Business Plan - Grey Matter

8/7/2019 Business Plan - Grey Matter

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nmqwertyuiSTATEMENT OF AUTHENTICITY

I certify that this assignment is the result of my/our own work and does not exceed the word count noted below.

Num ber of words: 7960

Signed: -

B usiness Plan Grey Matter

GLO BA L BU SINESS STR A TEGY 2

4/12/2011

Sahil A huja

806-968-772

Su bmitted to: A rminda Gonzalez -Dumpierrez


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Table of Contents

1. Executive Summary.42. Company Overview.5

2.1. Company Ownership 2.2. Company Locations 2.3. Mission 2.4. Keys to Success 2.5. Startup Cost

3 . Services..83.1. How to run a successful seminar

3.2. The steps for an effe ctive seminar

3.3. Our Seminars

3.4. Their Seminars 3.5. Fulfillment

3.6. Future Services

4. Operations..1 3 4.1. IT E quipment 4.2. Communi cation 4.3. Customer Service & Support 4.4. Produ ction

5. Market Analysis.16

5.1. Target Market Segment Strategy 5.2. Market Needs 5.3. Market Growth 5.4. Competition and B uying Pattern 5.5. Competitor A nalysis 5.6. Competitive Comparison

6. Business Model and Porters Five Forces2 3 7. Strategy and Implementation...25

7.1. Value Proposition 7.2. Competitive Edge 7.3. Marketing Strategy 7.4. Positioning Strategy 7.5. Pricing Strategy 7.6. Marketing Programs 7.7. Sales Strategy 7.8. Strategi c A llian ces 7.9. Milestones


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8. R isk Analysis..299. Future Expansion Strategy... 30

9.1. Expansion Strategy 9.2. B alance Score card

10 . Web Plan Summary... 3 1

10.1. We bsite Marketing Strategy 10.2. Development R equirements

11. Management Summary. 3 211.1. Management Team 11. 2. Wage Sla b 11.3. Management Team Gaps

12. Financial Plan. 3 412.1. Key Finan cial Indicators

13 . Appendix. 3 614. Bibliography...46


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1. Executive Summary

B usiness seminar companies came into existen ce couple of decades ago and since then have been

in demand by organizations, individuals, small businesses and MNCs. Every year thousands of

people pay to attend meetings, workshops, seminars, etc. around the world. Finan cial figures of such seminar/ conferen ce companies in past few years have shown how lucrative this business is

and recent study has also shown that the barriers to entry are low in this sector as hardly any

seminar/ conferen ce company has a fixed hold on the market.

Grey Matter is a unique organization that delivers the expertise, resour ces and specialist skills

that ensure your event is a success. You'll gain the dedicated focus you need to manage each

complex element of the event management process. Leaving you free to focus on your core

responsi bilities.

Since the finan cial crisis in 2007 the growth of almost every industry has slowed down, but when

we talk a bout seminars the demand has remained almost constant. It is primarily due to the high

demand of cost effe ctive measures of doing business by companies and for that they are sending

employees to workshops and seminars to seek the knowledge from other industry experts. In

Canada 5,000 seminars were organized in 2009 with attendan ce exceeding 200 ,000 .

R ecent studies have shown that in seminar industry people mainly remem ber the seminar but not

the name of the company, whi ch is good news for a new entrant like Grey Matter in the market

as it will give us an equal opportunity like other esta blished players in the North A meri can

market. Grey Matter is hoping to get an investment of $60 ,000 from Dragons Den for which it is

willing to offer 25% stake of the company. We are expe cting to start making profits by the

second year and the R eturn on Investment is assumed to tou ch 24% by the third year.


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2. Company Overview

Grey Matter is a seminar company that offers a com bination of its own seminars, along with the

software, and managing seminars for others. Seminar is, generally, a form of academi c

instru ction, either at an academi c institution or offered by a commer cial or professional organization. It has the function of bringing together small groups for recurring meetings,

focusing each time on some particular su b ject, in which everyone present is requested to actively

participate. Increasingly, the term "seminar " is used to descri be a commer cial event (though

sometimes free to attend) where delegates are given information and instru ction in a su b ject such

as property investing, other types of investing, Internet marketing, self -improvement or a wide

range of topics, by experts in that field.

2.1.Company Ownership

Grey Matter is a sole proprietorship owned by Sahil A huja, founder and president with a 50%

stake in the company and rest 50% is expe cted from Dragons Den.

2.2.Company Locations

Grey Matter will be located in Downtown Toronto, Ontario, Canada and by the second year the

company will open a small offi ce in the New York City, U SA . The reason is to have a glo bal

presen ce and huge customer demand for such servi ces in U SA .

2.3 .Mission

Grey Matter offers seminars in business and related su b ject areas that offer their participants an accelerated learning environment including both tools and the know -how to use them.

This is a focused educational experien ce that short -cuts normal business schools with the

fundamental knowledge required, in a practical setting.


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Grey Matter is a seminar company that offers a com bination of its own seminars, along with the

software, and managing seminars for others.

Our Mission: To provide our customers with the information and insights they need to sustain a

valua ble competitive advantage.

Our Vision: We will ena ble our people to produ ce innovative, inspirational and indispensa ble

produ cts and servi ces that will be actively sought by our clients.

2.4.Keys to Success

R epeat business with corporate customers.

Seminar -oriented sales and marketing to generate people in the seats.

Leveraging on sales and marketing allian ces.

