Milpark Business School – ENT Assignment MBA 2010

Table of Contents

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1. Idea Generation ……………………………………………………...page 2

2. Quick Screen …………………………………………………………..page 6

3. Business Plan ……………………………………………………….page 11

4. Reference…………………………………………………………………page 28

1. Ideas generating
Step 1: Generate a list of as many new venture ideas as possible

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 1. Call centre coaching and development services: There are many companies
that are in the business of call centre consulting, but there is still a lack of
quality and skill that exist within the call centre environment, which is currently
a growingly recognised strategic focus for most if not all major corporate
companies

2. Your PA: This is a service that should be offered to call centre consultants of
major companies. Call centre agents are currently growing in numbers across
south Africa and due to the nature of the work and environment, these staff
members do not have adequate time to complete their daily errens. This
service will be a telephonic service that allows call centre staff to call in and
have the privileged experience of having a personal assistant to help them
with their daily activities that they cannot get around to doing, eg, book a
bargain holiday, pay the bills..

Step 2: Expand your list if possible

1. Night Creche, a safe haven to baby-sit children of parents that have to work
nights and cannot find anyone to take care of their children. There is a growing
need to dual incomes in most households in south Africa

2. Teacher on Call, understanding the frustrations of our current educational

system and the need to empower our students, teacher on call will be a
specific service to offer additional coaching to high school children in areas of
school work that they lack the confidence or understanding of.

.Step 3: Revise with 3 people, revise if necessary, and include new

1. A drive through liquor store, smart thinking for people that cannot wait in
queues
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Step 4: Jot down insights, observations, and conclusions

Feedback on the call centre coaching and development services;

 This is nothing new, so what is going to make you different, and my thoughts
around this is that I have over 12 years worth of industry knowledge and
practical skills to be able to provide exceptional advice and services. I am
passionate about service delivery and performance excellence
 It is a good idea, we need some good call centres in south Africa and more
often than not, we get terrible customer service, eg. Telkom

Feedback on Your PA;

 Would you have the resources to handle the volumes of queries based on the
growing number of call centres that currently exist in Guateng, not to mention
South Africa? This is a valid concern raised…
 How would you deal with money transactions? There are always more often
that not issues when it come to offering services that involve money.
 The set up cost for risk prevention could be enormous

Feedback on Night Creche;

 If there are people that need to work nights and have to have double family
incomes, will they be able to afford the services
 What happens int eh case of medical emergencies
 Several Health and Safety regulations have to be complied with.

Feedback on drive through liquor store

 Don’t even go there!!!!

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  It goes against societal values, which is increasing against drinking and
driving and the easy availability of alcohol to children
 This is a cyclical business based on the so called Pay Day boom…

Feedback for teacher on call;

 A teacher on call is a good initiative, the concern is that will it pay well enough
or can you charge a premium
 The parents that can afford a premium fee for service, more often than not
have their children in private schools, which do offer additional coaching.
 The probability is that this should be more of a social exercise and give back
to the community.

Table 1: Reasons for possible failure of some new ideas

Ideas Possible reasons for failure

Night crèche - Inability to charge enough for these services

Having Sufficient reliable staff on stand by

- Is there really a market for this

Teacher on call - Having a large enough pool of candidates on a

continuous basis that can pay for the services

- This is a service that should be considered as a

societal project

Step 5: Conclusion

Based on the feedback that was received, containing some very valid concerns and
insights, the two ideas that seem feasible to investigate further are the ideas of

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 1. The call centre coaching and development services
2. Your PA

The reason for these two particular choices; call centres are currently form part of a
booming industry which is in good growth phase in south Africa and secondly based
on my personal experience, it lies within my competencies.

