Copy Services Model Final1

KSTC Financial Model Model Built By: Patrick Just - 502.419.4003For ICC/IC client use, funded by CED MBA, Entrepreneurial Studies

[email protected]

Instructions:

1. General overview of KSTC Financial ModelAll business inputs for the financial model are located on the "Master Assumptions"tab. There are cells that are meant to be changed and cells that are locked.

Only cells this color are meant to be changed. From the "Master Assumptions" tab, the data is manipulated in the "Manipulations" tab. Changing the formulas in thistab without having a high level of understanding of how the formulas work will make the model not work correctly. That data then composes all of the summary and detail statements. The outputs of this model are:

- Five year forcasted annual summarized income statement- Five year forcasted annual balance sheet- Five year forcasted annual statement of cash flows- Five year forcasted monthly cash budget- Detailed capitalization structure - Quantitative pre money and exit business valuation valuation - Summary employee hiring schedule- Five year forcasted monthly detailed income statement

2. Master Assumptions - Service Related InputsTell the model the selling price of each service, as well as the first month of expected sales. Any section requiring a date, unless specifically requesting the year only, needsto be input as mm/1/yyyy. The formating of the cell will report the date as mmm - yyyy.Input the anticipated first month sales level in units, as well as the unit sales growthrate for the following years. This, accompanied with the seasonality factors, will project sales for the coming five years. The sum of the seasonality inputs should notexceed 1.

3. Master Assumptions - Operational InputsThe staffing plan is broken down by department. The title, start date, pay, and scaleof each position can be changed. If the position is an executive position, i.e. it does notchange with sales, then leave the column labeled "per sales dollars" blank. To make a position scale with sales, insert a dollar amount in that column. If a cell in that column has the input of "$500,000", the model will hire an additional person in thatposition when sales are over an annual rate of $500,000.

The operation expenses are broken down by department as well, but also have a spacefor startup related expenses. These are non-recurring expenses. Just input the expenseand the date, and the model will place that expense. For the departmental expenses,the first input that must be made is the "department start date" reference. This allowsthe user to start different departments at different times. Expenses can be inserted onthe basis of three different drivers - per year, per executive, or as a percent of sales.Inserting a value in the "amount" column and having a driver of "year" will expense that amount every year over the life of the model. A driver of "executive" will take the

expense amount, multiply that amount by the number of non-scaling positions in thatdepartment, and expense that multiple over the coming years. A driver of "sales" assumes that the amount is not a dollar amount, but rather a %. Therefore, if the driver is "sales", the amount input should be less than 1. Expenses with this driver willscale with sales as the business grows.

4. Master Assumptions - Capital InvestmentsCapital assets are seperated by PP&E assets, and administrative assets. The model is fully flexible to depreciate any investment over any number of years.

5. Master Assumptions - Financing InputsThe financing section includes "free money" such as grants, equity investments from founders, seed investors, round A, and round B venture capital, and interest bearing debt. Any input in the grant section will not pay interest and will not be reflected on the capitalization structure. In order for the capitalization structure tab to calculate ownership, any outside equity investment needs to be accompanied by an expectedpre - money value for that round. For the model to forcast expected investors IRR and cash-on-cash returns, it is also necessary to input the expected exit value and year of exit.

In the debt financing section, the term of the loan can be any number between 1 & 10.

6. Master Assumptions - Other Business InputsThis section covers other business items such as anticipated bad debt, benefits and taxes, etc.

7. Master Assumptions - Valuation InputsIn the "Quantitative Exit Valuation" section, the inputs required are the expected yearof exit, as well as the expected revenue, EBITDA, and net income multiples that the company would be able to receive.

The below sections are all based on calculating a pre-money value.

