Business plan financials and financial projections

Business Plan Financials

8a) There are several critical risks that could compromise our ability to achieve our projected financial results. The first is customer reception to our product/service offering. The Custom Snowboards value proposition is unique. There are few if any direct competitors. Therefore the exact size of the potential market is unknown. We believe we have a strategy that will deliver on our objectives, but there is no way to know for certain until we launch the business. Customer reception will impact both the amount of boards we expect to sell, and the price point at which we will be able to sell them.

Another critical risk is with respect to cost control. With our own personal experience we believe we feel comfortable about our cost projections. However, as a startup firm we will have little buying power relative to the industry's key suppliers. Increases in factor goods, including those related to the highly volatile price of fuel, can have a significant impact on our margins.

A third critical risk is with respect to our ability to get the retail side of our business online quickly. Although we intend to start Custom Snowboards with ample capital to survive the first couple of seasons, we are counting on the retail outlet to support the company while profits from the board business are plowed back into the business so that we may achieve the growth required to secure the long-term future of the company. The retail market is saturated in many resorts, which makes location selection of critical importance. Additionally, the retail business is seasonal, which means that we have a shorter time frame in which to build our market. Inability to generate profits almost immediately from the retail side will impact our ability to grow on the board side, as we will then be supporting the store with the board sales. Our plan expects the opposite.

8c) Assumptions to Income Statement.

We assumed seasonality of retail/servicing revenues and calculated them on a per day basis around off/on/front shoulder/back shoulder seasons. We assumed custom board revenue will average over the year. Cost of goods sold was assumed to be 50% of revenue. We feel this is conservative, since the servicing side of the operation is typically greater than that. Rent will increase in the second and third years as we take on industrial space to expand our manufacturing capability. Salaries are based on store salaries that vary by season and manufacturing salaries. They were calculated on the basis of man-hours. The manufacturing salaries scale up with our production.