2. Quick screen

2.1 Market and margin-related issues

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Table 2: Market and margin-related

Criterion Idea 1: Idea 2:

Call Centre coaching and Your PA
development company
Need / want / problem / pain Call centres are the major The life of a call centre
point touch points between consulting is highly
customers and Corporations. pressurised and this is
Cell centre Customer service confirmed with the average
in South Africa still leaves retention statistics of call
much to be desired and it all centre agents (18months).
begins with proper There is a need to improve the
management, training and attrition and there is no better
measurements. Customers way to do so, by making their
are now the drivers of companies a great place to
business success… work at.
Customer Reachable and receptive Reachable / the added value
concept will need to be sold to
them
Payback to users Less than one year Two years and greater
Value added or created IRR 30%+ IRR 10-15%
Market Size The potential of the call centre Call centre agents in an
industry is South Africa is average call centre is 50. With
huge and growing, there are there being over 500 call
currently around 500 call centres and increasing
centres continuously the market
potential is good.
Gross Margin 15%-25% 5%

Overall Potential
1. Market - Higher - Higher
2. Margins - Higher - Average

2.2 Competitive advantage: relative to the current and evolving

set of competitors

Table 3: Competitive advantage: relative to the current and evolving set

of competitors

Criterion Idea 1: Idea 2:

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 Call Centre coaching and Your PA
development company
Fixed and Variable costs Lowest Highest
Degree of control - Stronger - Weaker
1. Prices and cost - Stronger - Weaker
2. Channel of supply and - Stronger - Weaker
distribution
Barriers to competition Can create through contractual Can create through contractual
entry agreements. agreements.
1. Proprietary advantage None None

2. Lead time advantage High competition, not Little to none

(product technology, technology related as it is
people, resources, service based on skill and tacit
location knowledge
Service chain Strong edge Strong edge
Contractual advantage Exclusive Exclusive
Contacts and networks Key access Key access
Overall potential
1. Costs - Higher - Lower
2. Channel - Higher - Lower
3. Barriers to entry - Higher - Lower
4. Timing - Higher - Average

2.3 Value creation and realisation issues

Table 4: Value creation and realisation issues

Criterion Idea 1: Idea 2:

Call Centre coaching Your PA
and development
company
Profit after tax R100000 after 12 months R28000 after 12 months
Time to break even 6 months 2 years
Time to positive cash flow Less than 1 year 2 years
ROI potential 74% 25%
Value High strategic value High strategic value

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 Capitalisation requirements Low-moderate; fundable High
Exit mechanism Closure Undefined
Overall value creation potential
1. Timing - Higher - Lower
2. Profit / free cash flow - Higher - Average
3. Exit / liquidity - Higher - Lower

2.4 Overall potential (go / no go)

2.4.1 Call Centre Consulting Service

a) Margins and markets: There is great potential with reasonable margins to be

made. The success of this venture is dependant on the number of contracts
and refferals.

b) Competitive advantage: 10 years experience in the industry and a good

network of call centre gurus in the industry

c) Value creation and realisation: by securing long term contracts and repeat
business, which implies that the retailer is happy.

d) Risk reward balance: the risk is the loss of initial capital input if this venture
fails. The reward is exponential greater than initial capital inlay. There are
higher rewards with lower risk.

e) Timing: there is currently a boom in the call centre industry and timing is now.
There is a great need for improved service and the competitive market is
helping in that it is forcing companies to look for ways of improving their
existing models and service.

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2.4.2 Your PA
a) Margins and markets: The potential margin is weak. Overall potential earnings
will depend on the success of the service and number of secured contracts.
Volume is the key to success but requires huge capital inlays.

b) Competitive advantage: None, as this is a fairly new concept and has to be on

trial and error. The one with the most capital can shape this market.

c) Value creation and realisation: value is added to the call centre industry.
Creating new and innovative ways to retain staff and have them where they
need to be at all times. Reduce stress levels for call centre agents

d) Risk reward balance: huge risk if project fails. Risk in non delivery of services.
Cash handling risk is high. Reward is happy clients, repeat business

e) Timing: The timing of this would need to be delayed due to further research
and high setup cost.

2.5 Conclusion
The quick screen exercise concludes that whilst both opportunities have merit, the
more favourable option would be the venture of providing a call centre consulting
and coaching service to the independent call centres. The business model is not
complicated, the potential rewards are substantial and the opportunity for growth is
high if a good reputation is built. The call centre industry is booming and there are
not enough adequately skilled managers. It is an opportunity to make a real
difference in the industry and the timing is now and relevant.

