Business Plan I created for a mock firm specializing in training professional motor sports drivers.

1. M torhead™Academy
By: Jezzebell Vinuela

2. Elevator Pitch
MotorHeadTM Racing Academy is a premium go-kart coaching firm utilizing state of the art
technology and the latest software to facilitate the driver development program. With the
trending use of drone technology, we train drivers in a new way that is precise and
extensive. MotorHeadTM Academy partners have combined entrepreneurial knowledge from
the accredited university FIU and have more than 10 years of coaching experience. Motor
Head Academy plans to carve a niche in the motorsports market by focusing on training kids
in the go kart industry.
The Company
Notes
Due to the fact that we are targeting a younger market of racers, we are hitting a big hole in
this market. Most driving schools and coaching services do not specifically target ages 5-15
years old. Since we will be hitting that younger age, especially the 5-13 year olds, it gives us a
very big advantage over other competitors. Motor Head Academy is hitting this void in the
industry at a time where very few people see all the profitability, short term and long.
The Company
— Professional coaching company focused on
karting
— Target market is younger kids
— Located and operating within 100 mile radius
of Sonoma,California
— Key component of our business strategy is
◦ Building relationships with our clients from ayoung
age
◦ Unique technology used to coach

3. Our direct competitors are Introduction to Karting, individual coaching, and
Techniques of Karting; our indirect competitors are coaching schools like Skip Barber, Allen
Berg Racing School, Ford Racing School and some indoor racing facilities such as K1 Racing,
Xtreme Indoor Karting, and LeMans Karting. These are the competitors that actually
dominate the market share, but they are only located in certain parts of the U.S. We are
located in Sonoma California; they are not located near our area of California, so we will be
able to take a big chunk of that market due to the fact that so many racers in that area have to
travel so far in order to train. Us being located there makes it way more convenient and
affordable for the parents of these racers. We also have a partnership with the Sonoma
Speedway.
The Product
Product
— Coachingservice for drivers aspiringto be
professionals
— Service is offered in individual sessions or
packages of sessions at adiscounted rate
— Session ranges 2.5-3 hours
— Sessions include
◦ Breaking class
◦ Passingclass
◦ Race line
◦ Aggressive Driving
◦ Rain line
◦ Blocking

4. Notes
We offer drivers a premium coaching service that is explicit and extensive. We offer
seasonal packages that parents can adjust to their needs depending on their budget and
experience. The technology we offer facilitates and speeds up the learning process for any
driver. Now drivers will have the visual aid accompanied by a software that explains, in detail,
their mistakes. This is ideal for kids who are just starting off and learning because they can
quit bad habits before they really start.
Our drones and software is top of the line new technology, that has never before been
utilized in racing coaching. It is $500 per session, which we had tested in free trials at the
Sonoma Speedway. 70% of the parents and their children were satisfied with their results
and would pay for our service. Also, a customer value added is the specialized service, use of
trending technology, and the personalized one-on-one training. The training sessions will be
3 hours per day and they may choose to go as many times as they want or as we can fit them
into the weekly schedule.
Market
Market
Primary Research
Race event in Sonoma Speedway
— 700 attendants at race event
— 300 drivers
— 200 drivers below the age of 15
Secondary Research
— 80%of go kart drivers have a household income +100,000
— Important concerns for drivers
-Results
-safety
-improving lap times
Parents are willing to spend up to $15,000 to improve times and results
in one event
Source:Ekartingnews

