Business and financial plan for project MindBanking from Q2 2014

2. Confidentiality Agreement
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business plan is confidential; therefore, reader agrees not to disclose it without the express
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It is acknowledged by reader that information to be furnished in this business plan is in all respects
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and that any disclosure or use of same by reader, may cause serious harm or damage to
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Upon request, this document is to be immediately returned to _______________.
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This is a business plan. It does not imply an offering of securities.

3. Table of Contents
Page 1
1.0 Executive Summary.............................................................................................................................1
1.1 Objectives...................................................................................................................................3
1.2 Mission........................................................................................................................................4
1.3 Keys to Success ........................................................................................................................6
2.0 Company Summary.............................................................................................................................7
2.1 Company Ownership.................................................................................................................8
2.2 Start-up Summary......................................................................................................................9
3.0 Products and Services .....................................................................................................................12
4.0 Market Analysis Summary................................................................................................................14
4.1 Market Segmentation..............................................................................................................21
4.2 Target Market Segment Strategy...........................................................................................23
4.3 Service Business Analysis .....................................................................................................24
4.3.1 Competition and Buying Patterns .............................................................................25
5.0 Strategy and Implementation Summary..........................................................................................27
5.1 SWOT Analysis........................................................................................................................28
5.1.1 Strengths......................................................................................................................28
5.1.2 Weaknesses................................................................................................................28
5.1.3 Opportunities...............................................................................................................28
5.1.4 Threats .........................................................................................................................28
5.2 Competitive Edge....................................................................................................................29
5.3 Marketing Strategy..................................................................................................................30
5.4 Sales Strategy..........................................................................................................................32
5.4.1 Sales Forecast............................................................................................................35
5.5 Milestones ................................................................................................................................36
6.0 Management Summary....................................................................................................................37
6.1 Personnel Plan.........................................................................................................................37
7.0 Financial Plan....................................................................................................................................38
7.1 Projections................................................................................................................................38
7.2 Start-up Funding ......................................................................................................................38
7.3 Important Assumptions............................................................................................................39
7.4 Break-even Analysis................................................................................................................39
7.5 Projected Profit and Loss.......................................................................................................40
7.6 Projected Cash Flow...............................................................................................................43
7.7 Projected Balance Sheet........................................................................................................44
7.8 Business Ratios.......................................................................................................................45
7.9 Long-term Plan.........................................................................................................................47

4. MindBanking
Page 1
1.0 Executive Summary
MindBanking is a global business networking portal, offering services which empower
users to fully develop manage and build their projects. MindBanking is a one-stop-shop
which has a certain potential to become fully equipped and serviced global office.
MindBanking is a console for developing business.
The objective is to create vibrant an interactive online business platform, where biggest
and smallest entrepreneurs (and businesses) could meet, as well all other economy
forces such as innovators, experts, professionals etc.; providing a generator or incubator
of ideas, for new business opportunities that are about to lead to new businesses,
products and services.The goal is also to create such a powerful and vibrant
community, which would respectively compel investors to become active in searching
and "pulling" projects.
Mindbanking project belongs to the online business social networking online services.
Revenue models for this kind of services include subscription fees, advertising, service
sales (pay per piece and subscription), and respectively brokerage.
The main objective of MindBanking is to become an entrepreneurs' main working
platform; to become their office, business space and their home page; the first thing to
visit when they go online, as well as the last before going offline, as well as doing
business "on the go" via mobile; spending an average 4 hours per day using
MindBanking applications/platform.
Furthermore, MindBanking is not just a platform, or an application it is an entity, and it
is expected to spread through all the conceivable platforms (including virtual reality
worlds) and even different formats (e.g. mobile app or full scale games).
Furthermore socio-economic trends like hard labor as well as repetitive labor being
replaced with machines, technology and robotics, is shaping our social landscape; as well as
trends in economy such as domination of services economy and inauguration of post-
industry which puts the intellectual production, “virtual” goods and services at the pivotal place
in the economy, which is also an argument for the project MindBanking to succeed. For
example estimated worth of Facebook at the beginning of 2011 have been around 50 billion
USD; however the value is not estimated as the value of brick and mortar properties, but the
equity is measured by the value of its community, quality of its intellectual goods and
services, (and a basic social networking service is free!), and its impact and influence on the
social reality.
Main competitive edge is in its infrastructure of 'Liquid Environment' and a related syntax,
which makes anyone in a value chain (including consumer) able to assume any role in
production and distribution, with the possibility and an advantage to shift the role any time or all
the time, transforming the value chain into liquid system. Needless to say, the market becomes
immensely more complex and flexible or liquid, respectively deconstructing the historic thus

5. MindBanking
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retrograde processes. Competition becomes redundant since any content, production,
consumption and interaction becomes a market per se.

6. MindBanking
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1.1 Objectives
The objective is to create vibrant an interactive online business
platform, where biggest and smallest entrepreneurs (and businesses)
could meet, as well all other economy forces such as innovators,
experts, professionals etc.; providing a generator or incubator of ideas,
for new business opportunities that are about to lead to new
businesses, products and services. The project has a strong market (or
attention) value since its target groups belong to both users/individuals as
well as businesses. MindBanking caters to all business interactions;
B2B, B2C, C2B, C2C and all other future ones. The future as we project it
is a convergence of ideas/innovations, projects, investments, development
in a flexible infrastructure, or even the liquid one.
Mindbanking would help generate profit by creating a community that would
among other things develop projects using unique working/development platform
(including the mobile one), furthermore by constantly upgrading services and by
building a community. Interaction (a network) of market sectors could create
exciting business scene.
The portal http://mindbanking.co was launched in February 2012. Development assume further
building of the infrastructure and the features (e.g. application for business plan creation), as
well as the stand alone mobile applications. MindBanking is not just a platform, or an application
it is an entity, and it is expected to spread through all the conceivable platforms (including
virtual reality worlds) and even different formats (e.g. mobile app or full scale games), as it is
expected to have serious impact on socio-economic reality and processes through its ultimate
goal(s): Brain Bank and Brain SE (Stock Exchange).

7. MindBanking
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1.2 Mission
The system used in building infrastructure of the project is drawn from network
theory, system theory, liquid dynamics and the Attention Economy. The project
strives to comprise complex and dynamic infrastructure to be able to ensure
sustainability as well as constant progress and development thus constant growth of
revenue.
Business Console
The goal of MindBanking is to generate ultimate business console, which is to
become fully equipped office to be used equally by individuals, start-ups, SME and
big businesses. Spreading across numerous platforms and having complex yet
flexible infrastructure behind the projection is it will turn out to be unprecedented
business system which is capitalizing on every and each business interactions well as
foster any new interaction.
Liquid environment and a related syntax makes anyone in a value chain (including
consumer) able to assume any role in production and distribution, with the
possibility and an advantage to shift the role any time or all the time, transforming
the value chain into liquid system. Needless to say, the market becomes immensely
more complex and flexible or liquid, respectively deconstructing the historic thus
retrograde processes. Competition becomes redundant since any content,
production, consumption and interaction becomes a market per se.
Brain Bank
Mindbanking will provide environments for accumulating and harvesting intelligence or
brain power in order to create Brain Bank, which would constantly generate new
values to be exchanged thus breeding the system’s complexity to an unprecedented
level. Respectively we would be able to achieve acceleration of social and individual
development and achieve evolutionary quantum leap. Imagine WARP drive solved in a
week; intergalactic travel, no sweat, and furthermore enabling multiple existences,
parallel existences and plenty more.
The new infrastructure(s) ought to be complex, flexible, self-producing…, employing
the properties of most complex systems; a liquid dynamics, neural system or any
other; establishing the exchange of new values as a foundation to generate
idiosyncratic syntax and vice verse as a mutually self-building process that would
respectively facilitate absolute cognition and intelligence as a self actualizing entity.
Brain SE
The vision of Brain SE (Stock Exchange) presupposes inauguration of the mind as

8. MindBanking
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the ultimate value (to be exchanged or/and accumulated).
Brain SE could only be realized via actualization of its own intelligence. If we are
talking about self actualizing intelligence, the question is how such an entity could
come or came into being? The system surely has to be unstable and utterly complex
to begin with; however that doesn’t even begin to envision the problem, nor the
solution. In order to come to a point of emanation of the entity we are not only to
rule out production and even mutation as a manipulation, oppression and an
adaptation, we are to rule out dialectics and logic per se; what we have left is the
cognition of self and letting go of the causality, thus emanation of intelligence as an
entity is the same process as reaching absolute cognition.
So the question is not how to achieve, release or emanate self actualizing
intelligence or intelligence as an entity, since it already became; the question is how
to become cognizant of such an entity. The only way the universe became is by
being aware of self, at the beginning in its primordial form and afterward becoming
exceedingly more complex. If we would be able to tap into cosmic being, in which
intelligence already actualized as an entity we could be able to comprehend self
actualizing intelligence which is undividable either from the being of the universe
either from self actualization.