2.5.Startup Cost

Startup Expenses

Grey Matter

Sources of Capital

Owners' InvestmentSahil A huja 50% $ 60 ,000Dragons Den 50% 60,000Total Investment $ 120,000

Startup Expenses

Capital Equipment ListFurniture $ 1,000Equipment 5,000Fixtures 500


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Other 1,000Total Capital Equipment $ 7 ,500

Location and Admin ExpensesR ental $ 1,5 00

U tility deposits 200Legal and accounting fees 500Prepaid insuran ce 500Sialaries 7,500Other 800

Total Location and AdminExpenses $ 11, 000

Advertising and PromotionalExpensesA dvertising and Promotion $ 5,000We bsite 8,000Printing 1,5 00Travel/entertainment 5,000

Total Advertising/PromotionalExpenses $ 19,500

R eserve for Contingencies $ 5,000

Working Capital $ 77 ,000

Summary Statement

Sources of CapitalOwners' and other investments $ 120,000Total Source of Funds $ 120,000

Startup Expenses

Capital equipment 7,500Location/administration expenses 11, 000A dvertising/promotional expenses 19,500Contingen cy fund 5,000Working capital 77,000Total Startup Expenses $ 120,000


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3 . Services

10 .1. How to run a successful seminar

Seminars provide a cost -effe ctive way to reach a qualified audien ce with a targeted message. The

impa ct of a seminar lies in its timeliness, its relevan ce to customer needs, and its call to action. Seminars can be:

y Informative - Seminars tend to be viewed by attendees as an opportunity for them to

o btain information a bout produ cts or solutions they are considering pur chasing. Plus,

seminars add the kind of quality and value that can lead to further pur chases.

y Controlled - The location, timing, and su b ject matter of a seminar are all planned in

advan ce. This gives you the time to plan your approa ch and develop precise messages to

present to your audien ce.

y Solution -driven - U nlike a produ ct demonstration, which focuses on produ ct features, a

seminar should concentrate on the benefits your solutions can deliver. Time is spent

identifying the audien ces needs and on how the produ ct benefits provide a solution to

meet those needs.

y A ctiona ble - Seminars should provide key produ ct takeaway messages to the audien ce,

and close with a clear c all to action or next step, motivating attendees to pur chase or evaluate produ cts.

10 .2. The steps for an effective seminar

Following these steps will help ensure that your seminar is successful:

1. D efine your goal

Its important to consider your business o b jective for hosting a seminar it will keep you

focused on your ultimate goal. You can start by asking yourself the following questions:

y What are we trying to accomplish with this seminar?


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y Do I have a strong message and clear value to deliver to my customers?

y A m I prepared to follow up interested customers and take on new business?

y How will I measure the effe ctiveness of the time and money invested in this seminar?

2. Choose a topic

Once you have identified your business o b jective, its important to pick an appropriate topic.

Keep the following in mind:

y Promote your strengths. Make sure youre presenting a topic aligned with your core

competen cies as a technology provider.

y Keep your audien ce in mind. Tailor the su b ject to their business issues and needs.

y Convey your message clearly and well.

3 . D evelop your content

The content of your seminar will be the most critical aspe ct of hosting an effe ctive event.

Identify and target the appropriate audien ce - I ts critical your seminar is relevant to the audien ce

at hand. You should consider varia bles such as:

y Customer size (in terms of both employees and computer desktops)

y Customer location

y Verti cal industries

y B usiness needs


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You then need to determine your mailing list quantities and sour ces. Work backwards from your

target num ber and quality of attendees; calculate how many invitations youll need to send to

reach that goal. R emem ber to allow for some drop -off. A pproximately 25% of the people who

register for your seminar wont actually attend.

Your own data base may be the best sour ce of data. Even if it needs some cleaning to qualify the

relevan ce of the seminar content to the customer (conta ct data can churn up to 20% a year), this

has the advantage of improving the accuracy of communi cations for this and other campaigns.

The location, timing, and su b ject matter of a seminar are all planned in advan ce. This gives you

the time to plan your approa ch and develop precise messages to present to your audien ce.

The list of customers who attend your event is extremely valua ble. A fter your seminar, each

attendee should receive a thank you note reminding them of your offerings and conta ct

information. You should also consider customers that were una ble to attend or failed to attend on

the day.

10 .3 . Our Seminars

Our own seminars are:

B usiness Planning

What is business plan?

Writing a business plan

U sing a plan

Marketing Planning

What is marketing plan?

Writing a marketing plan

U sing a plan


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Entrepreneurship

How to start your own business

B usiness start -ups in general

Managing the start -up company

Finan cing a new business.

Developing a We b strategy

A successful We b business

A successful store

Hundreds of affiliates

We b revenues

We b profits.

10 .4. Their Seminars

We understand the burden that planning and implementing an event can place on an

organization. Months of planning and proje ct management can drain valua ble time and

resour ces.

Our remit is to deliver ease of management through a single point of conta ct, com bined with best

allo cation of budget resour ces through our professional negotiations with suppliers.

We can provide this with no additional cost impli cations to an organization.

With Grey Matter youll gain:

Sole project focus

R ealisti c allo cation of budget and improved negotiation powers with suppliers


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A single point of conta ct to work with

A defined project plan, with critical path maps

A dhesion to times cales

Proje ct management implementation

Event logisti cs

Co -ordination of event marketing and pu blicity

A dditional resour ces to manage event administration

We already enjoy relationships with suppliers, our clients can gain from this and we will earn our

fees from contra cts with suppliers. The costs to the business are the same as they would pay without our help and they will therefore save a considera ble amount of their own time.

10 .5. Fulfillment

Grey Matter presentations will only be given by true experts, either Sahil A huja himself or

su bstitutes with proven track record, academi c background, and practical business experien ce.

They must be good speakers and good seminar leaders. We cannot afford to have anything but

the best.

We cannot afford to compromise quality with second -rate delivery. A lways the best equipment,

always well prepared, well rested, and well delivered. This is vital.

10 .6. Future Services

We will remain aware of new technologies that might lead to new servi ces, such as the online

seminar or video/C D seminar that can be packaged and made availa ble to our clients.


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4. Operations

4.1. IT equipment

Grey Matter would need the latest IT system for its operations as almost all of the work will be

done through computers such as sending emails, maintaining data base, creating brochures of

seminars, etc. Company will spend ample amount of money on buying new systems with a

strong server to hold all the information.

4.2. Communication

Grey Matter will get a corporate conne ction from Vonage whi ch runs on VOIP and will allow us

to call anywhere in North A meri ca and 60 countries in the world on a single monthly bill

payment system that is far cheaper than using any normal corporate package from B ell, R ogers,

etc.

4.3 . Customer service and support

Company will make sure that it provides the best possi ble customer support for smooth running

of seminars and after sales feed back system whi ch will help us in improving for future events

and retaining them for future seminars. This will be backed by our intera ctive we bsite whi ch will not only provide information a bout our upcoming events, but will also guide interested clients to

register or to make suggestions for future.

4.4. Production

The produ ction department of any seminar company is its back bone. If you cant create a good

topic then it does not matter how strong sales and marketing team you have, the seminar will fail

for sure. Our experien ced produ ction team will remain in constant tou ch with industry experts

that will usually visit our seminars as speakers to produ ce such events that are asked by the

clients.