5. Notes
Primary market research in the go-kart industry is vital because it is a niche market in
the motorsports world. The CEO of Motor Head Academy traveled to Sonoma California to
attend a race event and collect market data. The registration office of Sonoma Speedway
confirmed that there was a total of 700 people who attended the race event, this includes
spectators, mechanics, and family member of drivers. The registration office also confirmed
that there were 300 drivers registered to race at this event and 200 of these drivers were
below the age of 15. These 200 drivers fall under our market segment of drivers between the
ages 5-15. The Sonoma Speedway hosts 17 go kart race events throughout the year.
The secondary research in the market helps the company understand market trends,
and what customers value in the go-kart industry. According to Ekartingnews an estimate of
80% of drivers household income is above +100,000 in California. Further market research
shows what potential customers value, this includes results in races, safety, and improving
lap times. The money customers, more specifically parents of potential customers in our
market segment, are willing to spend in a race event to improve lap times in order to attain
better results reflects the true monetary value in these aspects of racing. Customers are
willing to spend up to $15,000 in one race event in order to achieve better results. This
includes any method of improvement whether its blueprinting engines, better race
equipment, and/or coaching.
$3.57 million (coaching services)
$3.57 million (coaching services)
Segment Growth Rate- 8.3%
Segment Penetration Rate- 18.5%
Projected 2.7% annual growth in motorsports coaching services.

6. Segments
Notes
Majority of race fans go out of their way to buy products and services offered by companies
involved in motorsports, including coaching and training amenities. Our customer segment is
contingent on driver’s age, motorsports experience, and commitment to sport. The karting
segmentations start from the Micromax category which includes children ages 5-8, the
Minimax category includes children ages 8-12, and the Junior category which is children ages
12-15. Level placement depends on driver experience. The segment includes children with
parents that have extensive disposable income ($100,000+) aspiring to invest in the
development of their racing career. Psychographics will include clients willing to spend that
disposable income on hobbies/interests to shape their child’s future. 27% of our clients are
expected to earn $45,000+ (Blue Collar) annually, and 14% range from $35-$45,000
(Mechanical/ Electrical/ Vocational).
The average age of our clientele is 60% ages 19-35, and 15% under the age of 18. 80% of our
clientele will be men and 20% women. According to these statistics, men are more likely to
Segments
— Customer Base dependent on:
◦ Age
◦ Experience
◦ Aspired Division of Motorsports
— Karting Segmentation
◦ Micromax ages 5-8
◦ Minimax ages 8-12
◦ Junior ages 12-15
Ø Segmentation depends on age due to physical and legal restrictions on using certain
equipment.
Segment from Heaven à Children ages 5-15 with experience in go-karting from $100,000+
income family within the Sonoma,CA areaand surroundingcities of 100 mile radius.
Psycho-Graphics
- Clients willingto spend disposable income on hobbies/interests.
Sonoma,CA Demographics (100 mile radius)
• 2.1 million population
• 693,000 children
• 273,000 children live in $100,000+ household income
• 89,000 children interested in professional motorsports

7. be interested in involving their children in motorsports activities. Our target market is
dedicated to children with experience in go-karting from a $100,000+ income family within
the Sonoma, CA area and surrounding cities of a 100-mile radius. Sonoma, CA has a
population of 2.1 million people of which 693,000 are children. Out of those 693,000 children,
273,000 children live in $100,000+ household income families. And out of those 273,000
children that live in those $100,000+ income families 89,000 children are interested in
professional motorsports. In result from these statistics, our market has a large potential to
reach those 89,000 children who would be interested in motorsports racing.
Industry
Notes
There are not many direct competitors in our market. There are introduction to karting
schools which dedicate themselves to training aspired drivers of all age ranges. Within that
industry there are also many individual coaches who train amateur drivers, starting as young
as 3 years of age. These coaches do not use any technology to train the drivers, usually their
Industry
— Direct Competitors
◦ Introduction to karting
◦ Individual coaching
◦ Techniques of karting
— Indirect Competitors
◦ Skip Barber
◦ Allen Berg Racing School
◦ Ford Racing School
• Indoor Racing facilities
K1 Racing
Xtreme Indoor Karting
LeMans Karting
• Market Segment
Potential:$97 million
– Karting within 100 mile
radius of Sonoma,CA.
• Penetration Rate:55%
– Total kids/Total kids+
racers per team
– Excluding staff/techs/
mechanics
• Segment Growth
Rate:8.3%

