Herr Haar realizes that good hair starts from within, so Herr Haar will provide not only hair care and replacements for all types of hair, but also the finest hair products and vitamins, taking care of both inside and out. Herr Haar will also provide day spa services, such as massages and facials, and assistance in management of care received.
Hair replacement The owners will provide all of the hair replacement services and some of the facials. Hair replacement services offered include Great Lengths and Le Metric, as well as more traditional methods, including wigs and smaller hairpieces.
Massages In addition, the facility contains a separate room which will be used for massages, aromatherapy, and craniosacral therapy. We have hired two part-time Licensed Massage Therapists with 8 and 5 years of experience in spa settings, respectively, to provide these services.
Hair Replacement Market The hair replacement industry earns more than $1 billion/year in the United States alone. Millions of hair-loss sufferers are reduced to trying quack remedies they see on TV because there are no professional hair replacement services in their area. When presented with real treatments that work, many clients are amazed, having given up on really receiving help.
Herr Haar is committed to helping hair loss sufferers of both genders in the Anytown area reclaim their looks, their self-respect, and their dignity by providing professional services that will remedy their problems.
Salon and Beauty Spa Market Herr Haar’s expanded product and service offerings will also place it in the even larger spa and beauty salon industry. In 2001, according to the U.S. Census, beauty salons reached revenue of $20.8 billion within the United States.
A typical full-service hair and salon business offers most of the following services:
Herr Haar will not offer manicures or pedicures in the next two years, although we will consider expanding our services to include these if customer demand and cash flows warrant it. There are three nail salons within 10 minutes of Herr Haar, so competition is high.
According to the U.S. Census, in 2000, Anytown had an overall population of 360,890. Of these, the majority are caucasian (80%), and roughly half were married couples, with or without children. 60% of Anytown population owned their own house, and the median household income was $45,081. The local economy is based heavily on tourism, although it has recently gained a strong foothold in the electronics, high-technology, and manufacturing industries. Anytown has seen a strong population growth over the last 25 years.
Herr Haar will target customers with an average to above-average income level ($50,000 to $150,000 household incomes), seeking hair replacement and hair, skin, and bodycare services. Although our clients need different services, their underlying needs are much the same: to be treated with respect and dignity; to feel good about their appearance; and to be pampered now and then.
Hair replacement clients About 50% of the general population will suffer some hair loss by the age of 50; many expect and tolerate this. However, for some people, especially women, hair loss is a dramatic and traumatic event. When hair loss accompanies a major illness, such as cancer, it is even more devastating. The numbers in the following table reflect potential hair replacement clients within 1 hour’s drive of our location.
Salon clients (hair styling, skin care, and body work) Going to the beauty salon has been a female tradition for the last 100 years, whether for a haircut, styling before a big event, or a simple indulgence. The growing interest in professional hair and skin care among men has expanded our client base greatly. The following table includes potential clients within Anytown.
Market Analysis | |||||||
2004 | 2005 | 2006 | 2007 | 2008 | |||
Potential Customers | Growth | CAGR | |||||
Hair replacement clients | 3% | 275,000 | 283,250 | 291,748 | 300,500 | 309,515 | 3.00% |
Salon Services Clients | 5% | 200,000 | 210,000 | 220,500 | 231,525 | 243,101 | 5.00% |
Total | 3.86% | 475,000 | 493,250 | 512,248 | 532,025 | 552,616 | 3.86% |
Our target market segments are fairly broad, in part because our services appeal to such a wide range of people. We are focusing on a slightly upscale target market, who can afford our salon services on a regular basis and not just as an occasional treat, because satisfied repeat customers are the backbone of the salon industry.
For the hair replacement services, we are targeting three different groups: cancer patients, women with hair loss, and men with male-pattern baldness. Although we have listed these together in the market analysis table, we will use slightly different marketing tactics with each group. Many of these customers will come to us only a few times, especially if their hair loss is temporary (post-natal hair loss and cancer patients, especially). Others will remain loyal customers for years, coming in for repeat treatments or new wigs. In both cases, our marketing efforts need to establish our reputation as legitimate, skilled professionals who can solve their hair loss problems.
The beauty spa and salon industry is decentralized, and contains numerous small businesses and franchises. As a more upscale salon, and especially as one with a significant focus on male beauty needs, Herr Haar does not fit the “chain” model. Similar businesses gain initial clientele through print and media advertising, but maintain and expand their clientele by consistently satisfying their customers, generating not only repeat business, but word of mouth referrals. Many people will switch salons if a friend or relative is getting consistently good haircuts and expressing satisfaction with the services of a particular salon.