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1.3 Keys to Success
Although global economy is a reality, only several business enclaves like New York, Dubai,
Silicon Valley, Hong Kong or similar could claim its business supremacy since they represent
centers or/and conglomerates of business activity. We could say that being in one place gives
them the strength or better said energy to progress and develop and to become economic
forerunner.
MindBanking prospers on that same premise. To put in the same space independent innovators,
SME, start-ups, global corporations, investors, thriving individuals with new ideas, entrepreneurs,
and such, and to deploy its multi-interaction could truly produce new marketplace as well as new
economies or new business idioms.
The project presupposes a vision of a new business scene and its infrastructure through the idea
– everyone is an entrepreneur. Numerous trends show that developing own business is the future
of economic scene, thus the project meets that basic need.
Almost every innovator claims the same – we do not know how to do the business!; MindBanking
is empowered to deal with the mentioned problem through offering online business plan
platform, production, workflow and project management tools, interaction tools and playful and
user-friendly business environment.
Furthermore, the main objective of MindBanking is to become an entrepreneurs' main working
platform; to become their office, business space and their home page; the first thing to visit
when they go online, as well as the last before going offline, of course along with doing
business "on the go" via mobile applications; spending an average 4 hours per day using
MindBanking applications/platform(s) as their ultimate business console.
The goal is also to create such a powerful and vibrant community, which would respectively
compel investors to become active in searching and "pulling" projects.
MindBanking thrives on the premise that everyone is a potential entrepreneur; if we
furthermore take into consideration digitally converged media environment that empowers
every user to create its own business opportunity, along with the idea that the online
infrastructure will prevail in the future of business operations, we could claim we hit the
target. So the strategy proposes for the MindBanking to become the platform for creating
endless number of (original) business communities and a vigorous and self-producing new
business scene.
Mindbanking is a vision of new economy which presupposes development of the new market
technology, which perpetuates network distribution, niche markets, dynamic-modular
production units, which would respectively replace mass production and liberalize working
processes.
The project anticipates or even brings about new paradigm shift at a production process at
large. Some of the trends are already taking place as a part of production process; such as, fluid
working hours and Sunday as a working day shows that our working week has been submitted to
significant changes. It is what theoretician Leadbeater in his Knowledge Economy calls “graying
the calendar” (Leadbeater, 2000). Furthermore, there is also a trend of working from locations
other than office, in small groups, using communication tools such as Skype, or mobile phone
applications; thus the conditions for the development of like economy has already been
sketched.

10. MindBanking
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Even some new trends in hardware technology are proving the way we communicate, work and
spend our daily lives is changing. For example tablet phenomenon (e.g. Apple iPad, Samsung
Galaxy etc.); book reading devices/tablets (e.g. Kindle). Mentioned trends show that
everything becomes “on the go”, even production.
Furthermore socio-economic trends like hard labor as well as repetitive labor being replaced
with machines, technology and robotics, is shaping our social landscape; as well as trends in
economy such as domination of services economy and inauguration of post-industry which puts
the intellectual production, “virtual” goods and services at the pivotal place in the economy.
For example estimated worth of Facebook at the beginning of 2011 have been around 50 billion
USD; however the value is not estimated as the value of brick and mortar properties, but the
equity is measured by the value of its community, quality of its intellectual goods and services,
(and a basic social networking service is free!), and its impact and influence on the social reality.
2.0 Company Summary
Ana Soric is the bearer of the project MindBanking, also, a founder, owner and a
CEO of Jedna od tri d.o.o. / One of Three LLC; company responsible to carry out
MindBanking project.
As for the client services, the company (One of Three LLC) provides consulting in
business development and produces business and financial studies (e.g. One of
Three consulted for the acquisition of Pamučna industrija Duga Resa d.d. / Textile
Industry Duga Resa Corp; factory capacity 1500 workers.) The company has a goal
to accomplish numerous projects and the cardinal one is The Institute of Vision &
Message.
Ana Soric is a media expert with a master’s degree (MA in Communications) obtained
in 2002, from the Universiteit van Amsterdam, International School for Humanities and
Social Sciences. Also she has a degree of mag. in Journalism from the Faculty of
Political Sciences, University of Zagreb. She has been engaged in production, able to
manage and strategise award winning media: press, TV, internet, animation film,
and persuasive media, as a writer, columnist, editor, producer, account manager,
project manager, strategist and consultant. She had positions such as: an editor of
a magazine (3), editor of a TV show, one of the producers of an internationally award
winning 3D animated movie, main strategist and media consultant for jutarnji.hr
(EPH online), etc.

11. MindBanking
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2.1 Company Ownership
The bearer and the owner of the project is Jedna od tri d.o.o. / One of Three is a
LLC. Ana soric is a 100% owner of the company.

12. MindBanking
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2.2 Start-up Summary
Research & Analysis
Trend analysis
Market analysis
Case studies
Comparative analysis
Business info interpretation
Interpretation of goals & Business model proposal
Business Plan
Strategic positioning of a business case
Communication strategy
Proposal for creative concept
Proposal for technical concept
Project diagram development
Business model proposal
Front End & Information Architecture
Communities analysis
Concept elucidation
Content inventory
Building topology
Graphic design concept & development
Documentation - graphic standards
User experience research
Graphic user interface development
Administrative interface
Intranet interface

13. MindBanking
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Designing Information architecture
Designing Wireframes
Gathering and processing content
CSS
Back-end
Designing data base
Designing web pages
Programming graphic interface
Application building
Data base programming
Documentation - application code
Documentation - system requirements
Installation & implementation
HW plus connection
SPRING, JMS, OPEN SOCIAL, OAUTH, MYSQL
Billing system development
Search engine optimization (SEO)
Beta testing
Maintenance
Mobile application Mobile application prototype development, testing and implementation
Marketing the product
Positioning the product
Marketing plan development
Marketing campaign - launch
Marketing campaign - execution

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Table: Start-up
Start-up
Requirements
Start-up Expenses
Information Architecture €49,000
Back-end Development €167,000
Testing & implementation €16,650
Mobile applications development €98,000
Marketing Launch campaign €100,000
Management €70,000
Legal €50,000
Total Start-up Expenses €550,650
Start-up Assets
Cash Required €155,000
Other Current Assets €0
Long-term Assets €0
Total Assets €155,000
Total Requirements €705,650

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3.0 Products and Services
Business Networking Service
Create a profile,Submit idea/project, Browse people, Browse projects,Instant messaging,
Connect with people,Find investors, Find collaborators, Mention user, Debate/Forum,
Create Groups. Sync/Share with soc networking portals (e.g. LinkedIn, Facebook etc.)
Plus Enterprize networking services
Working Platform
Discussion Board, Project management tools, Business Plan Development Application
(BPDA), Milestones Alert, Sync (synchronizes with email client, material stored locally
etc.), Storage, Define your team, Chat, Whiteboard; all of which enables users to organize,
manage and develop their projects from A-Z.
Workflow tools (part of Working Platform)
Status Report Alert, Project Update Notification,Task List Management, Project Progress
Viewer, My Tasks Reminder., etc.
BPDA Business Plan Development Application (part of Working Platform)
Service of online application for creating business and financial plan, including tables with
formulas and instructions.
Investors database
Browse investors, Find investors, Connect with investors.
Legal
Legal FAQ; Custom Legal Advices will be available exclusively in a Large subscription
package; service assumes an attorney answering via email or/and MB instant messaging,
any questions subscriber might have regarding legal issues about projects.
Mobile

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Mobile service: application customized for web usage, mobile to internet messaging, mobile
arranging tasks and mobile alerts. Plus other mobile apps and games, some will be free,
and some would be sold. Mobile applications would also include games, which would
equally serve as a marketing tool as well as to generate revenue.
Promote
User will be able to promote the idea or project through creating a campaign for the idea,
project or a product.