8. only form of training is by timing their lap time until it improves. Lastly, our last direct
competitor would be the Techniques of Karting. These are other karting schools that trains
students of all ages the skill behind successful karting. Our competitive advantage is that we
are more individualized and dedicate ourselves to a specific age range of drivers so improve
their driving skills in more detail.
Our indirect competitors include general go-kart racing schools like: Skip Barber, Allen Berg
Racing School, and Ford Racing School. There are also indoor racing facilities: K1 Racing,
Xtreme Indoor Karting, and LeMans Karting. These are racing teams that meet all general
racing needs, they do not specifically focus on a certain task. The indoor racing facilities are
for fun and are not dedicated to the sport.
Our market segment potential is about $97 million within 100 mile radius of Sonoma, CA. Our
penetration rate is calculated to be 55% of total kids and racers per team, excluding
staff/techs/merchants. Finally, our motorsports segment growth rate is 8.3%.
Business Position and Strategy
Business Position and Strategy
— Business Strategy
◦ Bootstrapping method
— Startup funds à family/friends
— Leasing equipment/track à dramatically minimizes costs
— No one dominant leader in market share
— Core Competency:Coach-Driver relationship
— Win a race à get sponsored à publicity!
— Competitive Strategy
◦ Exploiting weakness and leapfrogging competition
— Take advantage of competitions weakness in technology
and personalization
— Complimentary:physical and nutritional assistance

9. Notes
In terms of our Business strategy, we lean towards using a “bootstrapping” method in
the sense that our startup funds would primarily be derived from our friends and family.
More specifically, $100,000 dollars would be given to us by our grandmother and another 20
thousand would be invested by the founder and co founder. In order to minimize costs as
long as possible, we require to lease our equipment for at least the first five years in
operation. We believe our business strategy is sustainable seeing that market share is pretty
equally divided amongst our competitors, thus there is no one dominant leader in this
industry. Our core competency would be the irreplaceable relationship between the driver
and the coach. The fact that we are a service firm focusing on coaching younger kids serves as
an advantage to us because relationship building could potentially be stronger and more
loyal. Lastly, a very important aspect in our business is sponsoring our drivers. The more
races our drivers win, the more likely we are to sponsor them, and in sponsoring them this
will help us with our publicity.
In terms of our competitive strategy, we plan to exploit the weakness of our competitors
and thus leapfrog them. More specifically, we plan to take advantage of their weaknesses in
technology and personalization of service. We plan to use different mediums of technology
than traditionally used in racing schools to more specifically analyze our clients racing
abilities and how to improve them. Seeing that there is a trending use of drone technology
expanding from the military to regular civilian purposes, we plan to implement this drone
system into our services as well as accompanying this technology with the Dartfish software
that goes hand in hand with this technology. We also want to emphasize how important it is
for us to form and maintain relationships with our clients, rather than give a service a couple
of times and end the relationship there. Our customer service and relationship strategy is
similar to that of Nordstroms, where Nordstroms competitive advantage Is the relationship
built between salesperson and customer. On top of our competitive strategy we also would
like to offer physical and nutritional assistance to our clients, something that is typically
overseen by all drivers and coaches, as a complimentary bonus to our service.