This new venture offers a quick break even point and the possibility of making profits
within the first 6 months of operation.

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3. Business Plan

3.1 Executive Summary

It is believed by many that having an excellent call center is an important strategic

asset that will not only improve a company’s image, but also improve customer
relationships, which ultimately leads to profits. Through the call center most
companies are able to learn about their clients, and with that knowledge formulate
ways on how to serve them better, leading to the ultimate improved bottom line.

Though technology has greatly improved the industry over the years, the agent is still
considered to be the voice between the customer and the client. Because the call
centre business is a very unstable atmosphere with constant adjustments being

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made throughout the day, not every person behind the phone's headset will be able
to survive the added pressure. Agents play a key role in the customer service field
because they directly represent their companies’ image. Being the main point of
contact for many customers puts increased focus on contact centre performance,
and a perpetual key challenge for organisations of all sizes is to consider how their
contact centres - and the technology inside and around them - can actively enhance
the customer experience.

The Call Centre Coaching Company will provide top-quality professional

development and coaching services. The Coaching Company believes that most
small businesses and entrepreneurs experience two problems.

 Lack of training or development resources

 And the depth of knowledge needed to focus on their businesses

The Company believes that it can improve upon and exploit these weaknesses to
gain local market share and confidence in this market by providing its professional
development services in the most effective manner and with an ongoing extensive
quality-control to ensure 100% client satisfaction. Each contract will be seen as a
relationship between partners who wish to create a close and mutually-beneficial
long-term relationship.

The objectives over the next three years are:

 Sales revenues of approximately R81,000 by end of year one.

 Sales revenues of approximately R150,000 by year three.
 A client mix of 60% small business/40% large business.
 Based in a small office by end of year one.

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3.2 The industry and the company and its products

3.2.1 The industry

In over a decade the South African Call Centre / Contact Centre industry has grown
from an estimated 4,000 seats to over 1,700 contact centres and 150,000 seats. The
industry is poised to create a further 100,000 jobs. With this rapidly growing industry
there is a greater need for customer satisfaction and quality service. There is a
tremendous opportunity especially in the financial services industry as call centres
are seen as the differentiator in providing exceptional customer service.

3.2.2 The company and the concept

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The Future Group, doing business as Consulting/Coaching Company, is a start-up
limited liability company consisting of one principle officer with industry experience
of 10 years in sales, professional call centre development training and call centre
business operations. The company is to be formed to take advantage of the
perceived weakness existing in the call centre market, in terms of quality and client
satisfaction. Company will be owned and operated by Serge Pather, who will be
investing significant amounts of his own capital into the company and may also seek
a loan to cover start-up costs and future growth.

The Company will be located in a home office in Randburg, South Africa. The
facilities required for workshops will be contracted with professional service firms,
community facilities, colleges or universities or contract office facilities.

The company plans to use its existing contacts Mr. Pather to generate both short
and long-term coaching and consulting contracts. Its long-term profitability will rely
on focusing on professional contracts that will be obtained through strategic
alliances, a comprehensive marketing program and a successful referral program.

3.2.3 Start up summary

Initial total start-up expenses (including legal costs, logo design, stationery and
related expenses, and franchise fee) amount to R22,250. Start-up assets required
include R2,500 in short-term assets (office furniture, etc.) and R8,000 in initial cash.

Table 4 – Start up requirements

Start-up requirements

Start-up Expenses

Legal R1,000

Stationery etc. R450

Insurance R1,000

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 Rent R0

Computer R1,200

Franchise Fee R17,900

Phone R200

Travel R500

Other R0

Total Start-up Expenses R22,250

Start-up Assets

Cash Required R8,000

Other Current Assets R2,500

Long-term Assets R0

Total Assets R10,500

Total Requirements R32,750

3.2.4. Description of Product

The Company provides strategic coaching, consulting and training for businesses
that have call centres or customer care teams.  The core services that will be offered
from day one will be:

 Two Year Strategic Call Centre Management program: comprising of

quarterly workshops including strategic workforce management, peer advisory
counselling, marketing/sales planning, accountability processes, business
planning and work/life balance implementation and voice of the customer.