17. MindBanking
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4.0 Market Analysis Summary
TREND 1: INCREASE IN TOTAL TIME SPENT ONLINE
Total time spent online up 24.3% in October 2007
Compete published its findings on total time spent online. From October 2006 to
October 2007 the total time spent online by US online users is up 24.3%.
Source: IT Facts, Nov 29, 07; http://www.itfacts.biz/index.php?id=P9174
86.6% of Internet users spend more than 6 hours a week online
86.6% of internet users now spend 6 hours or more online a week when they are at
home, up from 83% at the end of 2006 and 50% at the end of 2005. Perhaps most eye
wateringly almost 5% of respondents claimed to spend more than 80 hours a week
surfing from home, Point Topic reports.
Source: IT Facts, Sep 30, 07; http://www.itfacts.biz/index.php?id=P9004
Average number of hours spent on a weekly basis by American Internet users
1999 : 7 hours
2000 : 7 hours
2001 : 7 hours
2002 : 7 hours
2003 : 9 hours

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2004 : 8 hours
2005 : 9 hours
2006 : 9 hours
2007 : 11 hours
2008 : 14 hours
2009 : 13 hours
source: http://gorumors.com/crunchies/average-time-spent-online-statistics/, 2010
TREND 2: INCREASE IN REVENUE OF SOCIAL NETWORKING
PORTALS
Social networks made $400 mln in revenues in 2006
IDC estimates that social networks only made about $400 mln in revenues in 2006, but
could make as much as $1 bln in 2007. IDC expects that most social network services will
employ a mix of business models, including advertising, subscriptions, and
ecommerce. Of these three models, only advertising scales well enough to make social
networks interesting for portals and major media companies.
source: ITFacts; www.itfacts.biz/social-networks-made-400-mln-in-revenues-in-
2006/8936
TREND 3: INCREASE (DOMINATION) IN TIME SPENT ON SOCIAL
NETWORKING
New and returning visits to US social networks
Rank Name Domain Returning New
1 Myspace www.myspace.com 95% 5%
2 Facebook www.facebook.com 93% 7%
Source: Hitwise
Published on: May 21, 2008 Department: Web traffic

19. MindBanking
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Who got traffic from search engines in April 2008
Category Percent of Category
Traffic from Search
Engines, Apr-08
Percent Change in
Share
of Traffic From Search
Engines, Apr-08 -
Apr-07
Percent of
Category Traffic
from Google, Apr-07
Percent Change in
Share of Traffic From
Google, Apr-08 -
Apr-07
Health and Medical 46.00% 3% 30.73% 4%
Travel 33.94% 8% 23.31% 16%
Shopping and
Classifieds
25.40% 0% 16.61% 4%
News and Media 21.88% 8% 14.60% 11%
Entertainment 23.79% 15% 15.20% 17%
Business and
Finance
18.08% 12% 11.65% 22%
Sports 12.43% 17% 8.37% 24%
Online Video 28.88% 35% 19.70% 46%
Social Networking 16.74% 17% 10.08% 17%
Source: Hitwise
Average US time spent in April 2008
Rank Name Domain Apr 2008 Apr 2007 Growth, YTY
1 Myspace www.myspace.
com
29m54s 30m40s -3%
2 Facebook www.facebook.
com
20m52s 13m19s 57%
3 myYearbook www.
myyearbook.com
32m54s 21m46s 51%
4 Bebo www.bebo.com 30m01s 30m52s -3%
5 Black Planet www.
blackplanet.com
24m39s 22m43s 9%
Source: Hitwise
Social Networking Dominates Our Time Spent Online
Social networking now eats up twice as much of our online time as any other activity.
According to new stats from Nielsen, sites like Facebook and Twitter now account for

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22.7% of time spent on the web; the next closest activity is online games, which make
up 10.2%.
The stats also show the degree to which social networking is displacing other forms of
communication, with e-mail as a percentage of online time plunging from 11.5% to
8.3% from June 2009 to June 2010. Instant messaging also saw a significant drop in
share, with a 15% decline from last year.
However, e-mail use on mobile is still on the rise – from 37.4% to 41.6% — presumably
as users continue to migrate to smartphones from feature phones.
source: (http://mashable.com/2010/08/02/stats-time-spent-online/,2010)
TREND 4: USAGE OF MOBILE(SMART) PHONES FOR NETWORKING
One Fourth Of Adults in the U.S. Use Mobile Apps
MASHABLE - Sep 14 - According to the Pew Internet Project, 82% of U.S. Adults are
active cellphone users, and 43% of those have downloaded apps to their phones. This
equates to 24% of the adults in the United States. Of these users, 13% have paid for at
least one of their apps. Not surprisingly, games are the most popular downloads. Also
of note, women favor social networking apps significantly more than men.
SORUCE: (http://www.socialnetworkingwatch.com/all_social_networking_statistics/, 2010)
RECENT TRENDS AND STATISTICS

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TREND: STARTUPS ARE BOOMING AND

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ENTREPRENEURSHIP IS SEXY
The startup world is bigger than San Francisco and New York. Don't
discount the middle of the country. Austin, New Orleans, Denver and even
Detroit all have burgeoning startup scenes. And the benefit of launching in
some of these lesser known entrepreneurship hubs? Startup costs are
generally cheaper and there's less competition.
Source: http://www.entrepreneur.com/article/230928
Advantage for MindBanking since one of the objectives for Mindbanking
is to become fully equipped business console and the entrepreneur’s hub.
Better entrepreneurs are arriving.
We see more than 300 early-stage companies and their corresponding
600-750 founders per year. On top of those direct TSF connections, we
have spoken to more than 2,500 participants in the startup ecosystem
in Charlotte, N.C., Chicago, Cleveland, Washington, D.C and New York
through seminars, conferences, meetups and one-on-one meetings. This
is exciting as it provides us an unbelievable vantage point. And, the
view gets better and better every day. I see more talent showing up
and making the leap.
Startup success is a team sport.
I believe that with every fiber in my body. The majority of success
stories have a common thread and that is the role that one or more
advisors played along the way. These advisors may have been an
investor or were operating their own company or simply serve the
advisor role in the community. With the sexy entrepreneurship quotient
rocketing, so have the number of advisors ready to help you grow your
company. Two lessons that possibly run counter to each other: Find an
advisor or two and really evaluate what these guys can do for you.
Source: Chris Heivly; 2013 Startup Trends That'll Stick Around in 2014;
http://www.inc.com/chris-heivly/2013-startup-trends-thatll-stick-

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around-in-2014.html, (2014)

24. MindBanking
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4.1 Market Segmentation
Target groups
Innovators/Entrepreneurs – is a main target group, which represents a
community using MindBanking platform in the first place to submit ideas and find
investors. However, the same group is also the main user of all services offered
on the MindBanking platform. They will try to find collaborators, will use the
working platform and will have a need to use business plan templates and legal
advices. More detailed segmentation: Entrepreneurs, SME-s, Inventors, Media
professionals, Artists, New media freaks, Media semi-professionals,
Independent scholars, Independent researchers, Universities, Grad Students, etc.
In the broad scope our main target group (communities) are early adopters/
trend setters/tech savvy users and independent innovators.
Collaborators/Experts – is a target group mainly seeking for interesting
projects to collaborate in, to get experience, and respectively would become
Innovators and create .
Investors/Corporations – are uising portal in order to find ideas, projects,
products, business solutions etc. Segmentation in this group could also be
detailed as: corporations, SME-s, individual investors, venture capital houses,
producers, publishers etc. Investors will also have to build their profile through
company logo, investment portfolio, project portfolio and such.
User Scenario
User 1 – innovator
Fruitful idea maker sits in front of the Facebook sending his friends chocolate, gummy
bears and smiles; throwing sheep and philosophers at his colleagues; waiting for
something exciting to appear on a horizon. He (let us say is a he) is inhibited to think
about piles of ideas stocked in his drawer, because every time he does, a rush of
frustration and disappointment overwhelms him. Suddenly information appears like an
epiphany, a thunderstruck. MindBanking.co – submit ideas, find collaborators,
develop projects, and find investors.
Just what I needed! I am going there right away!
After exploring possibilities MindBanking is offering, he starts to submit ideas. Oh, my
ideas seem to be even better than I thought, mumbles he, let us now find some
people who could be interested to work with me on my projects. Swiftly he became a
friend with a programmer from Indonesia and a developer from New York and they

