Bank marketing plan 1

Bank Marketing Plan 1

Running Head: MARKETING PLAN FOR BANK

Bank Marketing Plan

[Name of writer]

[Name of Institution]


Bank Marketing plan

Executive Summary

Online Retail Bank aims to be the one-stop shop for as various financial services as

possible on behalf of retail customers. Online Retail Bank has extended a criteria-based marker

system which is simple and effective in estimating a wide range of diverse financial industries on

their financial impact. Only financially sensible/performing financial industries are evaluated,

guarantee that its recommendations make both financial and retail sense.

Situational Analysis

Online Retail Bank will leverage the proprietary appraisal system to quickly enlarge

industry share. The system is appropriate and base on extensive study, providing a rationalized

overview of the financial performance of the financial industries.

Market

Online Retail Bank will concentrate on the intimidated function of financial investing

within the retail industry. Retail Bank faces indirect rivalry from financially responsible mutual

funds, which do a similar job in assessing an industry's ecological performance but do not allow

for investing in individual equity.

Management Team

Online Retail Bank is owned by two experienced managers, Sarah Lewis, and Steve

Burke. Sarah has a master’s degree in economics studies and has worked for the Economic


Agency where she was responsible for preparing economic impact statements. Steve has an

MBA and has worked for retail banking sector where he developed an extensive amount of

networking contacts.

Online Retail Bank addresses a previously ignored niche of the financial industry. Retail

Bank will generate £230,000 and £261,000 in sales in year two and three respectively.

Objectives

To become an online retail investment banking; attract more investment to the future

financial investment in the financial basis for action, in fact, raise awareness and support for

personal investment in the financial industry, the behavior of financial problems.

Continue to promote investment-related research, as it relates to the cost of financial

criteria.

Mission

UK Online Retail Bank' mission is to become the premier financial organization that

makes investment in retail banking with outstanding financial records and practices. Retail Bank,


through comprehensive research and well thought out and verifiable marker criteria will be able

to identify sound financial investments.

Industry Summary

Online Retail Bank is a UK-based financial industry is financially responsible in the

financial industry niche focus. The industry has Steve Burke and Sarah Lewis. It has become a

L.L.C.

Start-up Summary

The following equipment will be needed for start up:

Phone system (5 lines).

Workstation computers (4), back end server, DSL Internet connection, and laser printer.

Office furniture, meeting room and waiting room furniture.

Monthly service charge for Bears Stearns software.

Fax machine, copier, lighting, and assorted office supplies.

Industry Ownership

Sarah Burke and Steve Lewis as their retail bank. Although they were originally intended

as the formation of companies to create S, they decided to set up a limited liability company as a

means to avoid the double taxation of corporate interests have not yet achieved to avoid personal

responsibility to find.

SWOT Analysis


Strength

Retail banking in the financial sector, to provide specific stock investment advice.

Purchased from retail bank Bear Stearns, the highest in the industry one of the banks in respect

of financial performance. In addition to solid financial performance standards, the development

of retail banking financial markers, which can analyze and grade the financial impact of the

attractiveness of an industry set.

Weakness

As mentioned earlier, an industry's economic performance has been assessed by the

financial bank Bear Stearns. Bear Stearns to buy retail banks based on the study recognized that

there is no time to study the added value. This study is quite confident, because the bank's

implementation of its high. If Bear Stearns research or other similar quality cannot obtain bank

retail banks will have to reconsider this decision, the research farm.

Opportunity

Retail Bank has developed a comprehensive set of financial indicators, the industry and

its financial impact assessment. To assess the following areas:

Energy use

Water

Recycling Program

Paper consumption and procurement

The use of chemical cleaning

Maintenance of ground


Formal financial policies

Recycling rates

All the tags, including current, the next stage, long-running benchmarks.

Bear Stearns retail banks need investment advice from the list, and then apply the

standard financial indicators to narrow down the list. As a result, potential investors (stock)

because of their recommended list of financial and financial performance. Many sectors of the

retail banking allows customers to try to make the choice made by the financial sector

assessment of the scope of what kind of industry / industry type, they want to invest in.