Most similar salons are owner operated, with additional hairstyling or station employees, or with independently contracted stylists who work on commission. (Herr Haar uses a mix of these two models.)
The hair replacement industry is split between large, international chains offering drugs, dyes, and other products, and smaller local businesses specializing in customized treatment, including surgery. We clearly fit into the latter category, and buy some of our products from the national chains.
Hair replacement In Anytown, there really is no serious competition for hair replacement. There are a few salons that offer some forms of extensions, but not with the years of experience available at Herr Haar.
Potential clients seeking a good salon experience are looking for good quality, professional, clean and luxurious atmosphere, and skilled staff. Among our target market, they are quite willing to pay more for such elements. In fact, the price premium gives our service the feeling of being an affordable luxury, like gourmet coffee, which enhances our customers’ identities as upscale, trendy people.
The most important factor, hands down, for the success of a salon is satisfied customers. Word of mouth is our biggest way of building clientele.
Our primary focus on the next year is to incorporate our existing services into a full-scale salon concept, so that hair replacement is seen as just one more hair service option. We will leverage our skills and reputation and our highly visible new location to increase our client base with more extensive marketing campaigns on the benefits of hair replacement.
We will continue to provide great service, and will track our sales and marketing goals as we go. We will work with our independent stylists to ensure a consistent level of quality and customer service at Herr Haar. We will train them in some of the cosmetic forms of hair replacement treatment, such as extensions, so as to incorporate some of that business into the “salon” portion of the business, further de-stigmatizing it.
Herr Haar will be a place to enjoy a relaxed atmosphere, where the whole person is taken care of. Unlike a typical salon, we will provide not only basic hair care and products for hair health, but also hair replacements, massage, and assistance in maintaining care greatly.
Although our primary focus is on male clients seeking hair styling and/or hair replacement therapies, two of our contracted stylists are coming from very upscale boutiques and will bring with them a significant female clientele.
Our competitive edges are:
Herr Haar’s new location will provide easier access and greater visibility than allowed by our present space. The surrounding area is growing rapidly, and Herr Haar will be able to reach its target market, as well as increasing walk-ins. There is an increasing trend among well-off couples for both to use the same spa or salon, although not necessarily at the same time. We will use our services for each gender to “pull in” spouses and partners seeking quality hair, skin and body care.
One of the best ways to market Herr Haar is to satisfy clients. When a client leaves our business with a new look, he or she is broadcasting our name and quality to the public. Many of our clients will be referrals from existing clients.
On the other hand, for hair replacement systems, it has been our experience that clients do not talk about hair care problems, existing, or other additions because they look so natural that they don’t want anyone to know that it is not their hair. Therefore, our strategy has been to use the yellow page ads and television, to inform people that there is a place where they can go and take care of hair loss problems, in a convenient and private place. We will be adding some new, targeted marketing strategies to supplement our existing ones.
We will target our three different hair replacement groups directly: we will liase with doctors and therapists at the Anytown Cancer Treatment Center, and the University of Colorado Cancer Center; we will distribute pamphlets and flyers to local OB/GYNs and midwives about our services for post-natal female hair loss, and send mailings to all primary care doctors in Anytown who treat women; and for clients with male-pattern baldness,we will place ads in the local paper next to men’s clothing advertisements and in the weekly women’s fashion insert, on the theory that their wives may show them the ads.
Herr Haar provides the highest quality replacement services such as Great Lengths, and Le Metric, while the stylists are committed to continual education in the field of hair replacement as well as basic hair care. Herr Haar will also provide products that were used on the client, and will encourage the person to continue using the products to aid in maintaining the services local. Our sales strategy relies on continuously high quality, prompt service in a pleasant atmosphere, where clients are treated as people, not heads of hair.
We will offer every client complimentary coffee or tea while they wait. All of our staff will be trained to be discreet and compassionate toward our clients with hair replacement needs; none of our verbal communications in front of other clients will let on whether someone has had hair replacement treatments. The owners will also make themselves available by appointment for non-standard times, if a hair replacement client cannot come in during regular hours, or wants a consultation when no other clients are around.
We will also offer special discounts and promotions to build the client base in our new location, including 10% discounts when clients refer new customers.
The sales forecast table shows our expectations for the next three years. The attached appendix shows the monthly growth.
The first category, hair and skin services, includes revenue generated by the owners’ work (hair replacement and some of the facials). We also collect all massage revenues, and absorb all direct costs for products used in these services and laundering of massage table coverings.