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started to develop one of his projects.
Going deeper into the MindBanking portal he discovers he could do everything in one
place in order to develop his project: he can manage it through Workflow tools, develop it
through the Working platform, he finds a business plan development application
extremely useful, as well as a database of investors.
After a couple of months MindBanking becomes his global office, his conditio sine qua
non. Every day he wakes up and starts his working day at the MindBanking. He spends
the whole day managing his tasks, checking status of collaborators tasks, setting new
tasks, managing possible problems in a project development, communicating with
collaborators, finding investors or communicating with investors he had already make a
connection with, developing business plan(s) etc., in a nutshell, developing his
business. And suddenly like he never intended to, finds he had became an entrepreneur.
Even better, he realizes that around him grew a brand new, exciting and vibrant
business scene.
User 2 – investor
She is sitting with the head in her hands, under pressure to find new business ideas;
but where to find them? Desperate, she opens a www.ft.com. Yeah,like they are going
to offer fresh ideas on a silver platter, crosses her mind. She opens the www.ft.com
page and there it is, a banner: MindBanking.com, the source of business ideas! All of a
sudden the world seems completely different. She rushes to the MindBanking, and
finds not only what she was desperately looking for, but an extraordinary vigorous and
exceptional business scene. At once she finds couple of mind-blowing projects
matching her interest, and right away starts communication with the team working on it.
Her business routine takes a different shape.
Every morning she checks what has been done with the project she invested into. If there
are any alerts, how the production is going. Also she is onto new ideas and new projects.
She had moved her business activity almost entirely at online sphere creating not only
a global office but an entire new business.
Table: Market Analysis
Market Analysis
2014 2015 2016 2017 2018
Potential Customers Growth CAGR
Innovators 260% 20,000 72,000 259,200 933,120 3,359,232 260.00%
Investors 180% 14,000 39,200 109,760 307,328 860,518 180.00%
Collaborators 370% 30,000 141,000 662,700 3,114,690 14,639,043 370.00%
Total 314.32% 64,000 252,200 1,031,660 4,355,138 18,858,793 314.32%

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4.2 Target Market Segment Strategy
The project focuses on this target groups because they are main production force,
three pillars of any market; people with ideas, developers and investors (money force).
Communicating to them, bringing them together and engaging them in a production (even
of their own projects) could produce uncanny business scene, which of course
presupposes raising attention to high level consequently generating revenue through
conveyed business models. Detailed marketing strategy will be produced in a separate
document and outlined in the marketing plan of this document.

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4.3 Service Business Analysis
MindBanking project belongs to the business (networking) online services. Revenue
models for this kind of services include subscriptionfees, pay per piece (mainly from
mobile applications), advertising, service sales (pay per piece and subscription), and
respectively brokerage.
Competitors
Xing.com – mainly subscription fees (premium membership)
LinkedIn.com – advertising and premium membership
Facebook.com – mainly advertising
Kickstarter.com - brokerage
Rockthepost.com - brokerage
Kickstarter.com - brokerage
1.Sterling B2B Collaboration Network
2.Google
3.Microsoft/Nokia
4.Huddle (http://www.huddle.com)

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4.3.1 Competition and Buying Patterns
Broad market
Xing.com
Advantages for Mindbanking
Xing.com merely offers database of professionals, no other services; it takes a lot of
effort to utilize the service they offer.
Three moths premium membership plus a moth gratis costs 18 Euros, too expensive,
especially for young people struggling in a entrepreneurs world.
Threats
for Mindbanking
Xing.com already has 7 million users (2009).
LinkedIn.com
Advantages for MindBanking
Our research shows social (business) networking platforms do not offer added value
but merely profile upload and possibility to connect with friends and colleagues
respecitvely do not have much action going on and the portal quickly loses its attention,
its Premium Membership still does not offer much in utilizing business opportunities
especially for entrepreneurs beginners, which again does not solve problem(s) for the
user. Such is the case with LinkedIn. Our added value: MindBanking is a one-stop-
shop which has a certain potential to become fully equipped and serviced global office
nad a business console. MindBanking is a console for developing business.

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Threatsfor Mindbanking
LinkedIn.com had an estimated 43 million users in 2009.
According to the LinkedIn website, by April 2010 there were more than 65 million
members, located in more than 200 countries.
Facebook
More than 500 million active users.
source: (http://www.facebook.com/press/info.php?statistics, 2010)
Narrow market
Projects sharing the market with MindBanking; a niche market is yet to be created, and
KickStarter did a lot in creating the same market. Mindbanking has an advantage in the
context that Kickstarter does not allow investments, selling a share of the project etc.; it
is a crowdfunding and merchandising service, and it doesn't have project development
and management platform. Huddle has a collaboration platform, however they are
targeted at enterprizes solely.
1. Kickstarter (http://www.kickstarter.com/)
Startup funding platform

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2. Rock the Post (https://rockthepost.com/)
Startup funding platform
3. Indiegogo (https://www.indiegogo.com/)
Startup funding platform
4. Huddle (http://www.huddle.com/)
Network collaboration platform
COLLABORATION PLATFORMS
Collaboration platforms are numerous, but they are mainly used for internal organization and
workflow within existing companies and their partners.
Examples:
1.Sterling B2B Collaboration Network
2.Google
3.Microsoft/Nokia
4.Huddle (http://www.huddle.com); it started in 2008 as a social networking collaboration
platform, however, it transformed into a Enterprise Collaboration Network
5.0 Strategy and Implementation Summary

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5.1 SWOT Analysis
5.1.1 Strengths
1. Multi-interactional environment - Hypermedia; which means endless number of
interactions, thus endless possibility of development and growth.
2. Endlessly upgradeable / expandable environment
3. Interactions of all market sectors
4. Creating new business community
5. Strong attention and market value of the project
5.1.2 Weaknesses
1. Relatively expensive production
2. Relatively slow production
3. Huge
5.1.3 Opportunities
1. To create new markets, economies and values
2. To create new communication and business paradigms
3. To generate substantial revenue
4. High and fast ROI
5.1.4 Threats
1. Strong competition

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5.2 Competitive Edge
Main social/business network web sites are LinkedIn, Xing, and of course Facebook,
absolute winner in number of registered users, impact and revenue.
Xing.com as a business (social) network was founded in 2003 had 5 million users in
2008, and an estimated revenue of €10.1 million in 2006; source Wikipedia.com, http://
en.wikipedia.org/wiki/XING, April 2008. In 2009 number of users for Xing.com grew to
7.000.000, representing 40% growth.
LinkedIn.com, had an estimated 20 million users in 2008 and 43 million in 2009.
Facebook.com was founded in February 2004, had an estimated 69 million users in
January 2008 (source, Facebook, January 2008), and revenue of 150 million USD;
(source, Forbes, March 6, 2008.) In 2009, number of users grew to 250.000.000,
representing 262% growth. Potential for revenue growth from that position is huge.
Facebook ended 2008 making between $280 million and $300 million, according to
many reports. The company’s revenues likely reached between $600 million and $700
million for 2009. Sources estimate the company could make between $1 billion and
$1.1 billion in total revenue this year. (source: Inside Facebook; www.insidefacebook.
com/2010/03/02/facebook-made-up-to-700-million-in-2009-on-track-towards-1-1-billion-
in-2010/, 2010). Facebook went IPO in 2012; however it didn't produce much result.
"Just three months after Facebook's IPO, its stock price had dropped by more than 50
percent, falling from $38 a share to $17.73."; (source: http://www.cbsnews.com/news/
the-10-worst-ipos-of-2012/). The conclusion is that Facebook is not a project with a
vision and a long term development plan, as well its estimated price was too high, or
inflated.
Our position in the business social networking market would be significant since we
would be offering a unique online working and developing platform. In a nutshell, our
competitive advantage is to be the first in a global market offering services to help
develop and deploy projects online. Furthermore, if we compare ourselves with other
social networking portals, even the business ones, like LinkedIn.com and Xing.com, we
believe that our portal will have much higher business utilization than any of them.
Furthermore, our competitive edge and our biggest strength is in the vision of the project.
The vision where almost every business could be conducted, every product produced, as
the almighty business, development and production console, which would be more and
more possible by the further development and implementation of the Cloud technology.
Futhermore the vision of Brain SE (Stock Exchange) is our biggest competitive edge and
a zing!