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R unning a successful seminar takes a good deal of planning, so it pays to start early. The

timeline below includes some key milestones you will need to hit if you are going to be fully

prepared.

8 to 10 weeks prior to the event

y Finalize topic.

y B egin creating event content.

y Che ck availa bility for guest speakers.

y Start collating your target list.

y Design your invitations. Define and begin creation of event giveaways

y B ook stands and backdrops.

7 weeks

y Continue working on content.

y Determine the registration process for attendees (online, e-mail, telephone)

y Complete the design / produ ction of your invitations.

6 weeks

y Finalize the content.

y Create event collateral (company brochures, produ ct overviews, etc.)

y Mail your invitations.

y A rrange food and beverages as appropriate.


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4 weeks

y A nalyze registration data and invite more attendees if appropriate.

y Create event evaluation form.

y Che ck your event giveaways will be delivered on time.

2 weeks

y Send an invitation reminder at the end of the week.

y Visit the venue and ensure that all the audiovisual equipment is working properly.

y Secure a registration ta ble for check -in and collateral.

1 week

y R ehearse your presentation 7 to 8 times.

y Create badges with the name and company name for all attendees.

y Consolidate all your collateral.

Day of event

y A rrive early.

y Che ck all equipment at least one hour prior to event.

y Wel come all your guests as they enter the seminar room.


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5. Market Analysis

Seminar is, generally, a form of academi c instru ction, either at an academi c institution or offered

by a commer cial or professional organization. It has the function of bringing together small

groups for recurring meetings, focusing each time on some particular su b ject, in whi ch everyone present is requested to actively participate. Increasingly, the term "seminar " is used to descri be a

commer cial event (though sometimes free to attend) where delegates are given information and

instru ction in a su b ject such as property investing, other types of investing, Internet marketing,

self -improvement or a wide range of topics, by experts in that field.

There are several separate markets for our seminar:

Corporations with interest in improving the planning of groups or individuals either

inside the corporation or related to the corporation. The most o bvious are the larger

corporations that market through separate channel entities, such as distri butors selling to

dealers, manufa cturers selling through dealers.

Owners and managers of smaller - or intermediate -sized businesses.

Individuals looking to either start their own businesses or improve their business planning

skills and knowledge.

The market for produ cing seminars for others includes just a bout every business in Statesville.

10 .1. Target Market Segment Strategy

Many businesses, particularly larger companies, hold annual conferen ces and seminars,

which bring together delegates from national and international branches. These events typi cally include spee ches by guest speakers, and often feature evening entertainment for

the delegates. B usinesses also arrange conferen ces and seminars for team -building,

training and management development purposes.


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Many businesses are now focusing on building staff and client loyalty, and boosting

morale, by holding regular corporate hospitality events. These often take the form of

entertainment days, where staff and / or clients may engage in group games and activities.

Traditionally, these took the form of participation -based sports, such as paint -balling and

survival courses; however, businesses are increasingly tailoring hospitality events to cater for all employees and clients. Events may consist of optional team games, or may allow

delegates to enjoy golf, fishing or other sporting activities.

Manufa cturing and retail businesses may choose to host or participate in trade

exhi bitions, produ ct laun ches, sales and marketing conferen ces, and produ ct

demonstrations. These trade exhi bitions, which bring buyers and sellers into dire ct

conta ct, are a key element of the events industry, and range from large, national

consumer events such as the annual Ideal Homes exhi bition, to smaller -scale private trade

exhi bitions and seminars.

You may be approa ched by politi cal parties or MPs who wish to organize a conferen ce,

seminar or lecture. A cademi c institutions also host and take part in special lectures and

conferen ces.

Professional industries, such as the health care, pharma ceuticals, education, science,

finan ce, sales and marketing sectors, regularly attend conferen ces and conventions. Equally, sectors that command a large sales for ce, such as fast -moving consumer goods

(FMCG) businesses, often arrange conferen ces, as this can be a good way for sales

representatives from the field to meet and network. Trade asso ciations may also organize

an annual conferen ce for their mem bers - see www.taforum.org for a dire ctory of these.

Charities, societies and amateur clu bs may approa ch you to help them organize an annual

conferen ce, de bate, fundraising event or dinner. These organizations may be working

with a limited budget, but may still choose to enlist the help of a professional events organizer. Similarly, student groups who are organizing fundraising events, de bates or

lectures may also approa ch you for guidan ce.


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Multinational companies and international asso ciations may organize regular conferen ces

for their workers and mem bers. These are usually held in major cities, and tend to be

handled by large, national events management companies.

Finally, advertising and pu blic relations (PR ) agen cies are often asked to organize

promotional events and produ ct laun ches on behalf of their clients, and may outsour ce

some aspe cts of this work to an independent events organizer.

For the corporate market we need to focus on specific companies with spe cific opportunities.

They should all be companies that work with independent channel points, because these are the

most likely buyers. Channel development or channel marketing is the main jo b area for the first

push. For small and medium businesses we need to focus on organizations that can lever our

market offering: the A meri can Management A ssociation, for example, the A ICPA , trade

asso ciations and industry asso ciations and perhaps some magazine pu blishers.

A ccording to datamonitor, total num ber of corporate seminars held in Canada in 2009 exceeded

5,000 . This figure has remained constant since 2007 majorly due the bu bble burst in the finan cial

market around the world. Seminar market is expe cted to grow at a slow pace of 1.2% for the next

two years, but there are many new areas that can be explored such as oil and gas, go green, etc.

that are expe cted to grow at a rapid pace. With average attendees in one seminar is 40, we can

assume that 200 ,000 people attended seminars in Canada in the year 2009 .

Grey Matter has some focused areas/industries that will be targeted and that is assumed to be

15% of the total size for the first year that will bring the total to 30,000 . In the second year Grey

Matter will target potential clients in U SA whi ch will increase by three times to 90,000 . Seminar

industry average shows that 4-5% of total people conta cted attend the seminar which makes this

industry very attra ctive if you have good upcoming seminars in the pipeline.

10 .2. Market Needs

The underlying need is accelerated learning:


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Developing businesses is not a skill people normally include in standard curricula for standard

education, it is a skill considered ad-hoc, a specialized skill developed and exer cised for a

specialized task.