We do not collect the revenue from our affiliates’ services (the other four stylists), but instead receive a monthly booth rental, listed below, which covers shared costs of using the receptionist, the payment system and the utilities, and a modest profit.
Sales Forecast | |||
2004 | 2005 | 2006 | |
Sales | |||
Hair and Skin Services | $127,337 | $133,704 | $140,389 |
Massage | $38,150 | $50,139 | $52,646 |
Booth Rent | $31,200 | $32,760 | $34,398 |
Products | $47,751 | $50,139 | $52,646 |
Total Sales | $244,438 | $266,742 | $280,079 |
Direct Cost of Sales | 2004 | 2005 | 2006 |
Hair Services | $31,834 | $33,426 | $35,097 |
Massage | $763 | $1,003 | $1,053 |
Products | $23,876 | $25,069 | $26,323 |
Subtotal Direct Cost of Sales | $56,473 | $59,498 | $62,473 |
Jane Whigg: Owner. Jane has been a cosmetologist for 27 years. Jane has ample experience at managing a successful salon, having run three salons in the past. She has owned and operated Herr Haar for the last six months. Jane has the drive, determination, skill, and excellent people skills to give clients just what they need to make this business a true success.
Joan Whigg: Co-owner. Joan has been a cosmetologist for three years. Joan is a highly talented beautician with the drive to increase her knowledge and be a true asset to the company. Joan is knowledgeable in many areas of the business, therefore making herself useful in all avenues of the business.
Personnel Plan | |||
2004 | 2005 | 2006 | |
Receptionist | $15,360 | $18,000 | $20,000 |
Massage Therapists | $22,675 | $25,069 | $26,323 |
Cosmetologist (Phyllis) | $30,720 | $50,139 | $52,646 |
Cosmetologist (Phoebe) | $38,400 | $41,000 | $43,000 |
Total People | 6 | 6 | 6 |
Total Payroll | $107,155 | $134,208 | $141,969 |
Herr Haar is expecting growth of at least 5% each year and we anticipate the increase to continue as new clients come to the salon. Our financial plan for the next three years includes several new revenue streams from massage therapy and booth rental from affiliated stylists. The projections for the first year are therefore much different from the starting balances for our last year, even considering that the past performance included only six months of data. The major accompanying expense is a much higher personnel payroll, as well as higher rent for the new location, to accommodate all these people.
Our advertising expenses will be higher than those of similar businesses, because after only six months in business, we are still a “start-up,” and because our new location and services will be unknown to many in the community without heavy advertising. We will work hard to keep costs down and to use word-of-mouth as much as possible to build our business.
Herr Haar is seeking financing to achieve the goal of becoming a great hair clinic which focuses on the total wellness of clients. We will use this money to renovate the new space, so that we can build our clientele base, increase revenues, maintain a positive cash flow, and steadily increase the net worth of the business with good management.
The following table shows important financials assumptions for our plan, including a projected interest rate for the short-term loan we are seeking. We are also assuming:
General Assumptions | |||
2004 | 2005 | 2006 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
For our break-even analysis, we assume running costs which include full payroll, rent, utilities, and an estimation of other running costs. Payroll alone, at our present rate, is only $8,930/month. We will reach our break-even point at the new location in March.
Break-even Analysis | |
Monthly Revenue Break-even | $17,601 |
Assumptions: | |
Average Percent Variable Cost | 23% |
Estimated Monthly Fixed Cost | $13,535 |
We expect net profit to reach $17,795 at the end of the next fiscal year. We will take on a smaller net profit in years two and three in order to increase the salaries of our workers as the salon becomes busier. Happy employees make for good customer experiences, which generates increased revenues.
Pro Forma Profit and Loss | |||
2004 | 2005 | 2006 | |
Sales | $244,438 | $266,742 | $280,079 |
Direct Cost of Sales | $56,473 | $59,498 | $62,473 |
Other Costs of Goods | $0 | $0 | $0 |
Total Cost of Sales | $56,473 | $59,498 | $62,473 |
Gross Margin | $187,965 | $207,244 | $217,606 |
Gross Margin % | 76.90% | 77.69% | 77.69% |
Expenses | |||
Payroll | $107,155 | $134,208 | $141,969 |
Marketing/Promotion | $5,400 | $5,400 | $5,400 |
Depreciation | $204 | $220 | $220 |
Rent | $21,000 | $21,000 | $21,000 |
Utilities | $4,488 | $4,488 | $4,488 |
Insurance | $996 | $996 | $996 |
Payroll Taxes | $16,073 | $20,131 | $0 |
Merchant Account Fees | $1,800 | $2,000 | $2,000 |
Moving Expenses | $2,300 | $0 | $0 |
Redecorating New Location | $3,000 | $0 | $0 |
Total Operating Expenses | $162,416 | $188,444 | $176,073 |
Profit Before Interest and Taxes | $25,549 | $18,800 | $41,533 |
EBITDA | $25,753 | $19,020 | $41,753 |
Interest Expense | $128 | $0 | $0 |
Taxes Incurred | $7,626 | $5,640 | $12,460 |
Net Profit | $17,795 | $13,160 | $29,073 |
Net Profit/Sales | 7.28% | 4.93% | 10.38% |
Herr Haar expects to manage cash flow conservatively over the next three years. The business will generate more than enough cash flow to cover all of its expenses, and we will pace growth slowly.