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5.3 Marketing Strategy
Marketing strategy lies on using exact or narrow marketing channel for
each target group (community). For Inventors, our most important
target group, we intend to use mainly Facebook social ads and
respectively Google Adwords. We can position our key target group as
spending a lot of their time on Facebook, since it is a rather creative portal
in entertainment kind of way, and bypassing business social networking
portals since they do not offer much and require much effort for
business utilization. The plan is to draw their attention from Facebook and
channel their energy and ideas towards production and
entrepreneurship. Furthermore, for that target group we wouldn't use
online banners as a mean of communication, but more involving Social
ads (social groups, fan clubs, applications, etc.)
Target group Investors also require special attention. The strategy is to
reach them at FT.com and the Time Magazine online or New York times.
Target group Collaborators will be reached through banners and WOM on
the LinkedIn.com, and other social (and business) networking portals.
Launch campaign will consist of two phases:
Phase 1 (Beta testing period)
Since we will have 45 days of Beta testing period the strategy is for that
period to deploy Facebook social ads, Google Adwords, WOM, guerilla
marketing (blogs, forums, chats, PR…) which will serve for all three
target groups. In this kind of communication methods possibly the least
covered are Investors.
Phase 2 (100% ready)
Banners on Facebook.com, LinkedIn.com, FT.com, Time Magazine online
or New York times online; 100.000 impressions.
1.0. Beta testing campaign
1.1. Social campaign and applications - 10.000 Euro

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1.2. Google Adwords - around 20 key words for 1 month - 1.000 Euro
1.3 Direct Ads, targeted on communities - 10.000 Euro
1.4 Guerilla marketing & WOM daily for a month on blogs, forums etc. -
1.000 Euro
2.0 100 % ready campaign
Strategy is to keep running social networking campaign and Google
Adwords all the time. Furthermore, to put banners on business and
news portals with around 100.000 impressions, one by one.
2.1 NYTimes.com - around 100.000 impressions - 11.000 USD
2.2 FT.com - 468x60 banner, contextual targeting (business) plus
geographical, Cost per Thousand Impressions (CPM) = 55, 00 GBP.
Plan: 100.000 impressions = 5.500,00 GBP = 11.000,00 USD.
2.3. Facebook.com - at least 100.000 impressions
2.4. LinkedIn.com - at least 100.000 impressions
More detailed marketing strategy will be developed before it would be
launched.

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5.4 Sales Strategy
The main business model is a subscription fee and pay per piece (as far as mobile
applications are concerned). We believe that as soon as we get critical mass of
audience and the activity (serious projects), as well as we develop the platform into a real
business console, there wouldn't be a problem to get subscription fees from the users,
especially if we bring serious investors and become a nursery of important projects.
Furthermore, selling advertising space is always a viable business model. We also
believe we could apply service of brokerage.
At the end MindBanking is hoping that through its development that numerous new
revenue and business models would be generated and deployed.

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Additional storage of 3 GB will be charged 5 USD per month and offered as a 3/6/12
months package.

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Subscription will be available as a 3/6/12 months packages:
As for the advertising, the equation is simple; greater the number of user (eye-
balls), more advertising space is sold. Great advantage with internet advertising is
that we are not only able to count every single user, we also know their names,
preferences and interests, so we could adapt our business and tech/development
strategy accordingly.
Mobile Applications - some would be free and some would be sold per piece.

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5.4.1 Sales Forecast
We predicted that by the end of the first year we will have 64.000 active users, which
of 50.000 would spend for our subscription about 50 USD per year, we could have
revenue of 2.500.000 USD. We assume our users will be willing to pay 50 USD per year.
The price definitely represents value for money, since some other social networking
portals charge much more for less utilization.
Advertising revenues are more of a educated guess and could only be higher since
globally revenues from online advertising are growing every year.
In 2012 21% of global ad spending will happen online
Interactive advertising revenues will increase significantly from $45 bln in 2007 to $147
bln globally in 2012, representing a 23.4%, according to Kelsey Group. Interactive
advertising, which comprises search (including local search), display advertising,
classifieds and other interactive ad products, grew its share of global advertising
revenues from 6.1% in 2006 to 7.4% in 2007. By 2012 Kelsey Group analysts expect the
interactive share of global ad spending will reach 21%. During the forecast period
(2007-2012), the United States will see interactive advertising revenues grow from
$22.5 billion to $62.4 bln (22.6% CAGR), with interactive revenues in Canada
increasing from $1.3 bln to $3.3 billion (21.3% CAGR).
Source: ITFacts; www.itfacts.biz/in-2012-21-of-global-ad-spending-will-happen-
online/10034
Table: Sales Forecast
Sales Forecast
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Sales
Subscriptions fees €230,143 €6,000,000 €17,000,000 €28,000,000 €48,000,000
Advertising €314,080 €5,000,000 €13,000,000 €25,000,000 €41,000,000
Service sales €0 €1,000,000 €5,000,000 €9,000,000 €16,000,000
Total Sales €544,223 €12,000,000 €35,000,000 €62,000,000 €105,000,000
Direct Cost of Sales FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Research & Developmet €5,745 €480,000 €750,000 €1,650,000 €2,176,000
Tech Maintenance €26,000 €748,000 €2,076,000 €2,976,000 €4,376,000
Hardware & Software €37,776 €1,567,000 €3,584,000 €4,376,000 €6,396,000
Marketing & Sales €80,040 €1,078,000 €5,036,000 €7,376,000 €10,376,000
Management €19,922 €720,000 €1,700,000 €2,176,000 €3,177,000
Subtotal Direct Cost of Sales €169,483 €4,593,000 €13,146,000 €18,554,000 €26,501,000

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5.5 Milestones

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Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department
Platform/Mobile Development 6/6/2014 10/25/2014 €365,000 Ana Soric IT, Design
Launch Marketing Camp 10/25/2014 12/28/2014 €250,000 Ana Soric Marketing
Mobile App Development 2 1/7/2015 5/1/2015 €750,000 Ana Soric IT
Mobile Marketing Campaign 5/1/2015 7/1/2015 €1,300,000 Ana Soric Marketing
Platform Development 2 7/1/2015 10/1/2015 €4,300,000 Ana Soric IT, Design
Platform Development 2 camp 10/1/2015 12/24/2015 €3,300,000 Ana Soric Marketing
Next phase development 1/7/2016 4/1/2016 €5,000,000 Ana Soric R&D
Totals €15,265,000
6.0 Management Summary
6.1 Personnel Plan
In the first year the plan is to hire as few personnel as possible. Most of the
development and production will be done by outsourcing. In the second FY when we
anticipate revenue is to start pouring in, would hire small but high quality team. In the FYs
that follow we would expand significantly our personnel, with the special consideration
on R&D (Research and Development) team.

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Table: Personnel
Personnel Plan
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Strategy, Consultancy, Management, Board €20,000 €130,000 €350,000 €550,000 €670,000
Design & Development €13,000 €300,000 €600,000 €1,000,000 €1,646,000
R & D €0 €250,000 €550,000 €1,100,000 €2,646,000
Tech Maintenance €7,000 €170,000 €370,000 €430,000 €1,130,000
Customer Support €6,000 €150,000 €250,000 €450,000 €696,000
Legal €0 €97,000 €160,000 €190,000 €696,000
Marketing €0 €195,000 €250,000 €550,000 €1,046,000
Maintenance €0 €95,000 €110,000 €150,000 €349,000
Total People 0 0 0 0 0
Total Payroll €46,000 €1,387,000 €2,640,000 €4,420,000 €8,879,000
7.0 Financial Plan
7.1 Projections
7.2 Start-up Funding
It is planned that the start-up funding will be mainly covered with investors funding.
Although it is planned to finance part of the investment via loan. The amount of the
loan would be around 80.000 - 90.000 Euro via Croatian Bank for Reconstruction and
Development.

