection will tell you how
much might be available from that source. Funds may be contributed
Other Assets by the owners through contributions of more Invested Capital or loan
Intangibles $ - $ - to the company (Notes Payable to Stockholders). Suppliers may
Deposits - - provide some of the financing via increased Accounts Payable. The
Goodwill - - rest will have to be financed by borrowing, which can be: Short term
Other - - loans (due within 12 months) such as a line of credit. Or by Long
Total Other Assets $ - $ - Term Debt (maturity greater than 12 months).
TOTAL Assets $ - $ - Technical Tips:
1. Your firm's balance sheet no doubt has more lines than this
Liabilities and Equity template. For clarity and ease of analysis, we recommend you
combine categories to fit into this compressed format.
Current Liabilities 2. As always for projections, we recommend that you condense your
Accounts payable $ - $ - numbers. Most people find it useful to express the values in
Interest payable - - thousands, rounding to the nearest hundred dollars; for example,
Taxes payable - - $11,459 would be entered as 11.5.
Notes, short-term (due within 3. In the Fixed Assets section, the "LESS accumulated depreciation"
12 months) - - figure is the total of all depreciation accrued over the years on all fixe
Current part, long-term debt - - assets still owned by the company. Be sure to enter it as a negative
Other current liabilities - - number so the spreadsheet will subtract it from Total Fixed Assets.
Total Current Liabilities $ - $ - 4. In Owners' Equity, "Retained Earnings-Beginning" is retained
earnings as of the last historical balance sheet or the end of the last
Long-term Debt fiscal year. "Retained Earnings-Current" is net profit for the period of
Bank loans payable $ - $ - the projections, less any owner's draw (for partnerships and
Notes payable to stockholders - - proprietorships) or dividends paid (for corporations).
LESS: Short-term portion - -
Other long term debt - -
Total Long-term Debt $ - $ -
Total Liabilities $ - $ -
Owners' Equity
Invested capital $ - $ -
Retained earnings - beginning - -
Retained earnings - current - -
Total Owners' Equity $ - $ -
Total Liabilities & Equity $ - $ -
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Mortgage Loan Payments
Enter Values Loan Summary
Loan Amount $ 18,000.00 Scheduled Payment $ 177.99
Annual Interest Rate 3.50 % Scheduled Number of Payments 120
Loan Period in Years 10 Actual Number of Payments 120
Number of Payments Per Year 12 Total Early Payments $ -
Start Date of Loan 12/1/2000 Total Interest $ 3,359.35
Optional Extra Payments $ -
Lender Name:
Pmt Payment Beginning Scheduled Extra Ending Cumulative
No. Date Balance Payment Payment Total Payment Principal Interest Balance Interest
1 1/1/2001 $ 18,000.00 $ 177.99 $ - $ 177.99 $ 125.49 $ 52.50 $ 17,874.51 $ 52.50
2 2/1/2001 17,874.51 177.99 - 177.99 125.86 52.13 17,748.64 104.63
3 3/1/2001 17,748.64 177.99 - 177.99 126.23 51.77 17,622.42 156.40
4 4/1/2001 17,622.42 177.99 - 177.99 126.60 51.40 17,495.82 207.80
5 5/1/2001 17,495.82 177.99 - 177.99 126.97 51.03 17,368.86 258.83
6 6/1/2001 17,368.86 177.99 - 177.99 127.34 50.66 17,241.52 309.49
7 7/1/2001 17,241.52 177.99 - 177.99 127.71 50.29 17,113.81 359.78
8 8/1/2001 17,113.81 177.99 - 177.99 128.08 49.92 16,985.73 409.69
9 9/1/2001 16,985.73 177.99 - 177.99 128.45 49.54 16,857.28 459.23
10 10/1/2001 16,857.28 177.99 - 177.99 128.83 49.17 16,728.45 508.40