In addition to showing repayment of the loan, the Cash Flow table, below, shows the purchase of new current assets in January. We will purchase a water- and energy-efficient washing machine and dryer in the first month to clean towels and drapes from hair services and massage.
Pro Forma Cash Flow | |||
2004 | 2005 | 2006 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $244,438 | $266,742 | $280,079 |
Subtotal Cash from Operations | $244,438 | $266,742 | $280,079 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $4,000 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $248,438 | $266,742 | $280,079 |
Expenditures | 2004 | 2005 | 2006 |
Expenditures from Operations | |||
Cash Spending | $107,155 | $134,208 | $141,969 |
Bill Payments | $115,270 | $121,706 | $109,986 |
Subtotal Spent on Operations | $222,425 | $255,915 | $251,955 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $4,000 | $0 | $0 |
Other Liabilities Principal Repayment | $600 | $535 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
Purchase Other Current Assets | $1,400 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $228,425 | $256,450 | $251,955 |
Net Cash Flow | $20,013 | $10,292 | $28,124 |
Cash Balance | $21,044 | $31,337 | $59,461 |
The Balance Sheet shows our projected steady increase in net worth. With no accounts receivable, our cash sales go immediately into our assets. We also expect a steady increase in retained earnings.
Pro Forma Balance Sheet | |||
2004 | 2005 | 2006 | |
Assets | |||
Current Assets | |||
Cash | $21,044 | $31,337 | $59,461 |
Inventory | $6,053 | $6,377 | $6,696 |
Other Current Assets | $3,075 | $3,075 | $3,075 |
Total Current Assets | $30,172 | $40,789 | $69,232 |
Long-term Assets | |||
Long-term Assets | $1,800 | $1,800 | $1,800 |
Accumulated Depreciation | $330 | $550 | $770 |
Total Long-term Assets | $1,470 | $1,250 | $1,030 |
Total Assets | $31,642 | $42,039 | $70,262 |
Liabilities and Capital | 2004 | 2005 | 2006 |
Current Liabilities | |||
Accounts Payable | $12,049 | $9,820 | $8,970 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $535 | $0 | $0 |
Subtotal Current Liabilities | $12,584 | $9,820 | $8,970 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $12,584 | $9,820 | $8,970 |
Paid-in Capital | $0 | $0 | $0 |
Retained Earnings | $1,264 | $19,059 | $32,219 |
Earnings | $17,795 | $13,160 | $29,073 |
Total Capital | $19,059 | $32,219 | $61,292 |
Total Liabilities and Capital | $31,642 | $42,039 | $70,262 |
Net Worth | $19,059 | $32,219 | $61,292 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) Index code 7231, Cosmetologist and personal hygiene salon, are shown for comparison.
Our huge sales growth in the first year is, as stated before, due to a radical change in the revenue structure of the business in the new location. Although our asset base is smaller than many similar businesses, partly because we are leasing a location, our debt to asset ratio is quite good compared to the industry standard.