Those who don't have time for academi c learning may still need to develop businesses and our

seminars give them a chance to gain familiarity in a few hours. Com bined with business

software, they can move forward and redu ce the fear, break the pattern of procrastination, and

move ahead with their planning.

In some market niches, seminars may serve their participants as continuing education required by

professional licensors. This could be true for CPA s, for example, or attorneys.

In the large corporation context, there are additional market needs. Companies that market

through channel partners need three things related to business plans:

1. B usiness information from the channel partners a bout business conditions, plans,

proje ctions, and business programs.

2. Consisten cy of num bers, definitions, business models, fore casts, and analysis.

3. U seful realisti c planning.

4. Occasions suita ble for regular meetings with events --such as business plan seminars --

that can attra ct independent small businesses to attend those meetings. They use the

meeting to announ ce new produ cts, marketing programs, etc. Meetings are often held in

attra ctive vacation locations so channel partners can com bine business with vacations.

10 .3 . Market Growth

We have no indication of market growth in this pulverized and diffuse market. No statisti cs are availa ble. What we do know is that there is growth potential, and plenty of potential market.

The seminar business is very diverse. It ranges from the high end, colleges and universities and

some consulting companies offer serious multi -day seminars in planning and strategi c planning

for hundreds and even thousands of dollars.


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The seminar business is also very diverse. It ranges from high -end seminars lasting more than a

day and costing more than $1,000 to free sales pitches intended to draw would be entrepreneurs

for the purpose of selling produ cts.

10 .4. Competition and Buying Patterns

A t the high end, colleges and universities and some consulting companies offer serious

multi -day seminars in planning and strategi c planning for hundreds and even thousands

of dollars.

There are also very serious seminar offerings from organizations such as the A MA , A ICPA , etc. These tend to cost a bove $500.

U seful seminars are offered as well by SB DCs, smaller colleges and universities,

community colleges, and even high school night school programs. Many of these are free,

or close to free.

There are also related seminars offered by vendors of get -rich-quick schemes and multi -

level marketing programs. These unfortunately add noise to the market; confuse potential

participants between real values and thinly disguised sales pitches.

10 .5. Competitor Analysis:

Competitors Strengths Weaknesses USP R eviews Accessibility Customer

Base

Marcus

Evans

Presen ce

in 40

countries

More stress

on

conferen ces

and

hospitality

events

S ponsors of

Soccer clu bs

Fair Offices in

major cities

in North

A meri ca

Good


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AMA Huge

customer

base

Limited to

training

seminars

only

Technologi cally

advan ced with

live video

training

glo bally

Fair 24/7 online

availa bility

Excellent

Skillpath Widest

range and

largest

num ber

of

seminars

in Canada

Too

diversified

CEU and CPE

credits received

on attending

training

seminars

Excellent Office in

every

provin ce in

Canada

Good

Seminar

Canada

Canada

specific

seminars

Lack of

glo bal

experien ce

U p to date

trainings for

Canada only

companies

Fair Only by mail Fair

The way this business is positioned, we should try to work with our main competitors, instead of

compete with them. A MA , A ICPA , and business schools could be co-sponsors and allies rather

than competitors.

Competitors such as Mar cus Evans and Seminar Canada will not pose as dire ct threat to Grey

Matter, as Mar cus Evans as a company is too diversified and focuses on expensive conferen ces

and their main earning department is The Hospitality Group (THG). On the other hand, Seminar

Canada is restri cted to companies and individuals who look for solutions only in Canadian local

market.

U SP for few companies could not be determined sue to lack of information on their respe ctive

we bsites. The analysis is qualitative and based on personal o bservation of the material whi ch was

readily availa ble and also due to lack of quantitative material. Other competition would be

business plan consultants, and in a sense all low -end business plan seminars.


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10 .6. Competitive Comparison

B usiness plan seminars run from free seminars intended to sell produ cts or servi ces to high -end

seminars sponsored by the A meri can Management A sso ciation and similar organizations.

We don't feel that the market is well covered. For a broader view of competition, we look at both

other seminars and other competing offerings of similar tools and know -how:

B ooks.

Magazine articles.

Classes in local junior colleges, night school, business schools.

Stand -alone software.

Low -end, often free entrepreneurial seminars. Some are offered by Small B usiness

Development Centers (SB DCs) for little or no money.

Professional seminars for $100 or more.

We understand the signifi cant commer cial investment an organizations event represents, which

is why our experien ce and specialist skills ensure they get the out come they planned.

With expertise in the industry Sahil A huja has a particular understanding of the specialist

technical demonstration requirements needed to support events for IT and High Tech

organizations.

We bring together experts in the field of A V, multi -media, stand and set design to create the best

show case for their message. We'll also take on the burden of the administration and co-

ordination of internal sponsors and external suppliers, to ensure an integrated adheren ce to the

event proje ct plan.

What's more, we'll help define event o b jectives and create the right com bination of elements to

ensure their event achieves its aims. We offer an independent viewpoint on how to communi cate

best with their delegates or audien ce.


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6. Business Model and Porters Five Forces

Money Outflow Money Inflow

S

E

M

I

N

A

R

S

A) Other Expenses

R ent Inventory Cost Internet/ Telephone Seminar room booking Flight tickets and hotel

room booking for speakers

1. Investment

Own Investment Dragons Den

2. Cash

Sale of Seminar tickets Sale of software tools S ponsors of seminar

D ) Staffing (Salaries/Wages)

B) Marketing

A dvertisement Promotions

- Offline (B anners/ Newspapers)

- Online (Internet)

C) Taxes/Legal expensesand Insurance


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Porters Five Forces:

Bargaining power of suppliers: B argaining power of suppliers is low as for Grey Matter

suppliers will be the hotels where the seminars will be held. A ll major cities have plenty of hotels

with best facilities needed for seminars. Furthermore, when a 2 day seminar will be held in a

hotel, Grey Matter will also book many rooms at the same place apart from the conferen ce room

which will give us the bargaining power.

Bargaining power of buyers: B argaining power of buyer depends on the topic of your seminar.

If the seminar is unique and based on the latest topic whi ch is in demand then the bargaining

power will remain low and if in case any competitor will hold a similar seminar during that

period then the bargaining power of buyer will be high.

Threat of new entrants: The market has low entry barriers and so far in the North A meri can

market hardly any company has fixed market share. Everything depends on your produ ction and

sales team on how you are a ble to find a good seminar topic and how well the sales and

marketing team is a ble to reach the right client.