 One-on-One Coaching includes ongoing reinforcement to support Strategic

Call Centre Management program, professional development coaching,
leadership in customer care, people management coaching.

 For time restricted clients, On Demand Coaching, a service offered on a fee

per consultation, encompassing call centre related servicing only

 Special Projects includes strategic business planning and implementation of

customer service and call centres marketing plans and implementation..

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3.2.4 Entry and growth strategy

Entry in the market will initially be done through relationships and various insiders
with the industry. It will begin with a referral basis. We will differentiate ourselves with
results and establish our business offering as a clear and viable alternative from the
scores of unrefined, one-time consulting, and "feel good l" companies.

Build a relationship-oriented business and not single visit deals. The main objective
is to partnership, become a provider of choice and strive for long term relationships.

Focus on target markets, our initial entry will be into the small to medium size
companies that more often than not lack the relevant skills required for managing call
centres and customer care effectively. The companies will cater for call centres
between 30 – 100 seaters. The larger companies 100% of the time have their own
in-house facilities. We do not want to compete for the buyers who seek "get rich
quick" types of resources. The aim is to be able to sell to smart, quality-conscious
clients.

The most unique benefit that the Future Group will offer to clients is the ability to
experience ongoing, service and support, versus a typical "one-time" format. Once
confidence and brand recognition has been built in the industry, we will look at
expanding into larger call centres.

3.3 Market research and analysis

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The call centre industry is a major employer in the South African economy and is
well represented and supported across the country. The Call Centre industry in
South Africa continues to grow and is fast becoming a lucrative industry to be
involved in. The pure brute force with which the short-term insurance industry has
tackled call centres is being felt within the industry.

3.3.1 Market Segmentation

The Future Group will initially work with the Gauteng Province focusing on small to
medium call centres the hold up to 100 seats (call centre agents). This is a strategic
decision based on company resources that will be available and due to the fact that
the smaller call centres do not have the full competencies to be successful on their
own.

There will be strong focus on two segments, the financial services and the short term
insurance industry call centres. This is where we feel that we can grow in both
business opportunities and revenue, based on currently trends within these sectors.

It is the aim of the Future group to expand into other segments within the next two to
three years, due to it also having competencies in the financial services and short
term insurance industries.

3.3.2 Target market segment strategy, this strategy is beneficial for several reasons

- Smaller business’s often have limited resources that focus on the core of
their business. They tend to spend very little time in coaching, training and
mentorship. As economic pressures increase and competition becomes
more intense, these companies are always looking for effective ways to
make themselves more competitive.
- It is often noted that smaller companies tend to be narrow focus and lack
knowledge of occurrences outside their field or expertise.

3.3.3 Competition

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The professional call centre consulting industry is pulverized and disorganized, with
thousands of smaller consulting organizations and individual consultants. The key
element in purchase decisions made at Future Group client level is trust in the
professional reputation and reliability of the firm.

Competitors range from major international name-brand consultants to thousands of

individuals. One of the companies challenges will be establishing itself as
a real professional company.

When dealing with the small business market, cost or price will be one of the
greatest obstacles. With time, reputation and referrals will allow for a steady stream
of new clients. This is not a business to build brand as much as it is to build
reliability, trust and results.

3.4. Marketing Strategy

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The Future Group plans to reach their target companies by four methods;

- Lead Program: Direct mailing to 3,000 potential customers. Interested

companies will reply by mail or phone. An average of 3% of the recipients
typically respond in this industry.
- Previews: These are invitation-only workshops that the Company will host
for referred sources.
- Talks/Networking: These are talks given to Chambers of Commerce, trade
councils, professional organizations.  It is industry experience that it is
beneficial to have at least two of these talks per month and attend two
networking events per month.
- Referrals: Referrals will not be a large part of the Company's business until
late in the first year. In the second and third year they should account for
as much as 40% of new business.

Other Income Generators: Special Project Assistance. Publishing of industry related

articles.