Threats

Retail banking service charges is similar to the typical brokerage fee system based on the

percentage. That the retail banks than other standards because of the financial sector required

additional expensive, the variance is not material, in particular, customers want good

performance of the stock, but only want to invest in financially sound financial services.

Several recent studies have shown that highly respected "green" nature of the stock has

not performed poorly. In fact, this is just the opposite, in the heart, so that the decision of

financial considerations will usually show more good financial industry.

Market research

Retail banks have recognized the two different target customers. The two customer base

is well-known household wealth. They have been gathered to provide customers with <1 million

pounds and the "> £ 1 billion in household wealth. The main attributes, so that these industries


are so attractive is their desire to make investment decision taking into account ecological

factors, in the world differences.

The financial industry has many different functions. Several consultants to provide

general investment services. Others are only one type of investment Fund; mutual funds may or

may only focus on the bonds. Other banks will focus on similar or socially responsible financial

industry-specific functionality.

Market Segmentation

Retail banking has been split into two different groups of target industries. These groups

can distinguish the different families of wealth, "one million pounds and the"> 1 million pounds

of the family.

• <100 million pounds (family values): those customers who have on the environment in

distress and the financial industry through its strong performance on the basis of both economic

and ecological record, investing in stocks second-class citizens the choice of individual behavior.

Because these people do not have enough money, they chose the stock, a reasonable risk. In

general, this group, 35% -45% stock portfolio, and other types of investment, and the remaining

percentage.

• 100 million pounds (family values): These customers are upper middle class, upper

class. Their collective savings over one pound million, is quite confident investors. These people

are generally on their return on investment is also worried, but the financial problems.


Market AnalysisYear 1 Year 2 Year 3 Year 4 Year 5

Potential Customers

Growth CAGR

<£1 million worth customers

8% 1,232,000 1,330,560 1,437,005 1,551,965 1,676,122 8.00%

>£1 million worth customers

7% 223,090 238,706 255,415 273,294 292,425 7.00%

Total 7.85% 1,455,090 1,569,266 1,692,420 1,825,259 1,968,547 7.85%

Marketing Strategy

"Think globally, act locally” this well-known, simple mantra is recommended that each

person should do their part. Retail banking services to allow individuals to make their own

conscience on the basis of the investment. So many people want to do good, but not sure how.

Retail banking services, allowing individuals to do so, not the actual cost compared to other

options is correct; Rate of return on the retail banks better than the S & P 500 Index.

Marketing efforts will focus on retail banking capabilities, so that individuals can vary

widely in the world, while increasing their return on the money. Retail banks will use the


magazine ads and community-based marketing (network, sponsorship and participation in the

seminar) to increase the visibility and the provision of retail banking services. These ads will be

a stable manner; individual investment choices would be ignorant of their own popularity in a

number of industries as well. Implicitly accepted the premise of community participation, good

business network (Inter Milan relations, corporate and individual) is a business and rely on an

important source of good will. Retail banks will participate in numerous special events and

seminars, experts will show for them and give them a platform to describe the different services.

Retail banks have selected ideas and views, as previously mentioned target industry

segments and the fact that these views into customer needs service, retail banks can provide

clusters. Although the public at any time the financial responsibility to pay mutual fund shares in

a way that they can achieve their own beliefs, just a mutual fund investment categories.

Drawback is that the investment returns of its relatively low (as opposed to good stocks) and the

lack of capacity and capabilities tend to personalized service, so beyond the mutual fund choices

to customize the type of rate.

Thus, retail banks have selected these particular groups of customers, because it is an

industry organization, with unmet desires. These clusters have a financial investment of money

and reluctant, but the only option is a mutual fund. Retail banks tend to distinguish between these

two industry sectors according to family values, because this feature provides a useful behavior

for different personal information.