Ratio Analysis | ||||
2004 | 2005 | 2006 | Industry Profile | |
Sales Growth | 421.24% | 9.12% | 5.00% | 0.43% |
Percent of Total Assets | ||||
Inventory | 19.13% | 15.17% | 9.53% | 5.02% |
Other Current Assets | 9.72% | 7.31% | 4.38% | 40.05% |
Total Current Assets | 95.35% | 97.03% | 98.53% | 57.62% |
Long-term Assets | 4.65% | 2.97% | 1.47% | 42.38% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 39.77% | 23.36% | 12.77% | 24.84% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 21.36% |
Total Liabilities | 39.77% | 23.36% | 12.77% | 46.20% |
Net Worth | 60.23% | 76.64% | 87.23% | 53.80% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 76.90% | 77.69% | 77.69% | 100.00% |
Selling, General & Administrative Expenses | 52.01% | 52.44% | 52.44% | 74.37% |
Advertising Expenses | #NAME? | 0.08% | 0.08% | 1.51% |
Profit Before Interest and Taxes | 10.45% | 7.05% | 14.83% | 3.37% |
Main Ratios | ||||
Current | 2.40 | 4.15 | 7.72 | 1.73 |
Quick | 1.92 | 3.50 | 6.97 | 1.33 |
Total Debt to Total Assets | 39.77% | 23.36% | 12.77% | 58.00% |
Pre-tax Return on Net Worth | 133.38% | 58.35% | 67.76% | 7.63% |
Pre-tax Return on Assets | 80.34% | 44.72% | 59.11% | 18.17% |
Additional Ratios | 2004 | 2005 | 2006 | |
Net Profit Margin | 7.28% | 4.93% | 10.38% | n.a |
Return on Equity | 93.37% | 40.85% | 47.43% | n.a |
Activity Ratios | ||||
Inventory Turnover | 12.00 | 9.57 | 9.56 | n.a |
Accounts Payable Turnover | 10.28 | 12.17 | 12.17 | n.a |
Payment Days | 28 | 33 | 31 | n.a |
Total Asset Turnover | 7.73 | 6.35 | 3.99 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.66 | 0.30 | 0.15 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $17,589 | $30,969 | $60,262 | n.a |
Interest Coverage | 199.08 | 0.00 | 0.00 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.13 | 0.16 | 0.25 | n.a |
Current Debt/Total Assets | 40% | 23% | 13% | n.a |
Acid Test | 1.92 | 3.50 | 6.97 | n.a |
Sales/Net Worth | 12.83 | 8.28 | 4.57 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | |||||||||||||
Hair and Skin Services | 0% | $8,000 | $8,400 | $8,820 | $9,261 | $9,724 | $10,210 | $10,721 | $11,257 | $11,820 | $12,411 | $13,031 | $13,683 |
Massage | 0% | $3,000 | $3,060 | $3,120 | $3,120 | $3,120 | $3,150 | $3,180 | $3,210 | $3,270 | $3,270 | $3,320 | $3,330 |
Booth Rent | 0% | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 | $2,600 |
Products | 0% | $3,000 | $3,150 | $3,308 | $3,473 | $3,647 | $3,829 | $4,020 | $4,221 | $4,432 | $4,654 | $4,887 | $5,131 |
Total Sales | $16,600 | $17,210 | $17,848 | $18,454 | $19,091 | $19,789 | $20,521 | $21,288 | $22,122 | $22,935 | $23,838 | $24,744 | |
Direct Cost of Sales | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Hair Services | $2,000 | $2,100 | $2,205 | $2,315 | $2,431 | $2,553 | $2,680 | $2,814 | $2,955 | $3,103 | $3,258 | $3,421 | |
Massage | $60 | $61 | $62 | $62 | $62 | $63 | $64 | $64 | $65 | $65 | $66 | $67 | |
Products | $1,500 | $1,575 | $1,654 | $1,736 | $1,823 | $1,914 | $2,010 | $2,111 | $2,216 | $2,327 | $2,443 | $2,566 | |
Subtotal Direct Cost of Sales | $3,560 | $3,736 | $3,921 | $4,114 | $4,317 | $4,530 | $4,754 | $4,989 | $5,236 | $5,495 | $5,768 | $6,053 |
Personnel Plan | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Receptionist | 0% | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 |
Massage Therapists | 0% | $1,800 | $1,830 | $1,860 | $1,860 | $1,860 | $1,875 | $1,890 | $1,905 | $1,935 | $1,935 | $1,960 | $1,965 |
Cosmetologist (Phyllis) | 0% | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 | $2,560 |
Cosmetologist (Phoebe) | 0% | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 | $3,200 |
Total People | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | |
Total Payroll | $8,840 | $8,870 | $8,900 | $8,900 | $8,900 | $8,915 | $8,930 | $8,945 | $8,975 | $8,975 | $9,000 | $9,005 |