3.5. Sales Strategy

Future Group will make significant profits through the delivery of top-of-the-line

professional development services. The company will see profit within the first year
due to beneficial word-of-mouth advertising and referral networking. The company
expects to double its clientele every six months, for the first 18 months.

Pricing;
- Strategic Workshops (two year program) - R3000 for year one, R2500 for
year two. 
- Platinum Package - R5000 for one year of Strategic Workshops
- Gold Package - R4000 for one year of Strategic Workshops
- Silver Package - R3000 for one year of Strategic Workshops
- One-on-one Coaching - R125/hr for any personalized coaching
- On Demand Coaching - R250 per month.
- Special Projects - Priced as needed
3.6. Sales Forecast

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A slow start in 2010 is expected, but a strong finish with referral marketing.  The core
business will be the Strategic Workshops, which have a second year tied to the initial
purchase. Based on this, we should be able to obtain and manage a 25% increase in
sales. Sales exceeding the 25% would place a tremendous burden on the
acceptable delivery of service.  

Obstacles to achieving these results:

- Prospecting/marketing plan not followed

- Poor delivery of service
- Any health problems of owner

Sales
Year 1 Year 2 Year 3
Strategic Workshops R64,000 R95,000 R115,000
One On One Coaching R5,622 R6,844 R8,555
Coaching Club R8,760 R8,760 R8,760
Special Projects R3,085 R10,000 R15,000
Total Sales R81,467 R120,604 R147,315
Year 1 Year 2 Year 3
Direct Cost of Sales
Royalties R5,654 R7,236 R8,839
Marketing R5,000 R6,250 R7,500
Subtotal Direct Cost of Sales R10,654 R13,486 R16,339

3.7. Milestones

In order to achieve the sales and marketing goals that have been outline in this
business plan, the company has deadlines to meet and ideas to implement

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January 1, 2011 is the date Coaching Company must commence operations. 

 November 1, 2010 is the date specified to begin the Lead Generation

Program (direct marketing) which includes direct mail, email marketing,
advertising and phone sales calls. 
 October 28, 2010 is the deadline for joining two chamber of commerce and
other networking groups; this is key to the marketing/networking effort.
 January 15, 2011 is the deadline for scheduling the first of monthly Previews.
 Marketing materials. Printing costs are involved in printing brochures,
business cards, and developing website. This can't be done until after the
photo/logo design work (costing R1,000) has been completed.
 February 28, 2011 is deadline for joining the Johannesburg Chamber of
Commerce and a secondary Chamber.  Cost is R195-R225/year.  Benefits
include networking, marketing and free talks.
 December 28, 2010 is the deadline to join Local Business Network.  Cost is
R360/year.  Benefits include networking, marketing and free talks.  May also be
used to populate first workshops.

Manage Departmen
Milestone Start Date End Date Budget
r t
Lead Generation01/11/201 15/11/201
R1,000 ABC Marketing
Prgm 0 0
15/01/201 03/02/201
Previews R300 ABC Marketing
0 0
03/01/201 03/01/201
Free Talks R50 ABC Marketing
0 2
01/01/201 31/01/201 R17,90
Start Business ABC Finance
1 1 0
Marketing
15/11/201
Materials/Stationer 1/11/2010 R500 ABC Marketing
0
y
Chamber of 28/10/201
2/10/2010 R195 ABC Marketing
Commerce 0
28/10/201 28/11/201
Networking Group R360 ABC Marketing
0 1
28/02/201 15/03/201 Departmen
Second Chamber R200 ABC
1 1 t
R20,50
Totals 5

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3.8. Management Structure

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Initial structure will comprise of 6 staff and which will be revised after 6 months
depending on business growth.

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3.9. Financials

The financial plan is based on conservative estimates and assumptions. Risk factors
can be minimised by;

- Obtaining initial capitalization of the company to sustain operations through

year one
- Maintaining low overhead through the use of shared office space and home-
based office through year one 
- Developing a strong customer base through aggressive marketing
- Creating strong community ties and involvement
- Eliminating collection costs, by establishing cash/credit/debit card only
facilities

The start-up costs are to be financed by the owners' personal funds.