Threat of substitutes: The only threat of a su bstitute for Grey Matter is if the targeted

companies try the in-house conferen ces and training whi ch is usually not cost effe ctive, so the

threat of su bstitutes is low.

R ivalry among competitors: Direct competition with other seminar companies is extremely

high. A lot depends on how quickly you are a ble to hold a seminar on a hot topic in the market.


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7. Strategy and Implementation

The main thrust of strategy is to lever our identifi cation with businesses to offer seminars with

real content and real value that will be useful to the participants. We understand the underlying

needs and give the customer what they really need.

10 .1. Value Proposition

In the corporate market: our clients get channel development programs that increase the quality

of channel information, enhan ce the businesses of channel partners, and improve the attendan ce

of programmed meetings, at a price commensurate with real value offered.

In the mainstream market: our clients get accelerated learning in a few hours with software to

take home that vastly increases the value and likelihood of success.

Our strategy is simple. Well undertake an initial consultation to determine the o b jectives for the

event. Well dis cuss potential themes, projected delegate out comes, technical and presentation

requirements and even review how to promote the event.

Our comprehensive report will provide venue recommendations, audien ce profiles, and options

for the shape and format of the event. Well also outline how to achieve maximum impa ct within the allo cated event budget.

Well also examine how to measure ROI and provide recommendations for final event

evaluation.

With Grey Matter a customer will get a strategi c, stru ctured approa ch to event delivery:

Initial consultation and event briefing

Consultation R eport, incorporating recommendations on event style, location and venue

Planning schedule, outlining key phases, check points and critical path plan

Proje ct Management of event implementation

Post event R eport


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Delegate follow -up

Event evaluation and assessment of future opportunities

10 .2. Competitive Edge

Our most important competitive edge is the intimate link with the business software. While other

seminars may offer their parti cipants content, we offer them both know -how and tools to use that

know -how. They walk out of the seminar with a much higher likelihood of actually using it.

10 .3 . Marketing Strategy

Target market for Grey Matter has been mentioned a bove as MNCs, Large organizations,

Individuals, politi cal parties, etc. and the marketing strategy for each segment will be customized

accordingly.

The best way to market a seminar is by reaching the potential clients at the right time and

providing them with benefits that they can get with attending a parti cular seminar. For large

companies its a bout how they can benchmark themselves in the market they operate in and/or

finding a solution for a pro blem that the whole industry is facing at any point. For individuals its

the best way to network with people of their own industry whi ch could result in jo b offers,

business deals, etc.

Our marketing strategy is based on making our value proposition known to the potential market

(through conta cts, selling, leverage with allies, and the we bsite) and focusing on the market

needs of the main potential clients. With a qualified and dedicated team we will reach out to all

potential clients via telephone and e-mails to get the best possi ble attendan ce to the seminar.

10 .4. Positioning Statement

For companies marketing through channels, our business seminars provide better planning, better

business information, and higher attendan ce at planned meetings. For entrepreneurs wanting to


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develop a business, our seminars give them an accelerated head start that enhan ces knowledge

and redu ces fear. U nlike normal seminars, ours come with software included so participants will

be much more likely to actually develop that plan, not just think a bout it.

10 .5. Pricing Strategy

Our seminars should be priced a bove the medium, but not so high as to rule out participation

from entrepreneurs. We aim for $500 per participant in the mainstream seminars, and $4,000 per

day in the corporate market.

10 .6. Marketing Programs

The we bsite.

Email newsletter list.

A llian ces with key organizations including SB DC, Cham bers of Commer ce, SCORE ,

A ICPA and A MA .

10 .7. Sales Strategy

We need to be a ble to offer schedules and agendas off of our we bsite, from whi ch we can

register clients as easily as possi ble. We should also set up a toll-free num ber to take

registrations, pro ba bly through an answering servi ce until the sales and marketing manager is on

board.

10 .8. Strategic Alliances

Strategi c allian ces will be critical to this business. We need to develop allian ces with

entrepreneurial we bsites, SB DCs, A ICPA , A MA , and others.


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10 .9. Milestones

We bsite plan

We bsite implementation

R ecruit marketing person

Sales conta cts and networking

Initial marketing

First corporate seminar

Second corporate seminar

First seminar for another business


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8. R isk Analysis

R isks Mitigation Plan

External- R ecession

Strong tie-ups with sponsors

Internal- Technologi cal o bsolen ce

Constant upgrading with reserve funds for technologi cal advan cement

R isk analysis is a formal process of determining risks and developing a plan to deal with them.

For Grey Matter to run smoothly, it is important to cover these internal and external risks that

can affe ct any business seminar company. One of the external risks is R ecession whi ch can

dire ctly affe ct sales and could even lead to closure of business. This is why Grey Matter will

keep strong tie-ups with its sponsors of the seminars so that if such a situation arises then the

company will have an option to cut down on the prices of the seminar tickets for full participation and get all the costs covered from the Platinum, Gold and Silver S ponsor packages.

Grey Matter relies heavily on technology, such as its we bsite and high speed internet for sales of

tickets and providing live streaming of seminars to delegates who cannot travel. B est measures

will be taken to regularly upgrade all systems, including a year round contra ct with a tech

support company to manage the we bsite and other online related servi ces.


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9. Future Expansion Strategy

10 .1. Future Expansion Strategy:

Grey Matter aims at becoming a known and respe cted seminar company in the North A meri can market in next three years. Following steps will be taken to reach that mark:

y O pen a new offi ce in NYC, U SA by the end of second year y R each an average of 40 seminars per year by 2013 y Sales and marketing team size to reach 30 by third year

10 .2. Balance Scorecard:

Summary: This is Grey Matters balanced score card showing its o b jectives whi ch the company will attain in next five years.

Strategic Areas of Focus

Strategic Objectives PerformanceMeasures

Initiatives

Customer y Increase Market Share

y Improve B rand Image

y Market Share y B rand A wareness

y Cheaper Seminar Tickets

y Social Media and Cold Calling

Financial y Increase R evenue y

Decrease cost

y R evenue y

O perating Costs

y S ponsors y

Sale of Seminar and Software Tickets

Learning andGrowth

y Enhan ce use of technology

y Improve R esear ch for Produ ction of

New Seminars

y Technology Gap A nalysis

y Total Num ber of A pproved Seminars

y Online Order and Pur chasing O ptions

y Service Training


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10 . Web Plan Summary

A s with so many similar businesses, the we bsite is a critical part of the marketing plan.