Pro Forma Profit and Loss | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | $16,600 | $17,210 | $17,848 | $18,454 | $19,091 | $19,789 | $20,521 | $21,288 | $22,122 | $22,935 | $23,838 | $24,744 | |
Direct Cost of Sales | $3,560 | $3,736 | $3,921 | $4,114 | $4,317 | $4,530 | $4,754 | $4,989 | $5,236 | $5,495 | $5,768 | $6,053 | |
Other Costs of Goods | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $3,560 | $3,736 | $3,921 | $4,114 | $4,317 | $4,530 | $4,754 | $4,989 | $5,236 | $5,495 | $5,768 | $6,053 | |
Gross Margin | $13,040 | $13,474 | $13,926 | $14,340 | $14,774 | $15,259 | $15,767 | $16,299 | $16,886 | $17,440 | $18,070 | $18,691 | |
Gross Margin % | 78.55% | 78.29% | 78.03% | 77.71% | 77.39% | 77.11% | 76.83% | 76.56% | 76.33% | 76.04% | 75.81% | 75.54% | |
Expenses | |||||||||||||
Payroll | $8,840 | $8,870 | $8,900 | $8,900 | $8,900 | $8,915 | $8,930 | $8,945 | $8,975 | $8,975 | $9,000 | $9,005 | |
Marketing/Promotion | $0 | $900 | $0 | $900 | $0 | $900 | $0 | $900 | $0 | $900 | $0 | $900 | |
Depreciation | $17 | $17 | $17 | $17 | $17 | $17 | $17 | $17 | $17 | $17 | $17 | $17 | |
Rent | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | |
Utilities | $374 | $374 | $374 | $374 | $374 | $374 | $374 | $374 | $374 | $374 | $374 | $374 | |
Insurance | $83 | $83 | $83 | $83 | $83 | $83 | $83 | $83 | $83 | $83 | $83 | $83 | |
Payroll Taxes | 15% | $1,326 | $1,331 | $1,335 | $1,335 | $1,335 | $1,337 | $1,340 | $1,342 | $1,346 | $1,346 | $1,350 | $1,351 |
Merchant Account Fees | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | |
Moving Expenses | 15% | $2,300 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Redecorating New Location | $3,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $17,840 | $13,475 | $12,609 | $13,509 | $12,609 | $13,526 | $12,644 | $13,561 | $12,695 | $13,595 | $12,724 | $13,630 | |
Profit Before Interest and Taxes | ($4,800) | ($1) | $1,317 | $831 | $2,165 | $1,733 | $3,124 | $2,738 | $4,190 | $3,844 | $5,346 | $5,061 | |
EBITDA | ($4,783) | $16 | $1,334 | $848 | $2,182 | $1,750 | $3,141 | $2,755 | $4,207 | $3,861 | $5,363 | $5,078 | |
Interest Expense | $23 | $23 | $20 | $18 | $15 | $12 | $9 | $6 | $3 | $0 | $0 | $0 | |
Taxes Incurred | ($1,447) | ($7) | $389 | $244 | $645 | $516 | $934 | $820 | $1,256 | $1,153 | $1,604 | $1,518 | |
Net Profit | ($3,376) | ($17) | $908 | $569 | $1,505 | $1,205 | $2,180 | $1,913 | $2,931 | $2,691 | $3,742 | $3,543 | |
Net Profit/Sales | -20.34% | -0.10% | 5.09% | 3.08% | 7.88% | 6.09% | 10.63% | 8.98% | 13.25% | 11.73% | 15.70% | 14.32% |
Pro Forma Cash Flow | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $16,600 | $17,210 | $17,848 | $18,454 | $19,091 | $19,789 | $20,521 | $21,288 | $22,122 | $22,935 | $23,838 | $24,744 | |
Subtotal Cash from Operations | $16,600 | $17,210 | $17,848 | $18,454 | $19,091 | $19,789 | $20,521 | $21,288 | $22,122 | $22,935 | $23,838 | $24,744 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $4,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $20,600 | $17,210 | $17,848 | $18,454 | $19,091 | $19,789 | $20,521 | $21,288 | $22,122 | $22,935 | $23,838 | $24,744 | |
Expenditures | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Expenditures from Operations | |||||||||||||
Cash Spending | $8,840 | $8,870 | $8,900 | $8,900 | $8,900 | $8,915 | $8,930 | $8,945 | $8,975 | $8,975 | $9,000 | $9,005 | |
Bill Payments | $3,939 | $13,006 | $8,506 | $8,239 | $9,151 | $8,904 | $9,857 | $9,652 | $10,642 | $10,482 | $11,505 | $11,388 | |
Subtotal Spent on Operations | $12,779 | $21,876 | $17,406 | $17,139 | $18,051 | $17,819 | $18,787 | $18,597 | $19,617 | $19,457 | $20,505 | $20,393 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $100 | $100 | $100 | $100 | $100 | $100 | |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Other Current Assets | $1,400 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $14,179 | $21,876 | $17,906 | $17,639 | $18,551 | $18,319 | $19,387 | $19,197 | $20,217 | $20,057 | $20,605 | $20,493 | |