11 11/1/2001 16,728.45 177.99 - 177.99 129.20 48.79 16,599.25 557.19
12 12/1/2001 16,599.25 177.99 - 177.99 129.58 48.41 16,469.67 605.61
13 1/1/2002 16,469.67 177.99 - 177.99 129.96 48.04 16,339.71 653.64
14 2/1/2002 16,339.71 177.99 - 177.99 130.34 47.66 16,209.38 701.30
15 3/1/2002 16,209.38 177.99 - 177.99 130.72 47.28 16,078.66 748.58
16 4/1/2002 16,078.66 177.99 - 177.99 131.10 46.90 15,947.56 795.47
17 5/1/2002 15,947.56 177.99 - 177.99 131.48 46.51 15,816.08 841.99
18 6/1/2002 15,816.08 177.99 - 177.99 131.86 46.13 15,684.22 888.12
19 7/1/2002 15,684.22 177.99 - 177.99 132.25 45.75 15,551.97 933.86
20 8/1/2002 15,551.97 177.99 - 177.99 132.63 45.36 15,419.33 979.22
21 9/1/2002 15,419.33 177.99 - 177.99 133.02 44.97 15,286.31 1,024.20
22 10/1/2002 15,286.31 177.99 - 177.99 133.41 44.59 15,152.90 1,068.78
23 11/1/2002 15,152.90 177.99 - 177.99 133.80 44.20 15,019.10 1,112.98
24 12/1/2002 15,019.10 177.99 - 177.99 134.19 43.81 14,884.91 1,156.78
25 1/1/2003 14,884.91 177.99 - 177.99 134.58 43.41 14,750.33 1,200.20
26 2/1/2003 14,750.33 177.99 - 177.99 134.97 43.02 14,615.36 1,243.22
27 3/1/2003 14,615.36 177.99 - 177.99 135.37 42.63 14,479.99 1,285.85
28 4/1/2003 14,479.99 177.99 - 177.99 135.76 42.23 14,344.23 1,328.08
29 5/1/2003 14,344.23 177.99 - 177.99 136.16 41.84 14,208.08 1,369.92
30 6/1/2003 14,208.08 177.99 - 177.99 136.55 41.44 14,071.52 1,411.36
31 7/1/2003 14,071.52 177.99 - 177.99 136.95 41.04 13,934.57 1,452.40
32 8/1/2003 13,934.57 177.99 - 177.99 137.35 40.64 13,797.22 1,493.04
33 9/1/2003 13,797.22 177.99 - 177.99 137.75 40.24 13,659.46 1,533.28
34 10/1/2003 13,659.46 177.99 - 177.99 138.15 39.84 13,521.31 1,573.12
35 11/1/2003 13,521.31 177.99 - 177.99 138.56 39.44 13,382.75 1,612.56
36 12/1/2003 13,382.75 177.99 - 177.99 138.96 39.03 13,243.79 1,651.59
37 1/1/2004 13,243.79 177.99 - 177.99 139.37 38.63 13,104.42 1,690.22
38 2/1/2004 13,104.42 177.99 - 177.99 139.77 38.22 12,964.65 1,728.44
39 3/1/2004 12,964.65 177.99 - 177.99 140.18 37.81 12,824.47 1,766.26
40 4/1/2004 12,824.47 177.99 - 177.99 140.59 37.40 12,683.88 1,803.66
41 5/1/2004 12,683.88 177.99 - 177.99 141.00 36.99 12,542.88 1,840.66
Pmt Payment Beginning Scheduled Extra Ending Cumulative
No. Date Balance Payment Payment Total Payment Principal Interest Balance Interest
42 6/1/2004 12,542.88 177.99 - 177.99 141.41 36.58 12,401.47 1,877.24
43 7/1/2004 12,401.47 177.99 - 177.99 141.82 36.17 12,259.64 1,913.41
44 8/1/2004 12,259.64 177.99 - 177.99 142.24 35.76 12,117.41 1,949.17
45 9/1/2004 12,117.41 177.99 - 177.99 142.65 35.34 11,974.76 1,984.51
46 10/1/2004 11,974.76 177.99 - 177.99 143.07 34.93 11,831.69 2,019.44
47 11/1/2004 11,831.69 177.99 - 177.99 143.49 34.51 11,688.20 2,053.95
48 12/1/2004 11,688.20 177.99 - 177.99 143.90 34.09 11,544.30 2,088.04
49 1/1/2005 11,544.30 177.99 - 177.99 144.32 33.67 11,399.97 2,121.71
50 2/1/2005 11,399.97 177.99 - 177.99 144.74 33.25 11,255.23 2,154.96
51 3/1/2005 11,255.23 177.99 - 177.99 145.17 32.83 11,110.06 2,187.78
52 4/1/2005 11,110.06 177.99 - 177.99 145.59 32.40 10,964.47 2,220.19
53 5/1/2005 10,964.47 177.99 - 177.99 146.01 31.98 10,818.46 2,252.17
54 6/1/2005 10,818.46 177.99 - 177.99 146.44 31.55 10,672.02 2,283.72
55 7/1/2005 10,672.02 177.99 - 177.99 146.87 31.13 10,525.15 2,314.85
56 8/1/2005 10,525.15 177.99 - 177.99 147.30 30.70 10,377.85 2,345.55
57 9/1/2005 10,377.85 177.99 - 177.99 147.73 30.27 10,230.13 2,375.82
58 10/1/2005 10,230.13 177.99 - 177.99 148.16 29.84 10,081.97 2,405.65