10. Sales and Marketing Strategy
Notes
Our coaching staff is in charge of the sales and marketing of our business. Each
member has a specific job function to help our sales profit increase and to get in touch with
our potential customers to market our service. Sales Orientation is provided by our
headquarters, as well as uniforms for our staff and promotional materials. Our marketing
strategy includes reaching our potential clients in racing events and setting up tents with
promotional advertisements offering a free test-sessions for all drivers interested in our
services. That will give us a chance to speak to drivers and explain our service in detail while
letting them give us their input of what their looking for in a coaching service. While they
visit our tent, we will be able to show them the dart fish technology along with the drones.
We will be able to provide a visual presentation to explain how the use of our technology can
improve the driver’s lap time.
Our service has a lot to do with referrals. It is important to get feedback from our
clients to make sure they are satisfied with the service in order for them to refer our service
Sales and Marketing Strategy
— Who is in Charge?
-Coaching Staff
— Remaining staff,only
upon request
◦ Sales Orientation
provided by
headquarters
◦ Uniforms &
Promotional Materials
supplied by
headquarters
• Advertisingat Speedways
in Sonoma& surrounding
speedways within 100
mile radius.
• Reaching Clients via:
– Special racing events
• Setting upTent
• Experienced Personnel
Present
• Exposition ofTechnology at
Tent
• Trendy Exposure
• Referrals

11. to other teammates and drivers. Trendy exposure is also significant to our marketing
strategy in order to attract the most people we can. Especially since our target market is
children ages 5-15, we need to make sure our signs and advertisements are appealing to
them and catch their attention in order for them to become interested. Catching the eyes of
parents is also important, but research shows their mostly interested in results in order to
provide the best form of training for their children. Advertisements of our business will also
be shown at speedways in Sonoma and surrounding speedways within 100-mile radius.
Operations and R&D
CEO (Founder) CFO (Co-Founder)
- Manages cofounder based on
results
i.e: number of appointments, smooth
data management, efficiency of
marketing
-Manages technician on equipment
maintenance and efficiency
i.e: includes making sure technology
is always up to date and running
smoothly, this can be reinforced by
routine/random checks
-Manages secondary coach on results
i.e: Race improvements by time, race
wins, improvements in skills per
racer
-Manages Secretary based on results
i.e: Updated book keeping, organized
data, social media updated, and
appointment setup
R&D
- Safety efforts: testing equipment
- Technology: testing new drones and capabilities with integration of software

12. Notes
Daily operations would be relatively consistent. Our primary activities would be
coaching session, attending racing events to promote ourselves, and doing basic operational
activities in our base (the warehouse). Our main office with our databases and
client/business information would be located at our warehouse in Sonoma, California at a
relatively close proximity to the Sonoma Speedway where most of our sessions will be held.
Tents with our drones, laptops and software will be set up at the speedway whilst training
our clients. These tents will also be set up with promotional information at racing events for
publicity and recruitment purposes. Once we hit year 3 we will have hired extra coaches that
will be hosting sessions at different speedways surrounding Sonoma as well. Our clients will
be training to better their driving abilities and techniques towards the goal of doing better in
their races. The better our clients do in their races, the more likely they are to be sponsored
by us, thus improving our publicity.
In terms of the operations of our founder and cofounder directly, The Founder could
primarily be in charge of managing the cofounder and making sure all appointments are
being met, data management is being kept smoothly and marketing campaigns are being
effective. The founder also manages secondary and other extra coaches to make sure their
clients are improving their race times, winning more races, and their skills are improving as
well. Our co-founder manages the technician to make sure all equipment is maintained and
up to date. The co founder also manages the secretary and makes sure the secretary is
maintaining books, routinely updating client information and assisting in social media
marketing.
We would be investing $2,000 in safety effort and technology. This money would be
invested in testing our technology to ensure it is safe and effective. Our primary research
indicates that one of the main safety concerns was the safety of our drones in air as well as
the safety of the driver. Seeing that the driver will be in charge of supplying their own kart
(whether it be form a team they are already in or from a leisure kart) the responsibility of the
safety of the kart is not on our company although we do invest in making sure there is a
safety team at the speedway during our coaching sessions. Our investment in safety would
also go towards the drones in making sure they are safe while being in the air by, for example,
being equipped with parachutes for emergency landings. Another portion of our R&D
investment is also invested into technology and testing new drone technology. This research
and development will be relatively cheap seeing that we plan to do this research through
technology-focused universities in California. Things to be tested are comparisons between
different kinds of drones, drone potency, software capabilities when directly synced with
drones, etc.