Potential clients expe ct it. The we bsite will be used to generate leads and to close sales through

reinfor cement and information.

10 .1. Website Marketing Strategy

The main we bsite marketing strategy is sear cher placement. We depend on careful sear cher

strategies with the main sear chers. Placement is critical. There is no budget for banner

advertising.

The second main promotional strategy is the we bsite allian ce. We will need to esta blish

affiliations with key related sites, offering valua ble content in return for strategi c placement.

10 .2. D evelopment R equirements

The we bsite will be mainly information, emphasizing event schedules, agendas, qualifi cations and online registration. The most complex portion of it will be the online form for registration.


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11. Management Summary

This is a small company with three employees in the management team: founder, sales and marketing manager, and produ ction manager. Grey Matter will hire few more people in the sales and produ ction team to work under the department heads.

11.1. Management Team

Sahil Ahuja , 28, is the founder of Grey Matter and prior to his post graduate certifi cate at Hum ber has worked in a seminar company for more than 4 years in different departments including produ ction, sales and marketing. His knowledge in seminar business covers oil and gas, finan ce, and IT industry which is backed by his bachelor degree in Software engineering and a masters degree in Finan ce A ccounting and Management from U niversity of B radford, U K.

This strong experien ce will help the company in the initial stage of targeting the right industries and his leadership skills will help the company in developing a strong team with all necessary training that would be required by a new employee.

Gibril George , 34, is the sales and marketing manager of Grey Matter and has been in the event and seminar industry for 10 years. He has worked with some of the big companies like Mar cus Evans, IQPC in the past and has brought along a huge data base of clients whi ch is crucial for the company. He has managed teams of more than 50 people and is a great motivator, leader and a

successful salesman. He will be responsi ble for hiring as most of the jo bs offered in the end of first year will join Gi bril on the floor.

Elina Gordon , 32, will head the produ ction department for Grey Matter. Her strong relations with several industry experts will let the company enjoy the privilege of having them as speakers for its seminars. Her previous work involved resear ching new topics, writing detailed programs, acquiring industry experts to speak and then briefing sales, sponsorship and marketing teams. She holds a master degree in marketing from U niversity of Leeds.


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11.2. Wage Slab

Position Wage and commission Total Income

Head e-marketing/ A dministration

$2,500 basic plus 10% commission on sponsorship

$30,000 plus 10% commission on sponsorship

Head of Sales $2,000 basic plus 5% commission on team sales

$24 ,000 plus 5% commission on team sales

Head of Produ ction $3,000 basic plus $20 per delegate

$36,000 plus $20 per delegate

Sales Team $1,5 00 basic plus 10% commission on sales

$18,000 plus 10% commission on sales

11. 3 . Management Team Gaps

This business plan depends on finding the right sales and marketing person. This is a full -time jo b with a good future. Grey Matter believes that equal opportunity in employment for all sections of society is a component of its growth and competitiveness. It further believes that inclusive growth is a component of growth and development of the country


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12. Financial Plan

The finan cial plan depends on initial investment of $60 ,000 from the founder plus $60 ,000 from

Dragons Den for whi ch they will be offered 25% stake in the company. The rest of the finan cial

plan is reasona bly conservative, but there does have to be money at risk.

12.1. Key Financial Indicators

1. Income Statement: The income statement for the first year shows a loss of $12,270 . In the

first year of its operations Grey Matter would need to invest in equipment, we bsite, licensing and

a lot of money will be put into advertising and promotion for the company. In the second and the

third year proje ctions Grey Matter is making profits as it is assumed that the num ber of seminars condu cted will increase by 25% and the company would not need to spend the similar amount of

money on advertising as in the first year. It is also assumed that the cost of holding a seminar

will redu ce due to strong tie-ups with hotels as they will receive regular business. See appendi ces

for monthly Income Statement (P&L S tatement) for 2011 and a three year Income Statement.

2. 12 Month Cash Flow Statement: Cash flow statement shows the amount of cash that Grey

Matter has at the beginning and covers all fixed expenses that the company will bear during the

finan cial year. A s mentioned in the plan earlier that it takes more than a month for a seminar company to produ ce an event, so the sales for the first month will be $0. The cost of organizing a

seminar for the first year will remain almost constant at 40.1% and it is assumed that over the

year Grey Matter will manage to have total sales of $250,255 with a cost of $100,525. Cash flow

statement will show a strong surplus as it is a bsolutely essential for a servi ce industry to keep a

considera ble amount of cash in hand.

3 . Sales Forecast: With no sales in the first month Grey Matter will start slow with only 1

seminar in the second month, but the company will grow strongly during the first year of its operation with assumed 26 seminars by the 12th month. A part from seminar sales the company

will also sell software tools that will help the clients in getting the right solution for the pro blems

that the particular industry would be facing at that time. It is assumed that a single corporate

event would go for $4,000 and for a standard event participants will be charged for individual


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tickets. Sahil A huja will be responsi ble for closing deals of sponsors for the seminars that are

categorized as Platinum, Gold and Silver ($10K, $5K and $3K) and it will attra ct business

solution providers to network with other participants and will also get a chance to speak at the

event. A ll calculations are provided in detail in the appendi ces.

4. Balance Sheet: Proje cted balan ce sheet for the year ending 2011 shows the total assets of

$371,485 which includes the remaining cash of $113, 730 out of the initial investment of $120K.

The cash figure has gone down due to our assumption that the company will bear losses in the

first year whi ch is quite common for new businesses irrespe ctive of the industry.

5. Break Even Analysis: B ased on all assumptions it is calculated that to breakeven Grey Matter

would need to reach the sales level of 484 ,286 . Calculating through the figures in the breakeven

analysis ta ble in the appendi ces we can assume that the company will tou ch the breakeven point

in mid of second finan cial year (2012).

6. R eturn on Investment ( R OI): R eturn on investment is calculated by dividing Net Income by

B ook Value of A ssets. B elow are the proje cted ROI for three finan cial years:

2011 ($12,270 )/$162,000 = -0 .076

2012 $12,864 /$171,700 = 0 .075

2013 $46,199/$188,415 = 0.24

This indicates that even though the ROI for the first year is in negative, Grey Matter will start

earning in the second year and with ROI of 0.075 and strong growth is assumed for the third year

as well taking ROI to 0.24.