59 11/1/2005 10,081.97 177.99 - 177.99 148.59 29.41 9,933.38 2,435.06
60 12/1/2005 9,933.38 177.99 - 177.99 149.02 28.97 9,784.36 2,464.03
61 1/1/2006 9,784.36 177.99 - 177.99 149.46 28.54 9,634.90 2,492.57
62 2/1/2006 9,634.90 177.99 - 177.99 149.89 28.10 9,485.01 2,520.67
63 3/1/2006 9,485.01 177.99 - 177.99 150.33 27.66 9,334.68 2,548.34
64 4/1/2006 9,334.68 177.99 - 177.99 150.77 27.23 9,183.91 2,575.56
65 5/1/2006 9,183.91 177.99 - 177.99 151.21 26.79 9,032.70 2,602.35
66 6/1/2006 9,032.70 177.99 - 177.99 151.65 26.35 8,881.05 2,628.69
67 7/1/2006 8,881.05 177.99 - 177.99 152.09 25.90 8,728.96 2,654.60
68 8/1/2006 8,728.96 177.99 - 177.99 152.54 25.46 8,576.43 2,680.06
69 9/1/2006 8,576.43 177.99 - 177.99 152.98 25.01 8,423.45 2,705.07
70 10/1/2006 8,423.45 177.99 - 177.99 153.43 24.57 8,270.02 2,729.64
71 11/1/2006 8,270.02 177.99 - 177.99 153.87 24.12 8,116.15 2,753.76
72 12/1/2006 8,116.15 177.99 - 177.99 154.32 23.67 7,961.82 2,777.43
73 1/1/2007 7,961.82 177.99 - 177.99 154.77 23.22 7,807.05 2,800.66
74 2/1/2007 7,807.05 177.99 - 177.99 155.22 22.77 7,651.83 2,823.43
75 3/1/2007 7,651.83 177.99 - 177.99 155.68 22.32 7,496.15 2,845.74
76 4/1/2007 7,496.15 177.99 - 177.99 156.13 21.86 7,340.02 2,867.61
77 5/1/2007 7,340.02 177.99 - 177.99 156.59 21.41 7,183.43 2,889.02
78 6/1/2007 7,183.43 177.99 - 177.99 157.04 20.95 7,026.39 2,909.97
79 7/1/2007 7,026.39 177.99 - 177.99 157.50 20.49 6,868.89 2,930.46
80 8/1/2007 6,868.89 177.99 - 177.99 157.96 20.03 6,710.93 2,950.50
81 9/1/2007 6,710.93 177.99 - 177.99 158.42 19.57 6,552.51 2,970.07
82 10/1/2007 6,552.51 177.99 - 177.99 158.88 19.11 6,393.63 2,989.18
83 11/1/2007 6,393.63 177.99 - 177.99 159.35 18.65 6,234.28 3,007.83
84 12/1/2007 6,234.28 177.99 - 177.99 159.81 18.18 6,074.47 3,026.01
85 1/1/2008 6,074.47 177.99 - 177.99 160.28 17.72 5,914.19 3,043.73
86 2/1/2008 5,914.19 177.99 - 177.99 160.74 17.25 5,753.45 3,060.98
87 3/1/2008 5,753.45 177.99 - 177.99 161.21 16.78 5,592.23 3,077.76
88 4/1/2008 5,592.23 177.99 - 177.99 161.68 16.31 5,430.55 3,094.07
89 5/1/2008 5,430.55 177.99 - 177.99 162.16 15.84 5,268.39 3,109.91
90 6/1/2008 5,268.39 177.99 - 177.99 162.63 15.37 5,105.76 3,125.28
91 7/1/2008 5,105.76 177.99 - 177.99 163.10 14.89 4,942.66 3,140.17
92 8/1/2008 4,942.66 177.99 - 177.99 163.58 14.42 4,779.08 3,154.58
93 9/1/2008 4,779.08 177.99 - 177.99 164.06 13.94 4,615.03 3,168.52
94 10/1/2008 4,615.03 177.99 - 177.99 164.53 13.46 4,450.49 3,181.98
95 11/1/2008 4,450.49 177.99 - 177.99 165.01 12.98 4,285.48 3,194.96
96 12/1/2008 4,285.48 177.99 - 177.99 165.50 12.50 4,119.98 3,207.46
Pmt Payment Beginning Scheduled Extra Ending Cumulative
No. Date Balance Payment Payment Total Payment Principal Interest Balance Interest
97 1/1/2009 4,119.98 177.99 - 177.99 165.98 12.02 3,954.01 3,219.48
98 2/1/2009 3,954.01 177.99 - 177.99 166.46 11.53 3,787.54 3,231.01
99 3/1/2009 3,787.54 177.99 - 177.99 166.95 11.05 3,620.60 3,242.06
100 4/1/2009 3,620.60 177.99 - 177.99 167.43 10.56 3,453.16 3,252.62
101 5/1/2009 3,453.16 177.99 - 177.99 167.92 10.07 3,285.24 3,262.69
102 6/1/2009 3,285.24 177.99 - 177.99 168.41 9.58 3,116.83 3,272.27
103 7/1/2009 3,116.83 177.99 - 177.99 168.90 9.09 2,947.92 3,281.36
104 8/1/2009 2,947.92 177.99 - 177.99 169.40 8.60 2,778.53 3,289.96
105 9/1/2009 2,778.53 177.99 - 177.99 169.89 8.10 2,608.64 3,298.07
106 10/1/2009 2,608.64 177.99 - 177.99 170.39 7.61 2,438.25 3,305.67
107 11/1/2009 2,438.25 177.99 - 177.99 170.88 7.11 2,267.37 3,312.79