The First Chicago valuation method takes the models expectations, and counts that as the median. This method then asks, 'how much better could this company be if it was ahome run?' On the other side, it also asks, 'what slash of projections is appropriate ifsome things do not go right?' This scenario is called a "single" These three potential outcomes (single, double, and homerun) are then applied probability ratios to arrive at an anticipated end amount. The discount rate is the rate that future cash flows willbe discounted back to the present. Most startups in the pre-venture phase have a discount rate of 50-70%.

The next two sections are expected multiples that the company could receive at the timeof an exit, as well as the appropriate discount rate.

Wrap-upTo print the model, go to the tab desired to be print, and hit print. The page shouldbe formatted correctly to print the proper headings and columns for each year.

Enjoy the model!

Company NameFinancial Model Assumptions

Company Name:……………………………………………………………………………………………………………………………Company NameFirst Year of Operation:…………………………………………………………………………..………………………………… 2010 1/1/2010Name of 1st Service:…………………………………………………………………………………………………………………… Service OneName of 2nd Service:………………………………………………………………………………………………………………… Service Two Name of 3rd Service:………………………………………………………………………………………………………………… Service ThreeName of 4th Service:………………………………………………………………………………………………………………… Service FourName of 5th Service:………………………………………………………………………………………………………………… Service FiveName of Department Direct Cost of Sales:……………………………………………………………………………..…… ServiceName of 1st Department:……………………………………………………………………………………………….………… Sales and MarketingName of 2nd Department:………………………………………………………………………………………………………… AdministrationName of 3rd Department:………………………………………………………………………………….……………………… EngineeringName of 4th Department:……………………………………………………………………………………………………..… Other

…..…...………Service Related Inputs………………..

Service OneSales Related Assumptions

Selling PriceRollout Sales Date1st Month Sales Volume1st Year Growth Rate2nd Year Growth Rate3rd Year Growth Rate4th Year Growth Rate5th Year Growth RateLong Term Growth Rate1st Year Total Sales 02nd Year Total Sales 03rd Year Total Sales 04th Year Total Sales 05th Year Total Sales 0

Production/Cost Related AssumptionsService Material Cost of Selling PriceDirect Labor of SalesDirect Laborer Salary per Year

Seasonality Factor of SalesJanuary 8.33%February 8.33%March 8.33%April 8.33%May 8.33%June 8.33%July 8.33%August 8.33%September 8.33%October 8.33%November 8.33%December 8.33%Sum 100.00%

Sum should equal 100 %

Sales growth compounded monthly - Yearly sales numbers

do not account for seasonality

Service / technology businesses typically have no - minimal

direct product costs.

A23

Owner: This amount is subject to change based on seasonality factor of the chosen month

Service Two Sales Related Assumptions


Production/Cost Related AssumptionsUnit Material Cost of Selling PriceDirect Labor of SalesDirect Laborer Salary per Year


Service ThreeSales Related Assumptions


Production/Cost Related AssumptionsMaterial Cost of Selling PriceDirect Labor of SalesDirect Laborer Salary per Year










A60


A91

Owner: Should Always = 100%

A97



Service FourSales Related Assumptions




Service FiveSales Related Assumptions

Selling PriceRollout Sales Date1st Month Sales Volume1st Year Growth Rate2nd Year Growth Rate3rd Year Growth Rate4th Year Growth Rate5th Year Growth RateLong Term Growth Rate











A128


A134


A165


A171


1st Year Total Sales 02nd Year Total Sales 03rd Year Total Sales 04th Year Total Sales 05th Year Total Sales 0



…..…...………Operational Inputs………………..