Service Business Analysis


Retail Bank contributes within the financial industry. This multi-billion dollar (£14.8)

industry services an extensive range of individuals and financial industries with financial such as

investments. There are many different sorts of investments offered including but not limited to:

Bonds

Treasury bills

Stocks, mutual funds

Insurance policies

Annuities

IRAs

Within the industry, customers are providing by a wide range of banks including:

Large national banks such as Merrill Lynch or Charles Schwaab

Franchises

Individual banks

Online brokers

Fee composition varies from bank to bank. Many are percentage based on the amount of

money the client investments. Some banks charge hourly rates while other banks charge a

quarterly management fee. The fee structures are set in stone for some banks while others take a

more flexible approach and are willing to work with the customer to set up special arrangements.

Competition and Buying Patterns

Retail Bank has no direct opponent that offers financially sound stock investment

services. All of the existing financial investment options are mutual fund based. Exemplar of this


type of mutual funds includes Janus, Citizen Funds, Sierra Club Financial Fund, and Portfolio

21.

Implementation

Retail banks will use its sustainable competitive advantages of independent financial

industry-standard definition of a dedication to an objective measure of financials based research.

Competitive advantage will be used by the market mantra "Think globally, act locally.” The

marketing slogan, encourage individuals to help with regards to investment environment through

the responsible part. The promotion will depend on the index indicates to do financial

investment, outperforming the S & P 500 Index.

Competitive Edge

The competitiveness of retail banking is the standard financial indicators, which pointed

out that the application of economic performance and financial stability of the financial

commitment. These markers are extremely valuable and effective for several reasons:

• Significance: they are based on extensive research, provides a streamlined financial

industry an overview of financial performance.

• Context-based: Allow a high degree of similar enterprises.

• Convenience: easier to use than the large-scale internal audit.

The key here is a fact, easy to apply, and accurate measurement system has been

developed to provide any industry has been applied to their financial analysis. Does not provide

such services, subject to stock investment decision-making process of the type of information

sources.


Sales Strategy

Sales strategy will rely on the use of quantitative evidence of the proposed financial

sector outperformed the S & P 500 Index. 1999-2001, selected retail banking financial

performance indicators better than 2.4%. This is a significant amount. The sales strategy will

focus on retail banking can make smart, you can return your money better than the average. A

sales data packet will be assembled and distributed, showing the recommended retail banks than

the average historical return for the financial industry customers to enjoy a better future.

Sales Forecast

Sales forecasting is to make a conservative manner to avoid any inflated expectations

may not be. The first few months will be slow. Retail banks have expected a smooth, incremental

growth in sales. This can be interpreted as a retail sales function of banks to increase capacity

and target customers for retail banks to raise awareness. Please review the sales forecasts for the

coming year, figures and graphical representation of the following table and chart.


Sales Forecast

Year 1 Year 2 Year 3

Sales

<£1 million worth

customers£54,746 £156,665 £178,225

>£1 million worth

customers£22,889 £73,633 £83,766

Total Sales £77,635 £230,298 £261,991

Direct Cost of

SalesYear 1 Year 2 Year 3

<£1 million worth

customers£8,212 £23,500 £26,734

>£1 million worth

customers£3,433 £11,045 £12,565

Subtotal Direct

Cost of Sales£11,645 £34,545 £39,299

Web Plan Summary

The site will be used as a marketing tool, providing the services they are interested in

retail banking and personal information. The site will be quite basic, an introduction to the retail

bank.


Website Marketing Strategy

The site is marked by verbal language, the retail bank staff, to print and submit the

popular Internet search engine such as Google.

Development requirements

Development requirements for the site will not be much the act, rather than more,

including e-commerce site or a more complex interactive nature of the site simple act

information website. Computer science students will be used to design and site construction.