13. Management, Shareholders and Directors
Our management team would primarily consist of the Founder and Co-Founder. The
founder of our company started racing at the age of 10 on the karting team his father
owned.The founder of Motorhead Academy also won two national championships and
finished 5th place in world karting finals in Italy. During his 13 years of experience karting, he
established a network of potential clients for Motorhead Academy, thus facilitating the sales
generation of starting up. In terms of the co founder, the co founder has 6+ years of
experience in marketing for Homestead Speedway as well as an MBA in Business and
Entrepreneurship. During her time in Homestead she networked with professional karting
teams and gained insight on management and marketing mediums required to be successful
in the karting industry.
The founder would be primarily in charge of maintaining the integrity of the coaching
experience and starting relationships with clients. The founder would also be in charge of
general operations in the warehouse and on the track as well as recruiting clients with the
Management,Shareholders and
Directors
CEO COO/CFO Tech Secondary
Coach
-Primarily
involved in
coaching
(initially)
-Operations
-Client
recruitment
-Finances
-Marketing
-Seek
sponsors
-Settingup
tents,
software,
drones and
computers
-Training
clientele

14. co-founder. The co-founder is in charge of overseeing finances as well as social media and
event marketing.
The founder and co-founder is the management team. The secondary coach would be
hired in year 2~ in assisting with sessions once our clientele pool increases. Lastly, the other
employee on board would be the technician in charge of setting up our drones, software and
other technological team. The Founder would be in charge of annual and quarterly
performance reviews of all coaches (as well as faculty/staff) and coaches/employee’s with
the best performance reviews will be rewarded accordingly. The race results of coaches in
particular will be noted periodically and summed at the end of the quarter for recognition.
Risks and Assumptions
Risks and StrategicAssumptions
— Main assumption: That our coaching service will improve drivers
performance in amore efficient way than the traditional methods
— — Risk: If customers don’t improve skills,drop times,and attain better results
there will be no need for our service.
— — Assumption:Our clients will pay $500 per session
— — Risk: if price is too low we will be losing profits if price is to high customer
retention will be difficult
— — Assumption: Sales Driver àthe best way to reach our customers is
through race events
— — Risk: not reaching our potential market,competitors stealing market share
by using other sales driver
— — Assumption: We will maintain competitive advantage through early
recognition of innovative software that will be implemented in our coaching
service.This software requires months of training.This puts us at atime
advantage over our competitors that haven’t recognized the technology trend.
— — Risk: Competitors start using similar technology that we use.

15. Notes
When it comes our assumption that states “our coaching service will improve drivers
performance in a more efficient way than the traditional methods, we had proved it by
actually having a test at the Sonoma Speedway. 9 out of the 11 drivers saw a drop in their
time, imagine what we could do with multiple sessions. This shows our service does work.
Another assumption was “our clients will pay the $500 per session. We tested this after our
test at the Sonoma Speedway. We asked our clients and their parents if they would be willing
to pay the $500 per session and 85% said yes.
Also, one of our assumptions were that “the best way to reach our customers is
through race events. How this was tested was we offered a free trial online and a free trial at
a race event. Only 30% of online traffic considered a free trial compared to the 70% that
considered it at the race event. Our final assumption was that “we will maintain competitive
advantage through early recognition of innovative software that will be implemented in our
coaching service. This software requires months of training. This puts us at a time advantage
over our competitors that haven’t recognized the technology trend. The risk reduction for
this is our coach-driver relationship; acquiring our clients while young works in our favor.
Although technology is replicable, relationships are not.