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Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund €550,650
Start-up Assets to Fund €155,000
Total Funding Required €705,650
Assets
Non-cash Assets from Start-up €0
Cash Requirements from Start-up €155,000
Additional Cash Raised €0
Cash Balance on Starting Date €155,000
Total Assets €155,000
Liabilities and Capital
Liabilities
Current Borrowing €0
Long-term Liabilities €0
Accounts Payable (Outstanding Bills) €0
Other Current Liabilities (interest-free) €10,000
Total Liabilities €10,000
Capital
Planned Investment
Owner €0
Investor €695,650
Additional Investment Requirement €0
Total Planned Investment €695,650
Loss at Start-up (Start-up Expenses) (€550,650)
Total Capital €145,000
Total Capital and Liabilities €155,000
Total Funding €705,650
7.3 Important Assumptions
7.4 Break-even Analysis

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Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even €39,020
Assumptions:
Average Percent Variable Cost 31%
Estimated Monthly Fixed Cost €26,868
7.5 Projected Profit and Loss

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45. MindBanking
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Table: Profit and Loss
Pro Forma Profit and Loss
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Sales €544,223 €12,000,000 €35,000,000 €62,000,000 €105,000,000
Direct Cost of Sales €169,483 €4,593,000 €13,146,000 €18,554,000 €26,501,000
Other Costs of Sales €16,082 €1,700,000 €3,200,000 €5,996,600 €10,707,359
Total Cost of Sales €185,564 €6,293,000 €16,346,000 €24,550,600 €37,208,359
Gross Margin €358,659 €5,707,000 €18,654,000 €37,449,400 €67,791,641
Gross Margin % 65.90% 47.56% 53.30% 60.40% 64.56%
Expenses
Payroll €46,000 €1,387,000 €2,640,000 €4,420,000 €8,879,000
Marketing/Promotion €15,758 €850,000 €2,200,000 €3,766,900 €6,474,557
Depreciation €0 €0 €0 €0 €0
Rent €38,961 €300,000 €400,000 €970,000 €1,345,046
Utilities €19,761 €140,000 €190,000 €294,600 €494,600
Insurance €35,707 €50,000 €70,000 €145,850 €254,600
Payroll Taxes €166,230 €294,000 €585,000 €769,000 €1,650,000
Total Operating Expenses €322,416 €3,021,000 €6,085,000 €10,366,350 €19,097,803
Profit Before Interest and Taxes €36,243 €2,686,000 €12,569,000 €27,083,050 €48,693,838
EBITDA €36,243 €2,686,000 €12,569,000 €27,083,050 €48,693,838
Interest Expense €0 €0 €0 €0 €0
Taxes Incurred €10,873 €805,800 €3,770,700 €8,124,915 €14,608,151
Net Profit €25,370 €1,880,200 €8,798,300 €18,958,135 €34,085,687
Net Profit/Sales 4.66% 15.67% 25.14% 30.58% 32.46%

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7.6 Projected Cash Flow

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Table: Cash Flow
Pro Forma Cash Flow
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Cash Received
Cash from Operations
Cash Sales €544,223 €12,000,000 €35,000,000 €62,000,000 €105,000,000
Subtotal Cash from Operations €544,223 €12,000,000 €35,000,000 €62,000,000 €105,000,000
Additional Cash Received
Sales Tax, VAT, HST/GST Received €136,056 €3,000,000 €8,750,000 €15,500,000 €26,250,000
New Current Borrowing €0 €0 €0 €0 €0
New Other Liabilities (interest-free) €0 €0 €0 €0 €0
New Long-term Liabilities €0 €0 €0 €0 €0
Sales of Other Current Assets €0 €0 €0 €0 €0
Sales of Long-term Assets €0 €0 €0 €0 €0
New Investment Received €1,680,000 €2,400,000 €4,000,000 €0 €0
Subtotal Cash Received €2,360,279 €17,400,000 €47,750,000 €77,500,000 €131,250,000
Expenditures FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Expenditures from Operations
Cash Spending €46,000 €1,387,000 €2,640,000 €4,420,000 €8,879,000
Bill Payments €363,711 €8,124,178 €22,342,886 €37,384,043 €60,110,920
Subtotal Spent on Operations €409,711 €9,511,178 €24,982,886 €41,804,043 €68,989,920
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out €76,800 €1,200,000 €4,700,000 €7,800,000 €12,890,000
Principal Repayment of Current Borrowing €0 €0 €0 €0 €0
Other Liabilities Principal Repayment €0 €0 €0 €0 €0
Long-term Liabilities Principal Repayment €0 €0 €0 €0 €0
Purchase Other Current Assets €0 €0 €0 €0 €0
Purchase Long-term Assets €0 €0 €0 €0 €0
Dividends €0 €0 €0 €0 €0
Subtotal Cash Spent €486,511 €10,711,178 €29,682,886 €49,604,043 €81,879,920
Net Cash Flow €1,873,768 €6,688,822 €18,067,114 €27,895,957 €49,370,080
Cash Balance €2,028,768 €8,717,590 €26,784,704 €54,680,660 €104,050,740
7.7 Projected Balance Sheet

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Table: Balance Sheet
Pro Forma Balance Sheet
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Assets
Current Assets
Cash €2,028,768 €8,717,590 €26,784,704 €54,680,660 €104,050,740
Other Current Assets €0 €0 €0 €0 €0
Total Current Assets €2,028,768 €8,717,590 €26,784,704 €54,680,660 €104,050,740
Long-term Assets
Long-term Assets €0 €0 €0 €0 €0
Accumulated Depreciation €0 €0 €0 €0 €0
Total Long-term Assets €0 €0 €0 €0 €0
Total Assets €2,028,768 €8,717,590 €26,784,704 €54,680,660 €104,050,740
Liabilities and Capital FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Current Liabilities
Accounts Payable €109,142 €717,764 €1,936,578 €3,174,400 €5,098,793
Current Borrowing €0 €0 €0 €0 €0
Other Current Liabilities €69,256 €1,869,256 €5,919,256 €13,619,256 €26,979,256
Subtotal Current Liabilities €178,398 €2,587,020 €7,855,834 €16,793,656 €32,078,049
Long-term Liabilities €0 €0 €0 €0 €0
Total Liabilities €178,398 €2,587,020 €7,855,834 €16,793,656 €32,078,049
Paid-in Capital €2,375,650 €4,775,650 €8,775,650 €8,775,650 €8,775,650
Retained Earnings (€550,650) (€525,280) €1,354,920 €10,153,220 €29,111,355
Earnings €25,370 €1,880,200 €8,798,300 €18,958,135 €34,085,687
Total Capital €1,850,370 €6,130,570 €18,928,870 €37,887,005 €71,972,691
Total Liabilities and Capital €2,028,768 €8,717,590 €26,784,704 €54,680,660 €104,050,740
Net Worth €1,850,370 €6,130,570 €18,928,870 €37,887,005 €71,972,691
7.8 Business Ratios

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Table: Ratios
Ratio Analysis
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Industry Profile
Sales Growth 0.00% 2104.98% 191.67% 77.14% 69.35% 10.93%
Percent of Total Assets
Other Current Assets 0.00% 0.00% 0.00% 0.00% 0.00% 52.04%
Total Current Assets 100.00% 100.00% 100.00% 100.00% 100.00% 76.18%
Long-term Assets 0.00% 0.00% 0.00% 0.00% 0.00% 23.82%
Total Assets 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Current Liabilities 8.79% 29.68% 29.33% 30.71% 30.83% 33.87%
Long-term Liabilities 0.00% 0.00% 0.00% 0.00% 0.00% 13.22%
Total Liabilities 8.79% 29.68% 29.33% 30.71% 30.83% 47.09%
Net Worth 91.21% 70.32% 70.67% 69.29% 69.17% 52.91%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Gross Margin 65.90% 47.56% 53.30% 60.40% 64.56% 100.00%
Selling, General & Administrative Expenses 61.24% 31.89% 28.16% 29.82% 32.10% 74.12%
Advertising Expenses 0.00% 0.00% 0.00% 0.00% 0.00% 2.32%
Profit Before Interest and Taxes 6.66% 22.38% 35.91% 43.68% 46.38% 2.90%
Main Ratios
Current 11.37 3.37 3.41 3.26 3.24 1.74
Quick 11.37 3.37 3.41 3.26 3.24 1.37
Total Debt to Total Assets 8.79% 29.68% 29.33% 30.71% 30.83% 58.31%
Pre-tax Return on Net Worth 1.96% 43.81% 66.40% 71.48% 67.66% 6.41%
Pre-tax Return on Assets 1.79% 30.81% 46.93% 49.53% 46.80% 15.38%
Additional Ratios FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Net Profit Margin 4.66% 15.67% 25.14% 30.58% 32.46% n.a
Return on Equity 1.37% 30.67% 46.48% 50.04% 47.36% n.a
Activity Ratios
Accounts Payable Turnover 4.33 12.17 12.17 12.17 12.17 n.a
Payment Days 27 17 21 24 24 n.a
Total Asset Turnover 0.27 1.38 1.31 1.13 1.01 n.a
Debt Ratios
Debt to Net Worth 0.10 0.42 0.42 0.44 0.45 n.a
Current Liab. to Liab. 1.00 1.00 1.00 1.00 1.00 n.a
Liquidity Ratios
Net Working Capital €1,850,370 €6,130,570 €18,928,870 €37,887,005 €71,972,691 n.a
Interest Coverage 0.00 0.00 0.00 0.00 0.00 n.a
Additional Ratios
Assets to Sales 3.73 0.73 0.77 0.88 0.99 n.a
Current Debt/Total Assets 9% 30% 29% 31% 31% n.a
Acid Test 11.37 3.37 3.41 3.26 3.24 n.a
Sales/Net Worth 0.29 1.96 1.85 1.64 1.46 n.a
Dividend Payout 0.00 0.00 0.00 0.00 0.00 n.a