Management Summary

Steve Lewis and retail banking will be a founding team leader Sarah Burke. Sarah's

undergraduate and master are from the Journal of Financial Research Burlington. After a degree,

Sarah, she moved to Washington, she worked in Financial Protection Agency (EPA) for four

years, performing for various industries, the financial sector, the financial impact of various

project reports. Sara is the expert in their industry-wide blade them, these are the funds invested

in the financial perspective the financial sector assessment project manager.

In retail banking management team, other members are Steve comes from a financial

background. Steve is a finance degree from Seattle University and the University of Washington

degree in MBA. Steve went to work after school in the investment department at Salomon Smith

Barney for eight years.

Personnel Plan

• Sarah: industry research, molecular marker development and sales.


• Steve: sales, accounting and finance, customer management and marketing.

• Account Manager: customer support for their investment accounts.

• Administrative Assistant: assorted odd and ends.

• Bookkeeping: accounts receivable and payable on the day the work day.

• Research Assistant: Sarah her research assistance.

This position will be phased as needed basis. Please review the staff projections as

shown.

Personnel Plan


Sarah £30,000 £40,000 £40,000

Steve £30,000 £40,000 £40,000

Account Manager £27,000 £36,000 £36,000

Administrative

Assistant£15,000 £15,000 £15,000

Bookkeeper £10,000 £12,000 £12,000

Research Assistant £8,250 £9,000 £9,000

Total Individuals 6 6 6

Total Payroll £120,250 £152,000 £152,000

Financial Summary

The following sections will outline important financial information.


Important Assumptions

The following table details important Financial Assumptions.

General Assumptions


Plan Month 1 2 3

Current Interest

Rate10.00% 10.00% 10.00%

Long-term Interest

Rate10.00% 10.00% 10.00%

Tax Rate 30.00% 30.00% 30.00%

Other 0 0 0

Break-even Analysis

The Break-even Analysis is shown in the following table and chart.


Break-even Analysis

Monthly Revenue

Break-even£15,225

Assumptions:

Average Percent

Variable Cost15%

Estimated Monthly

Fixed Cost£12,941

Projected Profit and Loss

The following table will indicate Projected Profit and Loss.


Pro Forma Profit and Loss


Sales £77,635 £230,298 £261,991

Direct Cost of Sales £11,645 £34,545 £39,299

Other Costs of Sales £0 £0 £0

Total Cost of Sales £11,645 £34,545 £39,299

Gross Margin £65,990 £195,753 £222,692

Gross Margin % 85.00% 85.00% 85.00%

Expenses

Payroll £120,250 £152,000 £152,000

Sales and marketing and

Other Expenses£0 £0 £0

Depreciation £3,804 £317 £317

Rent £7,800 £7,800 £7,800

Utilities £1,800 £1,800 £1,800

Insurance £1,800 £1,800 £1,800

Payroll Taxes £18,038 £22,800 £22,800

Other £1,800 £1,800 £1,800

Total Operating Expenses £155,292 £188,317 £188,317

Profit Before Interest and

Taxes(£89,301) £7,436 £34,375

EBITDA (£85,497) £7,753 £34,692

Interest Expense £73 £220 £120


Taxes Incurred £0 £2,165 £10,277

Net Profit (£89,374) £5,051 £23,979

Net Profit/Sales -115.12% 2.19% 9.15%

Projected Cash Flow

The following table and chart will indicate Projected Cash Flow.

Projected Ratios

Ratio Analysis

Year 1 Year 2 Year 3Industry

ProfileSales Growth 0.00% 196.64% 13.76% 8.79%Percent of Total AssetsOther Current Assets 30.58% 24.67% 13.36% 44.18%Total Current Assets 33.61% 47.56% 72.21% 76.27%Long-term Assets 66.39% 52.44% 27.79% 23.73%Total Assets 100.00% 100.00% 100.00% 100.00%Current Liabilities 31.73% 27.12% 14.78% 38.61%Long-term Liabilities 0.00% 0.00% 0.00% 13.60%Total Liabilities 31.73% 27.12% 14.78% 52.21%Net Worth 68.27% 72.88% 85.22% 47.79%