108 12/1/2009 2,267.37 177.99 - 177.99 171.38 6.61 2,095.99 3,319.40
109 1/1/2010 2,095.99 177.99 - 177.99 171.88 6.11 1,924.10 3,325.51
110 2/1/2010 1,924.10 177.99 - 177.99 172.38 5.61 1,751.72 3,331.12
111 3/1/2010 1,751.72 177.99 - 177.99 172.89 5.11 1,578.84 3,336.23
112 4/1/2010 1,578.84 177.99 - 177.99 173.39 4.60 1,405.45 3,340.84
113 5/1/2010 1,405.45 177.99 - 177.99 173.90 4.10 1,231.55 3,344.94
114 6/1/2010 1,231.55 177.99 - 177.99 174.40 3.59 1,057.15 3,348.53
115 7/1/2010 1,057.15 177.99 - 177.99 174.91 3.08 882.24 3,351.61
116 8/1/2010 882.24 177.99 - 177.99 175.42 2.57 706.82 3,354.19
117 9/1/2010 706.82 177.99 - 177.99 175.93 2.06 530.88 3,356.25
118 10/1/2010 530.88 177.99 - 177.99 176.45 1.55 354.44 3,357.80
119 11/1/2010 354.44 177.99 - 177.99 176.96 1.03 177.48 3,358.83
120 12/1/2010 177.48 177.99 - 177.48 176.96 0.52 0.00 3,359.35
121 1/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
122 2/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
123 3/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
124 4/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
125 5/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
126 6/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
127 7/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
128 8/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
129 9/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
130 10/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
131 11/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
132 12/1/2011 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
133 1/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
134 2/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
135 3/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
136 4/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
137 5/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
138 6/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
139 7/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
140 8/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
141 9/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
142 10/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
143 11/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
144 12/1/2012 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
145 1/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
146 2/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
147 3/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
148 4/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
149 5/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
150 6/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
151 7/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
Pmt Payment Beginning Scheduled Extra Ending Cumulative
No. Date Balance Payment Payment Total Payment Principal Interest Balance Interest
152 8/1/2013 0.00 177.99 - 0.00 0.00 0.00 0.00 3,359.35
Four Year Profit Projection
Enter your Company Name here
2002 % 2003 % 2004 % 2005 %
Sales $ - ####### $ - ####### $ - ####### $ - #######
Cost/ Goods Sold (COGS) - - - - - - - -
Gross Profit $ - - $ - - $ - - $ - -
Operating Expenses
Salary (Office & Overhead) $ - on
- Notes$ Preparation
- - $ - - $ - -
Payroll (taxes etc.) - - - - -
- Note: You may -want to print this information to use- as reference later. To delete these instructions, click
Outside Services - -
- the border of this text box and then press the DELETE key.