16. Primary Research: Test California Sonoma Speedway Rotax National Event
Notes
The way we tested our risk and assumptions is through primary research. This test
was done previously by our CEO to test the satisfaction of the clients with our service, the
price of our service, and the willingness to commit for another session. Even though this was
a good test there where a couple of things that could be improved upon. First the test had a
small sample size of only seven, second the test was made with long lasting clients the CEO
had in his career as a personal coach and there was a chance they could be biased due to the
relationship, and finally the CEO did this test in Miami Fl and our company is based in
Sonoma California.
Motor Head Academy decided to redo the test in a race event at Sonoma California,
The Rotax Grand Nationals. The team went to Sonoma speedway and offered a free trial to 10
Primary Research: Test CaliforniaSonoma Speedway
Rotax National Event
Categor
y
Best lap Before
Coaching (sec)
Best lap after
coaching
Satisfied
with
service
price Committed
to another
session
Micro 58.73 -.32 Yes 400 yes
Micro 58.51 +.05 no 500 no
micro 59.10 -.43 Yes 600 yes
micro 58.65 -.21 Yes 400 yes
micro 58.88 -.37 Yes 500 yes
micro 58.62 -.27 Yes 600 no
micro 58.79 -.18 Yes 400 yes
mico 58.91 -.32 Yes 500 yes
Minimax 56.12 +.19 No 600 no
Minimax 56.03 -.20 Yes 400 yes
Minimax 56.24 -.16 Yes 500 yes

17. drivers in each of the categories in our market segment Micro Max, Mini Max, and Rotax Jr.
Out of the 30 drivers that were offered the free trial 20 were willing to try the test in the
following week at the same track. The test was done simulating the service with one on one
coaching, the use of the drones to film the drivers, and the dart fish software to facilitate the
learning process for the driver. The results of the test are shown above.
Summary of Primary Research
Summary of Primary Research
Category Offered free
trial
Accepted
free tiral
Satisfied
with service
Committed
to another
session
Micro Max 10 8 7 4
Mini Max 10 7 6 6
Jr 10 5 4 1
Total 30 20 17 11

18. Schedule
Notes
Year 1: This is the first year of operations. We will be breaking even within the first year of
operation with just two training sessions a day, 5 days a week, at $500 a session. This will be
a year heavily relied on for setup of our warehouse, infrastructure, databases, computers and
other technology heavily used in our on-the-field operation.
Year 2: This year will be the first year we hire another coach as an employee to start training
our clients. Because of this, this marks the beginning of multiplied sales seeing that we have
another coach to carry the weight of increased amounts of sessions requested.
Schedule
• Heavy
advertisingand
warehouse/
technology setup
Year 1
• Start of new-hire
coaches
Year 2 • Expansion:
buying 10 new
drones and more
equipment
Year 3
• More coaches
hired to tailor to
new clients
Year 4
• Continual
growth
Year 5

19. Year 3: Year three is the most important year in terms of movements towards expansion. On
this year, ten new drones will be leased to be able to sustain training 2,640 sessions annually
via 5 coaches. This expansion in technology is necessary due to our increased in clients and
sessions requested. Due to this increase in business, at this point our coaches will be spread
out doing sessions not only at Sonoma Speedway but at neighboring speedways as well.
Year 4: In year 4, more coaches will be hired depending on our consumers demands.
Exit Value
Notes
Within 5 years at a interest rate of 20%, grandma’s investment will be paid back at
$298,598.4. We used a publically traded automobile supplier company called Delphi to
compute our Price/Earning ratio seeing that it was the closest relative company to ours that
is publically traded, and we multiplied year 5’s net income with their price earning ratio of
16/8% to get our exit value.
Exit Value / Grandma’s Investment
— PV:120,000
— I/Y:20%
— N:5 years
— PMT:0
— CMPT FutureValue à 298,598.4
— Exit Value: 1,883,856 x 16.8%à
316,487.8