Percent of SalesSales 100.00% 100.00% 100.00% 100.00%Gross Margin 85.00% 85.00% 85.00% 100.00%Selling, General & Administrative Expenses

200.12% 82.81% 75.85% 82.68%

Advertising Expenses 0.00% 0.00% 0.00% 1.66%Profit Before Interest and Taxes -115.03% 3.23% 13.12% 1.37%Main RatiosCurrent 1.06 1.75 4.89 1.59Quick 1.06 1.75 4.89 1.22Total Debt to Total Assets 31.73% 27.12% 14.78% 3.09%Pre-tax Return on Net Worth -571.95% 34.90% 76.71% 60.22%Pre-tax Return on Assets -390.49% 25.43% 65.37% 7.76%Additional Ratios Year 1 Year 2 Year 3Net Profit Margin -115.12% 2.19% 9.15% n.aReturn on Equity -571.95% 24.43% 53.70% n.aActivity RatiosAccounts Payable Turnover 9.42 12.17 12.17 n.aPayment Days 27 26 28 n.aTotal Asset Turnover 3.39 8.12 5.00 n.aDebt RatiosDebt to Net Worth 0.46 0.37 0.17 n.aCurrent Liab. to Liab. 1.00 1.00 1.00 n.aLiquidity RatiosNet Working Capital £430 £5,798 £30,094 n.aInterest Coverage -1,231.74 33.80 286.46 n.aAdditional RatiosAssets to Sales 0.29 0.12 0.20 n.aCurrent Debt/Total Assets 32% 27% 15% n.aAcid Test 1.06 1.75 4.89 n.aSales/Net Worth 4.97 11.14 5.87 n.aDividend Payout 0.00 0.00 0.00 n.a

Controls and Measurement

By offering the highest level of services, Online Retail Bank will succeed as an industry

as well as have a positive impact on our environment. Develop a workable, accurate set of online

banks for a wide range of financial impacts a financial industry faces.

Purchase high-quality financial performance investment research, recognizing that there

is no value added for Online Retail Bank doing this research themselves. Price the service so that

there is a good profit margin while remaining competitive.


References

Johnson, H. G, 2009. "Theoretical Problems of the International Monetary System." In Richard

N. Cooper, ed. International Finance . Baltimore.

Kaplan, Jacob J., and Günter Schleiminger, 2008. The European Payments Union: Financial

Diplomacy in the 1950s. Oxford and Europe.

Kapur, Devesh, John P. Lewis, and Richard Webb 2007. The World Bank: Its First Half

Century. Europe.

Kelly, Janet., 2008. "International Monetary Systems and National Security." In Klaus Knorr and

Frank N. Trager, eds. Economic Issues and National Security. Lawrence, Kans

Kenen, Peter B., Francesco Papadia, and Fabrizio Saccomanni, eds, 2008. The International

Monetary System. Cambridge and Europe.

Keohane, Robert O., 2007. After Hegemony: Cooperation and Discord in the World Political

Economy. Princeton, N.J.

Keynes, John M, 2007. The Collected Writings of John Maynard Keynes. Vol. 25. Edited by

Donald Moggridge. London and Europe.

Kindleberger, Charles, 2005. A Financial History of Western Europe. 2d ed. Oxford and Europe

Kirshner, Jonathan., 2005. Currency and Coercion: The Political Economy of International

Monetary Power. Princeton, N.J.

Kunz, Diane, 2000. Butter and Guns: America's Cold War Economic Diplomacy. Europe.

Maier, Charles 2007. "The Two Postwar Eras and the Conditions for Stability in Twentieth-

Century Western Europe." American Historical Review 86 (April).

Mason, Edward, and Robert E. Asher, 2007. The World Bank Since Bretton Woods. Europe..

Meier, Gerald M, 2004. The Problems of a World Monetary Order. 2d ed. Oxford and Europe.


Milward, Alan S., 2006. The Reconstruction of Western Europe, 1945–1951. London and

Berkeley, Calif.