Net Cash Flow | $6,421 | ($4,666) | ($58) | $815 | $540 | $1,470 | $1,134 | $2,091 | $1,905 | $2,878 | $3,233 | $4,251 | |
Cash Balance | $7,452 | $2,787 | $2,729 | $3,543 | $4,083 | $5,553 | $6,687 | $8,778 | $10,683 | $13,561 | $16,794 | $21,044 |
Pro Forma Balance Sheet | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $1,031 | $7,452 | $2,787 | $2,729 | $3,543 | $4,083 | $5,553 | $6,687 | $8,778 | $10,683 | $13,561 | $16,794 | $21,044 |
Inventory | $1,519 | $3,560 | $3,736 | $3,921 | $4,114 | $4,317 | $4,530 | $4,754 | $4,989 | $5,236 | $5,495 | $5,768 | $6,053 |
Other Current Assets | $1,675 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 | $3,075 |
Total Current Assets | $4,225 | $14,087 | $9,598 | $9,725 | $10,732 | $11,474 | $13,158 | $14,515 | $16,842 | $18,994 | $22,131 | $25,636 | $30,172 |
Long-term Assets | |||||||||||||
Long-term Assets | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 |
Accumulated Depreciation | $126 | $143 | $160 | $177 | $194 | $211 | $228 | $245 | $262 | $279 | $296 | $313 | $330 |
Total Long-term Assets | $1,674 | $1,657 | $1,640 | $1,623 | $1,606 | $1,589 | $1,572 | $1,555 | $1,538 | $1,521 | $1,504 | $1,487 | $1,470 |
Total Assets | $5,899 | $15,744 | $11,238 | $11,348 | $12,338 | $13,063 | $14,730 | $16,070 | $18,380 | $20,515 | $23,635 | $27,123 | $31,642 |
Liabilities and Capital | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Current Liabilities | |||||||||||||
Accounts Payable | $3,500 | $12,722 | $8,232 | $7,934 | $8,855 | $8,575 | $9,537 | $9,297 | $10,294 | $10,098 | $11,126 | $10,973 | $12,049 |
Current Borrowing | $0 | $4,000 | $4,000 | $3,500 | $3,000 | $2,500 | $2,000 | $1,500 | $1,000 | $500 | $0 | $0 | $0 |
Other Current Liabilities | $1,135 | $1,135 | $1,135 | $1,135 | $1,135 | $1,135 | $1,135 | $1,035 | $935 | $835 | $735 | $635 | $535 |
Subtotal Current Liabilities | $4,635 | $17,857 | $13,367 | $12,569 | $12,990 | $12,210 | $12,672 | $11,832 | $12,229 | $11,433 | $11,861 | $11,608 | $12,584 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $4,635 | $17,857 | $13,367 | $12,569 | $12,990 | $12,210 | $12,672 | $11,832 | $12,229 | $11,433 | $11,861 | $11,608 | $12,584 |
Paid-in Capital | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Retained Earnings | ($2,049) | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 | $1,264 |
Earnings | $3,313 | ($3,376) | ($3,393) | ($2,485) | ($1,916) | ($411) | $794 | $2,974 | $4,887 | $7,818 | $10,509 | $14,252 | $17,795 |
Total Capital | $1,264 | ($2,112) | ($2,129) | ($1,221) | ($652) | $853 | $2,058 | $4,238 | $6,151 | $9,082 | $11,773 | $15,516 | $19,059 |
Total Liabilities and Capital | $5,899 | $15,744 | $11,238 | $11,348 | $12,338 | $13,063 | $14,730 | $16,070 | $18,380 | $20,515 | $23,635 | $27,123 | $31,642 |
Net Worth | $1,264 | ($2,112) | ($2,129) | ($1,221) | ($652) | $853 | $2,058 | $4,238 | $6,151 | $9,082 | $11,773 | $15,516 | $19,059 |
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The cost for payment of rent for 12 months at $1.76 per square feet in the total amount of $105,600. The cost for construction of a standard natural hair care product plant - $100,000. Other start-up expenses including stationery ($500) and phone and utility deposits ($2,500).
Create a solid business plan to present to potential lenders or investors, showcasing your market analysis, projected financials, and growth strategy. 7. Set pricing for hair services. Setting the right pricing for your hair services is crucial to the success of your business.
1. Choose the Name for Your Hair Product Line. The first step to starting a hair product line is to choose your business' name. This is a very important choice since your company name is your brand and will last for the lifetime of your business. Ideally you choose a name that is meaningful and memorable.