- - - - -
Supplies (off and operation) - - - - - - - -
Repairs/ Maintenance - - A long term forecast is thinking about the company's future. Furthermore, venture is an excellent almost -
help you open up
- your not a necessary part of a basic business plan. However, it capitalists will tool to
- - - -
Advertising - - -
- always want a long term forecast - get a feel for growth prospects. -
to - -
Car, Delivery and Travel - - - -
- The further out you forecast, the less accuracy you-can maintain, so - round numbers, except where -
use
Accounting and Legal - - you know exact-amounts; e.g.: rent expense if you -
- lease.
have a long term - - -
The most important part of the long term forecast is not the numbers themselves, but the assumptions
Rent - - - -
- underlying the numbers. So make sure your assumptions are stated - - in a narrative -
clearly and in detail
Telephone - - - - - -
- attachment. This will communicate your vision of the company's future and how you anticipate realizing -
Utilities - - that vision. - - - - - -
Insurance - - You will note that there are some -
- lines on the bottom of this spreadsheet which were not on the twelve- -
- - -
Taxes (real estate etc.) - P & L. This is to help you
- month PROFIT BEFORE TAX is do some planning -about funding growth:Profit and Loss spreadsheet. -
- NET
- - -
the same as Net Profit on the 12-month
-
Interest - - - -
- - INCOME TAX -allows you to estimate how much of your profit will have to go to the IRS. - -
Depreciation - -
- - NET PROFIT AFTER TAX is what is left for you to use.
- - - - -
Other expense (specify) - - - OWNER DRAW/ DIVIDENDS is-how much the owners plan to take-out for themselves.
- - - -
Other expense (specify) - - - ADJUSTMENT TO RETAINED EARNINGS is the-amount of profit actually left in the -business to
increase Owners'
- Equity and fund- growth. - -
Total Expenses $ - - $ - - $ - - $ - -
Net Profit Before Tax - - - -
Income Taxes - - - -
Net Profit After Tax - - - -
Owner Draw/ Dividends - - - -
Adj. to Retained Earnings $ - $ - $ - $ -
Financial history & ratios
Enter your Company Name here
In Thousands
Fiscal Year Ends Jun-30
RMA Current: from
Average mm/yyyy to
% mm/yyyy % 2000 % 1999 % 1998 %
Assets
Cash/ Equivalents $ 100.0 60.98% $ - - $ - - $ - -
Trade Receivables 2.0 1.22% - - Notes on Preparation
- - - -
Inventory Value 3.0 1.83% - - Note: You may want- to print this information to use as reference
- - -
later. To delete these instructions, click the border of this text
All other current 5.0 3.05% - - - - - -
box and then press the DELETE key.