Appendix

Start-up

Requirements

Start-up Expenses

Legal £5,000

Stationery etc. £500

Brochures £500

Licenses £2,000

Insurance £500

Research and

Development£9,000

Other £2,500

Total Start-up

Expenses£20,000

Start-up Assets

Cash Required £79,000

Other Current

Assets£7,000

Long-term Assets £19,000

Total Assets £105,000

Total

Requirements£125,000

Start-up Funding


Start-up Expenses to

Fund£20,000

Start-up Assets to Fund £105,000

Total Funding Required £125,000

Assets

Non-cash Assets from

Start-up£26,000

Cash Requirements from

Start-up£79,000

Additional Cash Raised £0

Cash Balance on Starting

Date£79,000

Total Assets £105,000

Liabilities and Capital

Liabilities

Current Borrowing £0

Long-term Liabilities £0

Accounts Payable

(Outstanding Bills)£0

Other Current Liabilities

(interest-free)£0

Total Liabilities £0


Capital

Planned Investment

Investor 1 £75,000

Investor 2 £50,000

Additional Investment

Requirement£0

Total Planned Investment £125,000

Loss at Start-up (Start-up

Expenses)(£20,000)

Total Capital £105,000

Total Capital and

Liabilities£105,000

Total Funding £125,000

Pro Forma Cash Flow


Cash Received

Cash from Operations

Cash Sales £77,635 £230,298 £261,991

Subtotal Cash from

Operations£77,635 £230,298 £261,991

Additional Cash Received


Sales Tax, VAT, HST/GST

Received£0 £0 £0

New Current Borrowing £3,000 £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 £80,635 £230,298 £261,991

Expenditures Year 1 Year 2 Year 3

Expenditures from

Operations

Cash Spending £120,250 £152,000 £152,000

Bill Payments £38,394 £71,497 £84,646

Subtotal Spent on

Operations£158,644 £223,497 £236,646

Additional Cash Spent

Sales Tax, VAT, HST/GST

Paid Out£0 £0 £0

Principal Repayment of

Current Borrowing£300 £1,000 £1,000

Other Liabilities Principal £0 £0 £0


Repayment

Long-term Liabilities

Principal Repayment£0 £0 £0

Purchase Other Current

Assets£0 £0 £0

Purchase Long-term Assets £0 £0 £0

Dividends £0 £0 £0

Subtotal Cash Spent £158,944 £224,497 £237,646

Net Cash Flow (£78,308) £5,801 £24,345

Cash Balance £692 £6,492 £30,837

Projected Balance Sheet

The following table will indicate the Projected Balance Sheet.

Pro Forma Balance Sheet


Assets

Current Assets

Cash £692 £6,492 £30,837

Other Current

Assets£7,000 £7,000 £7,000

Total Current

Assets£7,692 £13,492 £37,837


Long-term Assets

Long-term Assets £19,000 £19,000 £19,000

Accumulated

Depreciation£3,804 £4,121 £4,438

Total Long-term

Assets£15,196 £14,879 £14,562

Total Assets £22,888 £28,371 £52,399

Liabilities and

CapitalYear 1 Year 2 Year 3

Current Liabilities

Accounts Payable £4,561 £5,994 £7,043

Current Borrowing £2,700 £1,700 £700

Other Current

Liabilities£0 £0 £0

Subtotal Current

Liabilities£7,261 £7,694 £7,743

Long-term

Liabilities£0 £0 £0

Total Liabilities £7,261 £7,694 £7,743

Paid-in Capital £125,000 £125,000 £125,000

Retained Earnings (£20,000) (£109,374) (£104,323)