These assumptions are reasona bly made, but still manage to come up with a strong 24% ROI b y

the third year whi ch shows that Grey Matter will be a profita ble company to invest. Please refer

to the appendix section for all finan cial statements.


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Appendix

SALES FOR

ECAST

MONTH1

MONTH2

MONTH3

MONTH4

MONTH5

MONTH6

MONTH7

MONTH8

M

UNIT SALESCorporateEvents 0% 0 1 0 2 0 0 0 0 Corporateunits 0% 0 15 2 30 5 5 5 5 StandardEvents 0% 0 0 1 0 2 2 2 3 Participants 0% 0 0 15 0 30 35 35 75Other 0% 0 0 0 0 0 0 0 0 TOTAL UNITSALES 0 16 18 3 2 3 7 42 42 8 3

UNITP R ICES

MONTH1

MONTH2

MONTH3

MONTH4

MONTH5

MONTH6

MONTH7

MONTH8

M

CorporateEvents $4,000.00 $4 ,000.00 $4 ,000.00 $4 ,000.00 $4 ,000.00 $4 ,000.00 $4 ,000.00 $4 ,000.00 $4Corporateunits $90 .00 $90 .00 $90 .00 $90 .00 $90 .00 $90 .00 $90 .00 $90 .00 $9StandardEvents $0.00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0Participants $495.00 $49 5.00 $49 5.00 $49 5.00 $49 5.00 $49 5.00 $49 5.00 $49 5.00 $4

Other $0.00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0

SALESCorporateEvents $0 $4 ,000 $0 $8 ,000 $0 $0 $0 $0 $8Corporateunits $0 $ 1,35 0 $180 $2 ,700 $4 50 $450 $450 $450 $4


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StandardEvents $0 $0 $0 $0 $0 $0 $0 $0 $0 Participants $0 $0 $7 ,425 $0 $ 14,850 $17,325 $17,325 $37,125 $3Other $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTALSALES $ 0 $5, 3 50 $7,6 0 5 $1 0 ,700 $15, 300 $17,775 $17,775 $ 3 7,575 $4

D IR ECTUNIT COSTS

MONTH1

MONTH2

MONTH3

MONTH4

MONTH5

MONTH6

MONTH7

MONTH8

M

CorporateEvents 0.00% $500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 5Corporateunits 0.00% $75.00 $7 5.00 $7 5.00 $7 5.00 $7 5.00 $7 5.00 $7 5.00 $7 5.00 $7StandardEvents 0.00% $2,000.00 $2 ,000.00 $2 ,000.00 $2 ,000.00 $2 ,000.00 $2 ,000.00 $2 ,000.00 $2 ,000.00 $2Participants 0.00% $100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1Other 0.00% $0.00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0 .00 $0

DI

R ECTCOST OF

SALESCorporateEvents $0 $ 500 $0 $ 1,000 $0 $0 $0 $0 $ 1Corporateunits $0 $ 1,125 $150 $2 ,250 $375 $375 $375 $375 $3StandardEvents $0 $0 $2 ,000 $0 $4 ,000 $4 ,000 $4 ,000 $6 ,000 $6Participants $0 $0 $ 1,500 $0 $ 3,000 $ 3,500 $ 3,5 00 $7 ,500 $7Other $0 $0 $0 $0 $0 $0 $0 $0 $0 SUBTOTALD IR ECT

COST OFSALES $ 0 $1,625 $ 3 ,65 0 $3 ,25 0 $7, 3 75 $7,875 $7,875 $1 3 ,875 $1


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PR O FO R MA P R OFIT AN D LOSS 2 0 11

MONTH1

MONTH2

MONTH3

MONTH4

MONTH5

MONTH6

MONTH7

MONTH8

MO

SALES $ 0 $5, 3 50 $7,6 0 5 $1 0 ,700 $15, 300 $17,775 $17,775 $ 3 7,575 $49,D irect Cost of Sales $0 $ 1,625 $3,650 $3,250 $7 ,375 $7,875 $7,875 $13, 875 $18OtherProductionExpenses $3,000 $ 500 $0 $0 $0 $0 $0 $0 $0 TOTAL COSTOF SALES $ 3 ,000 $2,125 $ 3 ,65 0 $3 ,25 0 $7, 3 75 $7,875 $7,875 $1 3 ,875 $18,

Gross Margin ($3,000) $3,225 $3,955 $7,450 $7 ,925 $9,900 $9 ,900 $2 3,700 $ 31

EXPENSESPayroll $7,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,5

Sales andMarketing andOther Expenses $5,000 $4 ,000 $2 ,500 $2 ,500 $2 ,500 $2 ,500 $2 ,500 $2 ,500 $2 ,5D epreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 Utilities $200 $200 $200 $200 $200 $200 $200 $200 $200 Insurance $500 $0 $0 $0 $0 $0 $0 $0 $0 R ent $1,5 00 $ 1,5 00 $ 1,5 00 $ 1,5 00 $ 1,5 00 $ 1,5 00 $ 1,5 00 $ 1,5 00 $ 1,5Payroll Taxes 15% $1,1 25 $1,1 25 $1,1 25 $1,1 25 $1,1 25 $1,1 25 $1,1 25 $1,1 25 $1,1Website $8,000 $0 $0 $0 $0 $0 $0 $0 $0

TOTALOPE R ATINGEXPENSES $2 3 ,825 $14, 3 25 $12,825 $12,825 $12,825 $12,825 $12,825 $12,825 $12,825

Profit BeforeInterest andTaxes ($26 ,825) ($11,1 00) ($8 ,870) ($5,3 75) ($4 ,900) ($2 ,925) ($2 ,925) $10,875 $18EBIT D A ($26 ,825) ($11,1 00) ($8 ,870) ($5,3 75) ($4 ,900) ($2 ,925) ($2 ,925) $10,875 $18


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Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0

NET P R OFIT ($26,825) ($11,1 00 ) ($8,87 0 ) ($5, 3 75) ($4,9 00 ) ($2,925) ($2,925) $1 0 ,875 $18,

Profit and Loss Projection ( 3 Years)Grey Matter

20 11 % 2 0 12 % 2 0

Sales $ 250,255 100.00% $ 312,819 100.00% $ 391,02

Cost of Sales 100,525 40.17% 128,255 41.00% 156,41

Gross Profit $ 149,730 59.83% $ 184,564 59.00% $ 234,61

Operating ExpensesSalary (Office &Overhead) $ 90 ,000 35.96% $ 99 ,000 31.65% $ 108,90