Natural Hair Care Business Plan. Over the past 20+ years, we have helped over 500 entrepreneurs and business owners create business plans to start and grow their natural hair care companies. If you're unfamiliar with creating a natural hair care business plan, you may think creating one will be a time-consuming and frustrating process.
A well-crafted marketing strategy is vital for the success of your hair product business. It involves understanding your target market, positioning your products effectively, and developing a comprehensive plan to reach and engage your customers. Here are key elements to consider when crafting your marketing strategy:
Three months of overhead expenses (payroll, rent, utilities): $150,000. Marketing costs: $10,000. Working capital: $10,000. Easily complete your Natural Hair Care business plan! Download the Natural Hair Care business plan template (including a customizable financial model) to your computer here <-.
A successful business plan for hair products includes market analysis, competitive positioning, and a robust marketing strategy. It should outline product uniqueness, target audience, financial projections, and operational details to attract investors and guide business growth. In this article, we'll break down the key elements using everyday ...
Here are some essential steps to kickstart your hair care business: research your market, craft a solid business plan, create a captivating brand identity, and curate a skilled team. With the right strategy, you'll be on your way to making heads turn and hair shine. In this guide, we'll walk you through the essential steps, from concept to ...
Steele's dreams led her to launch , a 3-year-old hair care brand built on products she created in her kitchen. Steele booked nearly $20 million in sales last year, according to statements viewed ...
The 7 elements of an effective hair and beauty salon business plan. 1. Executive Summary. The executive summary provides a high-level overview of your business plan. It should outline the objectives of your hair and beauty salon, such as to offer high-quality services, to expand the client base, or to break into a new market.
Step 4: Test the products after receiving them. Before you start to market your products, it's essential to test them first. Companies like Revlon spend thousands of dollars trying their new product ideas before they launch a line - but that isn't necessary for everyone. Here are some additional steps you can take:
How to Write a Hair Business Plan in 7 Steps: 1. Describe the Purpose of Your Hair Business. The first step to writing your business plan is to describe the purpose of your hair business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind ...
Explore a real-world hair salon business plan example and download a free template with this information to start writing your own business plan. ... There will be: a waiting area with magazines and a display with hair products, a reception desk, 3 hair dressing chairs, 3 washing stations towards the back of the store, one computer and one cash ...
Cash at End of Period. $87,971. $107,163. $91,584. Download This Plan. Explore a real-world hair and beauty salon business plan example and download a free template with this information to start writing your own business plan.
1. Create an Executive Summary. The executive summary is the first section of your business and management plan and provides a brief overview of your salon business. This section should include your mission statement, business objectives, target market, products and beauty services, and financial projections.
Developing a robust business plan will enable you to: learn about the hair salon market. be aware of new consumertrends and apply them to your project. identify factors for viability in a hair salon. understand the latest hair trends, styling preferences, and customer expectations in salon services.
There are a few things to keep in mind when starting a hair product line. First, you'll need to come up with a product concept and decide on a name for your line. Next, you'll need to create a logo and packaging. Finally, you'll need to create a sales and marketing plan.
Steps to Starting a Making Natural Hair Care Line 1. Understand the Industry. According to a research by Mintel, more blacks in the united states of America are gravitating towards natural hair care products and this has seen an increase in the sale of hair styling products, which jumped to 26.8 percent between 2013 and 2015, reaching a value of $946 million which represents more than 16 ...
Hair Salon Business Plan. Over the past 20+ years, we have helped over 5,000 entrepreneurs and salon owners create business plans to start and grow their hair salons. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a hair salon business plan template ...
Step 1: Understand the pros & cons of starting a hair product line. Pros. Cons. Step 2: Create a plan of action. Step 3: Choose the hair products you'll sell. Step 4: Decide between getting a supplier or producing in-house. Step 5: Receive the products & test them. Step 6: Create your branding, website, and domain.
Develop A Hair Extensions Business Plan - The first step in starting a business is to create a detailed hair extensions business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast.
Industry Analysis. The Salon industry in the United States is currently estimated to be worth over $46 billion, with an expected annual growth rate of 3.2%. This growth can be attributed to an increasing demand for beauty services, as well as a rise in disposable income among consumers.
A lean business plan format is a shortened version of your more detailed business plan. It's helpful when modifying your plan for a specific audience, like investors or new hires. Also known as a one-page business plan, it includes only the most important, need-to-know information, such as: Company description; Suppliers; Key members of your team
Explore a real-world hair replacement and salon business plan example and download a free template with this information to start writing your own business plan. ... Unlike a typical salon, we will provide not only basic hair care and products for hair health, but also hair replacements, massage, and assistance in maintaining care greatly. ...