Earnings (£89,374) £5,051 £23,979

Total Capital £15,626 £20,677 £44,656

Total Liabilities £22,888 £28,371 £52,399


and Capital

Net Worth £15,626 £20,677 £44,656

Sales ForecastMonth

1Month

2Month

3Month

4Month

5Month

6Month

7Month

8Month 9

Month 10

Month 11

Month 12

Sales

<£1 million worth customers 0% £0 £0 £0 £2,500 £3,545 £4,545 £5,878 £6,335 £7,474 £7,558 £8,255 £8,656>£1 million worth customers 0% £0 £0 £0 £0 £0 £2,136 £2,763 £2,977 £3,513 £3,552 £3,880 £4,068Total Sales £0 £0 £0 £2,500 £3,545 £6,681 £8,641 £9,312 £10,987 £11,110 £12,135 £12,724

Direct Cost of SalesMonth

1Month

2Month

3Month

4Month

5Month

6Month

7Month

8Month 9

Month 10

Month 11

Month 12

<£1 million worth customers £0 £0 £0 £375 £532 £682 £882 £950 £1,121 £1,134 £1,238 £1,298>£1 million worth customers £0 £0 £0 £0 £0 £320 £414 £447 £527 £533 £582 £610Subtotal Direct Cost of Sales £0 £0 £0 £375 £532 £1,002 £1,296 £1,397 £1,648 £1,667 £1,820 £1,909

Pro Forma Balance Sheet

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9Month

10Month

11Month

12

AssetsStarting Balances

Current AssetsCash £79,000 £73,938 £66,335 £54,602 £44,275 £34,049 £26,218 £19,809 £13,785 £9,329 £7,752 £4,153 £692Other Current Assets

£7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000 £7,000

Total Current Assets

£86,000 £80,938 £73,335 £61,602 £51,275 £41,049 £33,218 £26,809 £20,785 £16,329 £14,752 £11,153 £7,692

Long-term AssetsLong-term Assets

£19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000 £19,000

Accumulated Depreciation

£0 £317 £634 £951 £1,268 £1,585 £1,902 £2,219 £2,536 £2,853 £3,170 £3,487 £3,804

Total Long-term Assets

£19,000 £18,683 £18,366 £18,049 £17,732 £17,415 £17,098 £16,781 £16,464 £16,147 £15,830 £15,513 £15,196

Total Assets

£105,000

£99,621 £91,701 £79,651 £69,007 £58,464 £50,316 £43,590 £37,249 £32,476 £30,582 £26,666 £22,888

Liabilities and Capital

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9Month

10Month

11Month

12Current LiabilitiesAccounts Payable

£0 £1,788 £1,897 £2,477 £2,912 £3,136 £3,663 £3,947 £4,045 £4,288 £4,330 £4,478 £4,561

Current £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £3,000 £3,000 £2,700


BorrowingOther Current Liabilities

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Subtotal Current Liabilities

£0 £1,788 £1,897 £2,477 £2,912 £3,136 £3,663 £3,947 £4,045 £4,288 £7,330 £7,478 £7,261

Long-term Liabilities

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Total Liabilities

£0 £1,788 £1,897 £2,477 £2,912 £3,136 £3,663 £3,947 £4,045 £4,288 £7,330 £7,478 £7,261

Paid-in Capital

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

£125,000

Retained Earnings

(£20,000)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)(£20,000

)

Earnings £0 (£7,167)(£15,197

)(£27,826

)(£38,906

)(£49,672

)(£58,347

)(£65,357

)(£71,796

)(£76,812

)(£81,748

)(£85,813

)(£89,374

)Total Capital

£105,000

£97,833 £89,804 £77,174 £66,095 £55,328 £46,653 £39,643 £33,204 £28,188 £23,252 £19,187 £15,626

Total Liabilities and Capital

£105,000

£99,621 £91,701 £79,651 £69,007 £58,464 £50,316 £43,590 £37,249 £32,476 £30,582 £26,666 £22,888

Net Worth£105,00

0£97,833 £89,804 £77,174 £66,095 £55,328 £46,653 £39,643 £33,204 £28,188 £23,252 £19,187 £15,626

Bank marketing plan 1

Economy & Finance

Transcript of Bank marketing plan 1