20. Appendix
Motohead Academy
Assets 0 2015 2016 2017 2018 2019
Current Assets
Cash 120,000 263,640 602,242 1,611,752 2,974,558 5,256,014
Accounts receivable
Inventory
Prepaid expenses -
Short-term investments
Total current assets 120,000 263,640 602,242 1,611,752 2,974,558 5,256,014
Fixed (Long-Term) Assets
Long-term investments
Property, plant, and equipment
(Less accumulated depreciation)
Intangible assets
Total fixed assets - - - - - -
Other Assets
Deferred income tax
Other
Total Other Assets - - - - - -
Total Assets 120,000 263,640 602,242 1,611,752 2,974,558 5,256,014
Liabilities and Owner's Equity
Current Liabilities
Accounts payable
Short-term loans
Income taxes payable 48,838 131,730 399,434 616,784 1,014,384
Accrued salaries and wages
Unearned revenue
Current portion of long-term debt
Total current liabilities - 48,838 131,730 399,434 616,784 1,014,384
Long-Term Liabilities
Long-term debt
Deferred income tax
Other
Total long-term liabilities - - - - - -
Owner's Equity
Owner's investment 120,000 120,000 120,000 120,000 120,000 120,000
Retained earnings 94,802 350,512 1,092,318 2,237,774 4,121,630
Other
Total owner's equity 120,000 214,802 470,512 1,212,318 2,357,774 4,241,630
Total Liabilities and Owner's Equity 120,000 263,640 602,242 1,611,752 2,974,558 5,256,014
BalanceSheet

21. Cash Flow
Years 0 2015 2016 2017 2018 2019
BEGINNING CASH 0 120,000 263,640 602,242 1,611,752 2,974,558
SOURCES OF CASH
Net Income 94802 255710 741,806 1,145,456 1,883,856
add
non cash expense
inc. in acc payable
inc. in other payable 48,838 131730 399434 616,784 1,014,384
inc. in Accruals
Deduct
inc. in acc rec
Inc. in inventory
decrease in current liabili es -48838 -131730 -399434 -616784
cash from opera ons
FINANCING
sales of stock
Loans 120,000
Principal repaid
others
INVESTING & USES
fixed assets
others
CHANGE IN CASH 143,640 338,602 1,009,510 1,362,806 2,281,456
ENDING CASH 120,000 263,640 602,242 1,611,752 2,974,558 5,256,014
CashFlowStatement

22. Motohead Academy Income Statement
For the Years Ending [Dec 31, 2015 and Dec 31, 2014]
Revenue 2015 2016 2017 2018 2019
Sales revenue -
(Less sales returns and allowances)
Service revenue 240,000 480,000 1,320,000 2,004,000 3,240,000
Interest revenue
Other revenue
Total Revenues 240,000 480,000 1,320,000 2,004,000 3,240,000
[42]
Expenses
Advertising 1,500 1,500 700 700 700
Bad debt
Commissions - 25,000 100,000 175,000 275,000
Cost of goods sold
Depreciation
Employee benefits
Rent Furniture and equipment 23,600 - 12,000
Insurance
Interest expense
Maintenance and repairs
Office supplies 1,500 1,500 1,500 1,500 1,500
Rent 14,400 14,400 14,400 14,400 14,400
Research and development 2,000
Salaries and wages 36,000 36,000 36,000 36,000 36,000
Software 3,200 -
Travel 5,760 5,760 5,760 5,760 5,760
Utilities 8,400 8,400 8,400 8,400 8,400
Web hosting and domains
Other
Total Expenses 96,360 92,560 178,760 241,760 341,760
Net Income Before Taxes 143,640 387,440 1,141,240 1,762,240 2,898,240
Income tax expense 34% 48,838 131,730 399,434 616,784 1,014,384
Income from Continuing Operations 94,802 255,710 741,806 1,145,456 1,883,856
{42} [42]
Net Income 94,802 255,710 741,806 1,145,456 1,883,856
Amount of Coaches founder 1 5 7 11
Total Company Sessions /per year 480 960 2640 4080 6480
IncomeStatement