Start-up Funding
Start-up Expenses to Fund R22,250
Start-up Assets to Fund R10,500
Total Funding Required R32,750
Assets
Non-cash Assets from Start-up R2,500
Cash Requirements from Start-up R8,000
Additional Cash Raised R950
Cash Balance on Starting Date R8,950
Total Assets R11,450
Liabilities and Capital
Liabilities
Current Borrowing R0
Long-term Liabilities R0
Other Current Liabilities (interest-free) R0
Total Liabilities R0
Capital
Planned Investment
Owner R33,700
Investor R0
Additional Investment Requirement R0
Total Planned Investment R33,700
Loss at Start-up (Start-up Expenses) (R22,250)
Total Capital R11,450
Total Capital and Liabilities R11,450

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Total Funding R33,700

Projected Profit and Loss

The following table and chart shows the projected Profit and Loss

Pro Forma Profit and Loss

Year 1 Year 2 Year 3
Sales R81,467 R120,604 R147,315
Direct Cost of Sales R10,654 R13,486 R16,339
Other Costs of Sales R0 R0 R0
Total Cost of Sales R10,654 R13,486 R16,339
Gross Margin R70,813 R107,118 R130,976
Gross Margin % 86.92% 88.82% 88.91%
Expenses
Payroll R27,000 R70,000 R92,000
Marketing/Promotion R4,800 R5,400 R6,400
Depreciation R0 R0 R0
Rent R2,335 R10,000 R10,000
Utilities R480 R528 R580
Insurance R972 R1,020 R1,072
Payroll Taxes R4,050 R10,500 R13,800
Moving Expenses R1,000 R0 R0
Other R0 R0 R0
Total Operating Expenses R40,637 R97,448 R123,852
Profit Before Interest and
R30,176 R9,670 R7,124
Taxes
EBITDA R30,176 R9,670 R7,124
Interest Expense R0 R0 R0
Taxes Incurred R9,053 R2,901 R2,137
Net Profit R21,123 R6,769 R4,987
Net Profit/Sales 25.93% 5.61% 3.39%

Projected Cash Flow

The following table and chart show the Cash Flow. After the first six months, cash
flow should be positive for all months..

Pro Forma Cash Flow

Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Sales R81,467 R120,604 R147,315

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SubtotalCash from Operations R81,467 R120,604 R147,315
Additional Cash Received
Sales Tax, VAT, HST/GST
R0 R0 R0
Received
New Current Borrowing R0 R0 R0
New Other Liabilities (interest-
R0 R0 R0
free)
New Long-term Liabilities R0 R0 R0
Sales of Other Current Assets R0 R0 R0
Sales of Long-term Assets R0 R0 R0
New Investment Received R0 R0 R0
Subtotal Cash Received R81,467 R120,604 R147,315
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations
Cash Spending R60,344 R113,835 R142,328
Subtotal Spent on Operations R60,344 R113,835 R142,328
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid
R0 R0 R0
Out
Principal Repayment of Current
R0 R0 R0
Borrowing
Other Liabilities Principal
R0 R0 R0
Repayment
Long-term Liabilities Principal
R0 R0 R0
Repayment
Purchase Other Current Assets R0 R0 R0
Purchase Long-term Assets R0 R0 R0
Dividends R0 R0 R0
Subtotal Cash Spent R60,344 R113,835 R142,328
Net Cash Flow R21,123 R6,769 R4,987
Cash Balance R30,073 R36,842 R41,829

Projected Balance Sheet

It shows our projected steady increase in Net Worth over the next three years. Being
a consulting company, we do not need a great deal of assets, so the largest factor in
the Balance Sheet is the cash balance.