Payroll (taxes etc.) 13,5 00 5.3 9% 14,850 4 .75% 16,33

A dvertising 28,000 11.1 9% 30,800 9 .85% 33,88

We bsite 8,000 3.20% 2,500 0 .80% 2,50

A ccounting and Legal 500 0 .20% 500 0 .16% 50R ent 18,000 7 .19% 19,800 6 .33% 21,78

Telephone 1,500 0 .60% 1,650 0 .53% 1,81U tilities 2,000 0 .80% 2,100 0 .67% 2,20

Insuran ce 500 0 .20% 500 0 .16% 50


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Interest - 0 .00% - 0 .00%Depre ciation - 0 .00% - 0 .00%

Other expense (specify) - 0 .00% - 0 .00%Total Expenses $ 162,000 64 .73% $ 171,700 54.89% $ 188,41

Net Profit Before Tax (12,270 ) 12,864 46 ,19Income Taxes - -

Net Profit After Tax (12,270 ) 12,864 46 ,19Owner D raw/D ividends - -

Adj. to R etainedEarnings $ (12,270 ) $ 12,864 $ 46 ,19


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PR O FO R MA CASH FLOW 2 0 11

MONTH1

MONTH2

MONTH3

MONTH4

MONTH5

MONTH6

MONTH7

MONTH8

CASHR ECEIVE D

Cash fromOperations

Cash Sales $0 $ 5,35 0 $7 ,605 $10,700 $ 15,3 00 $ 17,775 $17,775 $37,575

SUBTOTALCASH F R OMOPE R ATIONS $ 0 $5, 3 50 $7,6 0 5 $1 0 ,700 $15, 300 $17,775 $17,775 $ 3 7,575

Additional CashR eceived

Sales Tax, VAT,HST/GSTR eceived 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $

Sales of OtherCurrent Assets $0 $0 $0 $0 $0 $0 $0 $0 $

Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $

New InvestmentR eceived $0 $0 $0 $0 $0 $0 $0 $0 $

SUBTOTALCASHR ECEIVE D $0 $5, 3 50 $7,6 0 5 $1 0 ,700 $15, 300 $17,775 $17,775 $ 3 7,575


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EXPEN D ITU R ESMONTH

1MONTH

2MONTH

3 MONTH

4MONTH

5MONTH

6MONTH

7MONTH

8

Expendituresfrom Operations

Cash Spending $7,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500 $7 ,500

Sales andMarketing andOther Expenses $5,000 $4 ,000 $2 ,500 $2 ,500 $2 ,500 $2 ,500 $2 ,500 $2 ,500

Cost of Sales $0 $ 1,625 $3,650 $3,250 $7 ,375 $7,875 $7,875 $13, 875

Insurance $500 $0 $0 $0 $0 $0 $0 $0 $

R ent $1,5 00 $ 1,500 $ 1,5 00 $ 1,500 $ 1,500 $ 1,5 00 $ 1,500 $ 1,5 00

Payroll Taxes 15% $1,1 25 $1,125 $1,1 25 $1,125 $1,125 $1,1 25 $1,125 $1,1 25

Total CapitalEquipment $7,500 $0 $0 $0 $0 $0 $0 $0 $

SUBTOTALCASH SPENT $2 3 ,125 $15,75 0 $16,275 $15,875 $2 0 ,000 $20 ,500 $20 ,500 $26,5 00

NET CASHFLOW ($2 3 ,125) ($1 0 ,400 ) ($8,67 0 ) ($5,175) ($4,7 00 ) ($2,725) ($2,725) $11, 0 75

CASHBALANCE $96,875 $86,475 $77,8 0 5 $72,6 30 $67,9 30 $65,2 0 5 $62,48 0 $73 ,555


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Breakeven Analysis

Cost D escription Fixed Costs ($) Variable Expenses (%)

Salaries 90,000 10.0

Payroll Taxes 13,5 00 10.0

Supplies 500 0.0

Equipment 5,000 5.0

A dvertising and Promotion 28,000 10.0

We bsite 8,000 5.0

A ccounting and legal 500 0.0

R ent 18,000 10.0

Telephone 1,5 00 10.0

U tilities 2,000 5.0

Insuran ce 500 0.0

Contingen cy Fund 2,000 0.0

Total Fixed Expenses$

169,500

Total Variable Expenses 65.0

Breakeven Sales level = 484286


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Balance Sheet (Projected)Grey Matter

Projectedas of 03/31/ 2012

Assets

Current AssetsCash in bank $ 113, 730A ccounts receiva ble 250,255 Other current assets -Total Current Assets $ 363,985

Fixed AssetsEquipment $ 5,000Furniture & fixtures 1,000

(LESS accumulated depre ciation on all fixed assets) -

Total Fixed Assets (netof depreciation) $ 6,000

Other AssetsIntangi bles $ -Deposits -Goodwill -Other 1,500Total Other Assets $ 1,500

TOTAL Assets $ 371,485

Liabilities and Equity

Current Liabilities


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A ccounts paya ble $ 100,525 O perating Expenses 148,500Taxes paya ble 13,5 00

Notes, short -term (due within 12 months) -Current part, long -term de bt -Other current lia bilities 1,230Total CurrentLiabilities $ 263,755

Long-term D ebtB ank loans paya ble $ -

Notes paya ble to stockholders -LESS : Short -term portion -Other long term de bt -

Total Long-term D ebt $ -

Total Liabilities $ 263,755

Owners' EquityInvested capital $ 120,000R etained earnings -

beginning R etained earnings -current (12,270) Total Owners' Equity $ 107,730

Total Liabilities &Equity $ 371,485


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Bibliography:

http://www. biztradeshows. com/usa/ conferen ces.html

http://www.seminarinformation. com/providers. cfm

http://www.seminarinformation. com/

http://www.skillpath. ca/index. cfm?

http://www.mar cusevans. com/

http://www.amanet.org/

http://www.datamonitor. com/Default.aspx [A ccessed through Metali b account]

http://www.s core.org/template_gallery.html

http://www. 2-small -business. com/ex cel_templates.shtml

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