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7.9 Long-term Plan
Table: Long-term
Long-term
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Sales €544,223 €12,000,0
00
€35,000,0
00
€62,000,0
00
€105,000,
000
€232,400,
000
€498,500,
000
€654,000,
000
€860,000,
000
€999,000,
000
Cost of Sales €185,564 €6,293,00
0
€16,346,0
00
€24,550,6
00
€37,208,3
59
€95,000,0
00
€190,000,
000
€273,000,
000
€399,000,
000
€420,000,
000
Gross Margin €358,659 €5,707,00
0
€18,654,0
00
€37,449,4
00
€67,791,6
41
€137,400,
000
€308,500,
000
€381,000,
000
€461,000,
000
€579,000,
000
Gross Margin % 65.90% 47.56% 53.30% 60.40% 64.56% 59.12% 61.89% 58.26% 53.60% 57.96%
Operating Expenses €322,416 €3,021,00
0
€6,085,00
0
€10,366,3
50
€19,097,8
03
€68,000,0
00
€160,000,
000
€238,000,
000
€300,000,
000
€360,000,
000
Operating Income €36,243 €2,686,00
0
€12,569,0
00
€27,083,0
50
€48,693,8
38
€69,400,0
00
€148,500,
000
€143,000,
000
€161,000,
000
€219,000,
000
Net Income €25,370 €1,880,20
0
€8,798,30
0
€18,958,1
35
€34,085,6
87
€69,374,2
24
€148,474,
224
€142,974,
224
€160,990,
016
€219,000,
000
Current Assets €2,028,76
8
€8,717,59
0
€26,784,7
04
€54,680,6
60
€104,050,
740
€0 €0 €0 €0 €0
Long-term Assets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Current Liabilities €178,398 €2,587,02
0
€7,855,83
4
€16,793,6
56
€32,078,0
49
€0 €0 €0 €0 €0
Long-term Liabilities €0 €0 €0 €0 €0 €25,776 €25,776 €25,776 €9,984 €0
Equity €1,850,37
0
€6,130,57
0
€18,928,8
70
€37,887,0
05
€71,972,6
91
€69,374,2
24
€148,474,
224
€142,974,
224
€160,990,
016
€219,000,
000

51. Appendix
Page 1
Table: Sales Forecast
Sales Forecast
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Sales
Subscriptions fees 0% €0 €0 €0 €0 €0 €0 €0 €23,400 €38,743 €47,300 €57,600 €63,100
Advertising 0% €0 €0 €0 €0 €0 €0 €0 €0 €45,480 €65,000 €87,600 €116,000
Service sales 0% €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Total Sales €0 €0 €0 €0 €0 €0 €0 €23,400 €84,223 €112,300 €145,200 €179,100
Direct Cost of Sales Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Research & Developmet €0 €0 €0 €0 €0 €0 €0 €1,149 €1,149 €1,149 €1,149 €1,149
Tech Maintenance €0 €0 €0 €0 €0 €0 €0 €4,000 €4,000 €6,000 €6,000 €6,000
Hardware & Software €2,500 €0 €0 €0 €0 €0 €0 €3,960 €4,356 €7,120 €9,200 €10,640
Marketing & Sales €3,000 €0 €0 €0 €0 €0 €0 €6,700 €7,340 €13,000 €20,000 €30,000
Management €1,500 €0 €0 €0 €0 €0 €0 €3,180 €3,400 €3,480 €3,480 €4,882
Subtotal Direct Cost of Sales €7,000 €0 €0 €0 €0 €0 €0 €18,989 €20,245 €30,749 €39,829 €52,671

52. Appendix
Page 2
Table: Personnel
Personnel Plan
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Strategy, Consultancy, Management, Board 0% €2,000 €2,000 $2.000 €2,000 €2,000 €2,000 €2,000 €2,000 €2,000 $2.000 €2,000 €2,000
Design & Development 0% €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €2,000
R &D 0% €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Tech Maintenance 0% €0 €0 €0 €0 €0 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000
Customer Support 0% €0 €0 €0 €0 €0 €0 €1,000 €1,000 €1,000 €1,000 €1,000 €1,000
Legal 0% €0 €0 €0 €0 €0 €0 €0 €0 €0 $0 €0 €0
Marketing 0% €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Maintenance 0% €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Total People 0 0 0 0 0 0 0 0 0 0 0 0
Total Payroll €3,000 €3,000 €1,000 €3,000 €3,000 €4,000 €5,000 €5,000 €5,000 €3,000 €5,000 €6,000

53. Appendix
Page 3
Table: Profit and Loss
Pro Forma Profit and Loss
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Sales €0 €0 €0 €0 €0 €0 €0 €23,400 €84,223 €112,300 €145,200 €179,100
Direct Cost of Sales €7,000 €0 €0 €0 €0 €0 €0 €18,989 €20,245 €30,749 €39,829 €52,671
Other Costs of Sales €664 €703 €811 €963 €1,090 €1,210 €1,358 €1,472 €1,691 €1,874 €2,013 €2,234
Total Cost of Sales €7,664 €703 €811 €963 €1,090 €1,210 €1,358 €20,461 €21,936 €32,623 €41,842 €54,904
Gross Margin (€7,664) (€703) (€811) (€963) (€1,090) (€1,210) (€1,358) €2,939 €62,287 €79,677 €103,358 €124,196
Gross Margin % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 12.56% 73.95% 70.95% 71.18% 69.34%
Expenses
Payroll €3,000 €3,000 €1,000 €3,000 €3,000 €4,000 €5,000 €5,000 €5,000 €3,000 €5,000 €6,000
Marketing/Promotion €0 €0 €0 €0 €0 €0 €0 €1,166 €3,056 €3,096 €3,560 €4,880
Depreciation €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Rent €2,806 €2,776 €2,843 €3,383 €3,408 €3,360 €3,360 €3,424 €3,408 €3,376 €3,408 €3,408
Utilities €1,350 €1,447 €1,474 €1,458 €1,474 €1,441 €1,441 €1,612 €1,800 €1,920 €2,088 €2,256
Insurance 15% €1,949 €2,184 €2,352 €2,352 €2,472 €2,544 €2,735 €3,023 €3,359 €3,696 €4,176 €4,864
Payroll Taxes €7,360 €7,780 €8,410 €9,040 €14,500 €16,866 €17,034 €17,426 €17,006 €17,006 €17,006 €16,796
Total Operating Expenses €16,466 €17,187 €16,079 €19,233 €24,854 €28,211 €29,570 €31,651 €33,629 €32,094 €35,238 €38,204
Profit Before Interest and Taxes (€24,129) (€17,890) (€16,890) (€20,196) (€25,945) (€29,421) (€30,928) (€28,712) €28,658 €47,583 €68,120 €85,992
EBITDA (€24,129) (€17,890) (€16,890) (€20,196) (€25,945) (€29,421) (€30,928) (€28,712) €28,658 €47,583 €68,120 €85,992
Interest Expense €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Taxes Incurred (€7,239) (€5,367) (€5,067) (€6,059) (€7,783) (€8,826) (€9,278) (€8,614) €8,597 €14,275 €20,436 €25,798
Net Profit (€16,890) (€12,523) (€11,823) (€14,137) (€18,161) (€20,595) (€21,650) (€20,098) €20,060 €33,308 €47,684 €60,194
Net Profit/Sales 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -85.89% 23.82% 29.66% 32.84% 33.61%