Total Current
Assets 110.0 67.07% - - - -
The-value of a spreadsheet is that - puts a lot of information in
it
Fixed Assets (net) 50.0 30.49% - - - - -
one-place to facilitate comparison and analysis. Enter
Intangibles (net) 3.0 1.83% - - - - - -
information from your past three years' financial statements and
All other 1.0 0.61% - - from current year-to-date statements, if available, - simplify
- - - but
Total Assets $ 164.0 100.00% $ - 0.00% $ the -
information in two ways to fit into this format:
0.00% $ - 0.00%
1] Compress your chart of accounts. Your financial statements,
no doubt, have many more lines than are provided on this
Liabilities/ Equity % spreadsheet. Combine categories to fit your numbers into this
Notes payable format.
(ST) $ - - $ - - $ - - $ - -
Current L. T. Debt - - - - - - - -
2] Condense the numbers for ease of comprehension. We
Trade Payables - - - - - - - -
recommend that you express your values in thousands,
Income Tax rounding to the nearest $100; i.e., $3,275 would be entered as
Payable - - - - $3.3.
- - - -
All other current - - - - - - - -
Total Current 3] Fill in the "RMA Avg." column.
a. "RMA" refers to the book Statement Studies, published
Liabilities - - - - - - - -
annually by Robert Morris Associates, who are now called the
Long-term Debt - - - - - - - -
Risk Management Association. The book contains financial
Deferred Taxes - - - - - -
average data sorted -by type of business and size - firm. It is a
of
All other non- standard reference for bankers and financial analysts. You can
current - - - - - -
find-it at major libraries, or ask your banker. -
Net Worth - - - - b. Enter the percentages and ratios from RMA for -your size and
- - -
Total Liabilities & type of business in the "RMA Avg." column. You will note that
Net Worth $ - 0.00% $ - 0.00% $ the -format of our spreadsheet is exactly the0.00%as the format
0.00% $ - same
in the RMA book.
c. Note that for some of the ratios, the RMA book gives three
Income Data % numbers. These are the median (the value in the middle of the
Net Sales $ - 100.00% $ - ###### $ - the "average"),$ upper quartile (the value half way
range; i.e.: 100.00% the - ######
Cost of Sales between the middle and the extreme upper case), and the lower
(COGS) - - - - quartile (the value half way between the middle and the extreme
- - - -
Gross Profit - - - - lower case).
- - - -
Operating
Expenses - - - - 4] Analyze your financial history: -
- - -
a. Look for significant changes in absolute values ($) or relative
Operating Profit - - - - - - - -
distribution of Assets, Liabilities, or Expenses (%). What do
All other expenses - - - - - - - -
these changes tell you about how your company is evolving?
Pre-tax Profit $ - - $ - - $ - - - -
b. Also look for changes in$your ratios. Why are ratio values
shifting, and what does this mean?
Ratio Analysis c. If you are unfamiliar with ratio analysis, study the "Explanation
Current Ratio 0.0 - - ... and Definition of Ratios" sections near the front of the RMA
- -
Inventory Turnover 0.0 0.00% - book. They are exceptionally clear and well written. Periodic
- -
Debt/ Net Worth 0.0 - - ratio analysis will give you valuable insights into the financial
- -
% Return on dynamics of your company.
d. If your ratio values differ from the industry average for similar
Tang. N / W 0.00% 0.00% - - -
firms, try to understand why, and explain in the business plan.
% Return on
Assets 0.00% 0.00% - - -
Loan Calculator with Extra Payments
Enter Values Instructions
Loan Amount $11,000.00
Annual Interest Rate 4.800%
Loan Period in Years 1 Must be between 1 and 30 years.
Start Date of Loan
Optional Extra Payments If your extra payments vary, enter them in the table below.