Pro Forma Balance Sheet

Year 1 Year 2 Year 3
Assets
Current Assets
Cash R30,073 R36,842 R41,829
Other Current Assets R2,500 R2,500 R2,500
Total Current Assets R32,573 R39,342 R44,329
Long-term Assets
Long-term Assets R0 R0 R0
Accumulated Depreciation R0 R0 R0
Total Long-term Assets R0 R0 R0

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Total Assets R32,573 R39,342 R44,329
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Current Borrowing R0 R0 R0
Other Current Liabilities R0 R0 R0
Subtotal Current Liabilities R0 R0 R0
Long-term Liabilities R0 R0 R0
Total Liabilities R0 R0 R0
Paid-in Capital R33,700 R33,700 R33,700
Retained Earnings (R22,250) (R1,127) R5,642
Earnings R21,123 R6,769 R4,987
Total Capital R32,573 R39,342 R44,329
Total Liabilities and Capital R32,573 R39,342 R44,329
Net Worth R32,573 R39,342 R44,329

Business Ratios

The following table shows the projected business ratios. In which we are expected to
maintain healthy ratios for profitability, risk, and return.

Ratio Analysis
Industry
Year 1 Year 2 Year 3
Profile
Sales Growth 0.00% 48.04% 22.15% 7.74%
Percent of Total Assets
Other Current Assets 7.68% 6.35% 5.64% 48.61%
Total Current Assets 100.00% 100.00% 100.00% 77.64%
Long-term Assets 0.00% 0.00% 0.00% 22.36%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 0.00% 0.00% 0.00% 31.75%
Long-term Liabilities 0.00% 0.00% 0.00% 18.72%
Total Liabilities 0.00% 0.00% 0.00% 50.47%
Net Worth 100.00% 100.00% 100.00% 49.53%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 86.92% 88.82% 88.91% 100.00%
Selling, General &
60.99% 83.21% 85.52% 83.82%
Administrative Expenses
Advertising Expenses 0.00% 0.00% 0.00% 1.12%

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Profit Before Interest and
37.04% 8.02% 4.84% 2.69%
Taxes
Main Ratios
Current 0.00 0.00 0.00 1.69
Quick 0.00 0.00 0.00 1.36
Total Debt to Total Assets 0.00% 0.00% 0.00% 56.50%
Pre-tax Return on Net
92.64% 24.58% 16.07% 2.64%
Worth
Pre-tax Return on Assets 92.64% 24.58% 16.07% 6.07%
Additional Ratios Year 1 Year 2 Year 3
Net Profit Margin 25.93% 5.61% 3.39% n.a
Return on Equity 64.85% 17.21% 11.25% n.a
Activity Ratios
Accounts Payable Turnover 8.98 12.17 12.17 n.a
Total Asset Turnover 2.50 3.07 3.32 n.a
Debt Ratios
Debt to Net Worth 0.00 0.00 0.00 n.a
Current Liab. to Liab. 0.00 0.00 0.00 n.a
Liquidity Ratios
Net Working Capital R32,573 R39,342 R44,329 n.a
Interest Coverage 0.00 0.00 0.00 n.a
Additional Ratios
Assets to Sales 0.40 0.33 0.30 n.a
Current Debt/Total Assets 0% 0% 0% n.a
Acid Test 0.00 0.00 0.00 n.a
Sales/Net Worth 2.50 3.07 3.32 n.a
Dividend Payout 0.00 0.00 0.00 n.a

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3.10. Reference

 Call Center Statistics.

http://www.callcenternews.com/resources/statistics.shtml. 2002.
 Utchitelle L. Answering ‘800’ calls, extra income buy no security. The New
York Times 2002, March 27: Section A, p. 1, Column 5.
 Gans N, Koole G, Mandelbaum A. Telephone call centres: tutorial, review,
and research prospects. Manufacturing & Service Operations Management
2003; 5:79–141.
 Amonette, Ruth Leach. Among Equals: A Memoir: The Rise of IBM's First
Woman Corporate Vice President. Berkeley, CA: Creative Arts Book Co.,
1999.
 Cleary, Patricia. "'She Will Be In The Shop'": Women's Sphere of Trade in
Eighteenth-Century Philadelphia and New York." Pennsylvania Magazine of
History and Biography 1995 119(3): 181-202.
 Cleary, Patricia. Elizabeth Murray: A Woman's Pursuit of Independence in
Eighteenth-Century America. Amherst: University of Massachusetts Press,
2000.

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