54. Appendix
Page 4
Table: Cash Flow
Pro Forma Cash Flow
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Cash Received
Cash fromOperations
Cash Sales €0 €0 €0 €0 €0 €0 €0 €23,400 €84,223 €112,300 €145,200 €179,100
Subtotal Cash fromOperations €0 €0 €0 €0 €0 €0 €0 €23,400 €84,223 €112,300 €145,200 €179,100
Additional Cash Received
Sales Tax, VAT, HST/GST Received 25.00% €0 €0 €0 €0 €0 €0 €0 €5,850 €21,056 €28,075 €36,300 €44,775
New Current Borrowing €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
New Other Liabilities (interest-free) €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
New Long-termLiabilities €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Sales of Other Current Assets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Sales of Long-termAssets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
New Investment Received €0 €0 €0 €130,000 €0 €0 €0 €250,000 €0 €0 €0 €1,300,000
Subtotal Cash Received €0 €0 €0 €130,000 €0 €0 €0 €279,250 €105,279 €140,375 €181,500 €1,523,875
Expenditures Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Expenditures fromOperations
Cash Spending €3,000 €3,000 €1,000 €3,000 €3,000 €4,000 €5,000 €5,000 €5,000 €3,000 €5,000 €6,000
Bill Payments €463 €13,745 €9,566 €10,834 €11,271 €15,209 €16,597 €17,378 €39,187 €59,724 €76,542 €93,196
Subtotal Spent on Operations €3,463 €16,745 €10,566 €13,834 €14,271 €19,209 €21,597 €22,378 €44,187 €62,724 €81,542 €99,196
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out €0 €0 €0 €0 €0 €0 €0 €3,200 €9,600 €16,000 €23,000 €25,000
Principal Repayment of Current Borrowing €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Other Liabilities Principal Repayment €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Long-termLiabilities Principal Repayment €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Purchase Other Current Assets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Purchase Long-termAssets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Dividends €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Subtotal Cash Spent €3,463 €16,745 €10,566 €13,834 €14,271 €19,209 €21,597 €25,578 €53,787 €78,724 €104,542 €124,196
Net Cash Flow (€3,463) (€16,745) (€10,566) €116,166 (€14,271) (€19,209) (€21,597) €253,672 €51,492 €61,651 €76,958 €1,399,679
Cash Balance €151,537 €134,792 €124,226 €240,392 €226,121 €206,912 €185,316 €438,988 €490,479 €552,131 €629,088 €2,028,768

55. Appendix
Page 5
Table: Balance Sheet
Pro Forma Balance Sheet
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Assets Starting Balances
Current Assets
Cash €155,000 €151,537 €134,792 €124,226 €240,392 €226,121 €206,912 €185,316 €438,988 €490,479 €552,131 €629,088 €2,028,768
Other Current Assets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Total Current Assets €155,000 €151,537 €134,792 €124,226 €240,392 €226,121 €206,912 €185,316 €438,988 €490,479 €552,131 €629,088 €2,028,768
Long-termAssets
Long-termAssets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Accumulated Depreciation €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Total Long-termAssets €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Total Assets €155,000 €151,537 €134,792 €124,226 €240,392 €226,121 €206,912 €185,316 €438,988 €490,479 €552,131 €629,088 €2,028,768
Liabilities and Capital Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Current Liabilities
Accounts Payable €0 €13,427 €9,205 €10,462 €10,766 €14,656 €16,042 €16,095 €37,215 €57,191 €73,459 €89,432 €109,142
Current Borrowing €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Other Current Liabilities €10,000 €10,000 €10,000 €10,000 €10,000 €10,000 €10,000 €10,000 €12,650 €24,106 €36,181 €49,481 €69,256
Subtotal Current Liabilities €10,000 €23,427 €19,205 €20,462 €20,766 €24,656 €26,042 €26,095 €49,865 €81,296 €109,639 €138,913 €178,398
Long-termLiabilities €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0 €0
Total Liabilities €10,000 €23,427 €19,205 €20,462 €20,766 €24,656 €26,042 €26,095 €49,865 €81,296 €109,639 €138,913 €178,398
Paid-in Capital €695,650 €695,650 €695,650 €695,650 €825,650 €825,650 €825,650 €825,650 €1,075,650 €1,075,650 €1,075,650 €1,075,650 €2,375,650
Retained Earnings (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650) (€550,650)
Earnings €0 (€16,890) (€29,413) (€41,236) (€55,373) (€73,534) (€94,129) (€115,779) (€135,877) (€115,817) (€82,509) (€34,825) €25,370
Total Capital €145,000 €128,110 €115,587 €103,764 €219,627 €201,466 €180,871 €159,221 €389,123 €409,183 €442,491 €490,175 €1,850,370
Total Liabilities and Capital €155,000 €151,537 €134,792 €124,226 €240,392 €226,121 €206,912 €185,316 €438,988 €490,479 €552,131 €629,088 €2,028,768
Net Worth €145,000 €128,110 €115,587 €103,764 €219,627 €201,466 €180,871 €159,221 €389,123 €409,183 €442,491 €490,175 €1,850,370

56. 1
Appendix
Table – work and services already invested in MindBanking project
Job Hours Team Total
hrs
Research & Analysis
Trend analysis 77h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Market analysis 66h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Case studies 80 h Ana Sorić Sail Media/One
of Three LLC
Comparative analysis 30 h Ana Sorić Sail Media/One
of Three LLC
Business info interpretation 50h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Interpretation of goals &
Business model proposal
60h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
363h
Business Plan
Strategic positioning of a
business case
50h Ana Sorić Sail Media/One
of Three LLC
Concept elucidation 30h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Communication strategy 45h Ana Sorić Sail Media/One
of Three LLC
Project diagram development 30h Ana Sorić Sail Media/One
of Three LLC

57. 2
Business & finanacial plan
creation & update
750h Ana Sorić Sail Media/One
of Three LLC
Business plan evaluation (first
draft)
50h Hassan Jaferi; Canadian
Intellectual Property
Office; PARTEQ
Innovations
Total hrs 955h
Branding 150h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
150h
Front End & Information
Architecture (IA)
Communities analysis 30h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Proposal for creative concept 30h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Proposal for technical concept 50h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Content inventory 25h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Graphic design concept &
development
250h Stipe Splivalo Arterion
Documentation - graphic
standards
50h Stipe Splivalo Arterion
User experience analysis 30h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
IA – Information architecture
design
200h Ana Sorić Sail Media/One
of Three LLC
Stipe Splivalo Arterion
Total hrs 665h
Investor relations
management
770h Ana Sorić Sail Media/One
of Three LLC
Natko Vlahović HOK
970h

58. 3
Stipe Splivalo Arterion
Tomislav Ilić Reprograph
Legal 50h Tomislav Šunjić
Aljoša Šerić
50h
Building Mindbanking
platform in Word Press /
Buddy Press infrastructure;
testing
Bruno Buljubašić &
Andreja Pomper (Word
Press Croatia)
Ana Sorić One of Three
LLC
450h
Design & CSS Stipe Splivalo Arterion
Saša Celinšćak
Bruno Buljubašić &
Andreja Pomper
70h
SEO & Maintenance Bruno Buljubašić &
Andreja Pomper
50h
Social Networking Campaign Ana Sorić One of Three
LLC
300h
Building Mindbanking
platform in Word Press /
Buddy Press infrastructure;
testing
Ana Sorić One of Three
LLC
800h
Design & CSS Ana Sorić One of Three
LLC
300h
SEO & Maintenance Ana Sorić One of Three
LLC
100h
Social Networking Campaign Ana Sorić One of Three
LLC
50h
Investor relations Ana Sorić One of Three
LLC
350h
TOTAL HOURS 4523h