Scheduled Monthly Payment
Scheduled Number of Payments
Actual Number of Payments
Total Early Payments
Total Interest
Payment Beginning Scheduled Extra Total Ending
No. Date Balance Payment Payment Payment Principal Interest Balance
Shift Schedule
For the Week of: 10/22/2001
Department Name:
Monday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Tuesday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Shift Schedule
For the Week of: 10/22/2001
Department Name:
Wednesday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Thursday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Shift Schedule
For the Week of: 10/22/2001
Department Name:
Friday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Saturday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Shift Schedule
For the Week of: 10/22/2001
Department Name:
Sunday
7:00 AM 8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM TOTAL
Kelly F manager manager manager manager manager manager manager manager manager 9
Tom Y cashier cashier cashier cashier 4
James S front desk front desk front desk front desk front desk front desk front desk 7
Jon M front desk front desk front desk front desk front desk front desk front desk 7
Sean P Sick 0
Teresa A cashier cashier cashier cashier 4
Your Company Name
Address line 1 Phone: 123.456.7890
Address line 2 Fax: 123.456.7890
Address line 3 E-mail: someone@microsoft.com
Address line 4
Statement
Bill To:
Statement #: Enter statement number Mailing address 1
Date: 1/1/2000 Mailing address 2
Customer ID: Enter customer ID Mailing address 3
Mailing address 4
Mailing address 5
Date Type Invoice # Description Amount Payment Balance
Total
Reminder: Please include the statement number on your check.
REMITTANCE
Customer ID: Enter customer ID
Statement #: Enter statement number
Date: 1/1/00
Amount Due: $ -
Amount Enclosed: Terms: Balance due in 30 days
Kitchen Remodel Costs Worksheet
Items Quantity Itemized Cost ($) Total Cost ($)
Estimated Actual Estimated Actual
Cabinets
Base cabinets: Modular-Standard
(quantity in linear feet) 25 5 125 0
Upper cabinets: Modular-Standard
(quantity in linear feet) 25 3.5 87.5 0
Cleaning Appliances
Dishwasher: Standard 1 250 250 0
Disposal: Standard 1 175 175 0
Cooking Appliances
Range: Slide-in Standard 1 375 375 0
Microwave: Standard 1 300 300 0
Counters
Solid surface (quantity in linear feet) 23 10 230 0
Doors
Interior: Veneered Solidcore 1 65 65 0
Extras
Extras: Instant Hot Water Standard 1 120 120 0
Extras: Soap Dispenser 1 40 40 0
Faucets
Faucet: Lever, Standard 1 130 130 0
Flooring
Laminate (quantity in square feet) 165 3.5 577.5 0
Laundry Appliances
Washer: Standard 1 500 500 0
Dryer: Standard 1 375 375 0
Lighting
Lighting: Recessed can 4 35 140 0
Refrigerators
Refrigerator: Freestanding, Luxury 1 1200 1200 0
Sinks
Double-bowl Stainless Steel Luxury 1 125 125 0
Ventilation
Hood unit: Ducted Standard 1 180 180 0
Walls
Wallboard (quantity in square feet) 70 2 140 0
Windows
Sliding 2 120 240 0
Other
0 0
Subtotal 5375 0
Unexpected Costs
Add 30% 1612.5 0
Total $6,987.50 $0.00
Bathroom Remodel Costs Worksheet
Items Quantity Itemized Cost ($) Total Cost ($)
Estimated Actual Estimated Actual
Bath/Shower
Tub, cast iron, 5', standard 1 250 250 0
Shower doors, hinged, standard 1 200 200 0
Showerhead, standard 1 50 50 0
Tub wall surround, standard 1 200 200 0
Cabinets
Medicine cabinet 24'', deluxe 1 200 200 0
Modular vanity 30'', standard 2 100 200 0
Countertops
Ceramic tile, deluxe
(quantity in linear feet) 5 22.5 112.5 0
Faucets
Faucet, bathtub, standard 1 90 90 0
Faucet, shower, single handle,
standard 1 115 115 0
Sink faucet, standard 1 95 95 0
Flooring
Ceramic tile, standard
(quantity in square feet) 35 12 420 0
Hardware
Towel bar, standard 2 15 30 0
TP holder 1 10 10 0
Lighting
Recessed lights, standard 4 25 100 0
Sinks
Lavatory, standard 2 60 120 0
Toilets/Bidets
Toilet, standard 1 120 120 0
Ventilation
Exhaust fan/light, standard 1 60 60 0
Walls
Designer wallpaper, deluxe
(quantity in square feet) 192 0.95 182.4 0
Windows
Wood casement, deluxe 2 120 240 0
Other
0 0
Subtotal 2794.9 0
Unexpected Costs
Add 30% 838.47 0
Total $3,633.37 $0.00