Staffing PlanService

Position Pay Start Date Salary Number Employed Per Sales DollarsSenior Engineer 1Inventory Manager 1Technical Support Manager 1Floor Manager 1Other 1Other 1

Sales and MarketingPosition Pay Start Date Salary Number Employed Per Sales DollarsVP Marketing 1VP Sales 1VP Advertising 1Marketing Manager 1Sales Representative 1Other 1Other 1

AdministrationPosition Pay Start Date Salary Number Employed Per Annual Sales of…CEO 1CMO 1CFO 1COO 1HR Manager 1Administration Assistant 1Other 1Other 1

EngineeringPosition Pay Start Date Salary Number Employed Per Sales DollarsCTO 1System Administration 1Project Manager 1

1 Person will be hired for every

dollar in sales input on the right



1 Person will be hired for every dollar in sales

input on the right








To create a non-scaling position (model assumes all non-scaling

positions are executives), leave the "Per Sales Dollars" cell empty. To

scale a position with sales, input the sales dollars in the given cell. For

example, if you you will need to hire a new direct sales rep to support

each additional $1M in sales, input their salary, start date, and

$1,000,000 into the "Per Sales Dollars" cell.

A202


E208

Owner: If left blank, model assumes that the position does not scale with sales.

E216


E225


E235


Programming 1Quality Assurance 1Other 1Other 1

OtherPosition Pay Start Date Salary Number Employed Per Sales DollarsOther 1Other 1Other 1Other 1Other 1



1 Person will be hired for every dollar in sales

input on the right

E244


Operational ExpenseStartup Expenses

Expense Amount DateInitial OutreachPatent FilingWebsite DevelopmentItem 4Other

ServiceDepartment Start Date Jan - 2010 executiveExpense Amount Per Driver yearOffice Supplies salesTelephone/PostagePlant RentUtilitiesAuto AllowanceOtherOtherOther

Sales and MarketingDepartment Start Date Mar - 2010Expense Amount Per DriverOffice SuppliesTelephone/PostageRentUtilitiesAuto AllowanceTrade ShowsAdvertisingTravel & MealsOtherOtherOther

AdministrationDepartment Start Date Mar - 2010Expense Amount Per DriverOffice SuppliesTelephone/PostageRentUtilitiesAuto AllowanceTravel & MealsOtherOtherOther

Expenses that use "sales" as the driver should have an "amount" less

than 1.

In this case, the cell should be "amount" cell should be formatted as

'percent'.

The model will allocate the input percent of sales as the expense for

that line item.

A259

Owner: Do not include Direct Labor here. It is included in the product sections.

C261

Owner: Sales, Year, or Executive

C272


C286


EngineeringDepartment Start DateExpense Amount Per DriverResearch ExpenseRentUtilitiesTelephone/PostageAuto AllowanceTravel & MealsOtherOtherOther

OtherDepartment Start DateExpense Amount Per DriverOffice SuppliesTelephone/PostageRentUtilitiesAuto AllowanceTravel & MealsOtherOtherOther

…..…...………Capital Expenditures………………..Property, Plant & Equipment

Investment Amount Date Depreciation YearsPlant Purchase 3Machine 5Machine 7Machine 10Truck 30TruckOther

Administrative Capital ExpensesInvestment Amount Date Depreciation YearsComputersFurnitureSoftwareHardwareFax, Copiers, Etc.OtherOther

C298


C310


D323

Owner: 3,5,7, 10, or 30

D332

Owner: 3,5,7, or 30

…..…...………Financing………………..Grants and Awards

Investment Amount DateGrant 1Grant 2Grant 3

Equity FinancingRound Amount Date Pre-Money ValueFoundersSeed 1Round A 2Round B 3Estimated Exit Value

Debt Financing 4Loan Amount 5Percent 6Term (years) 7Payment #NUM! 8Start Date 9

10

…..…...………Other Items………………..Item Amount PerBenefits and Taxes Total Salary & WagesBusiness Insurance of Total SalesAnticipated Bad Debt of Total SalesTax Rate of Net Income less Loss Carried ForwardAccounts Payable Total Days worth of PurchasesAccounts Receivable Total Days worth of Sales

…..…...………Valuation………………..Quantitative Exit Valuation

Year of Exit 2014Revenue Multiple 2EBITDA Multiple 6Net Income 12

First Chicago Pre Money ValuationSingle - EBITDA Slash 50%Double (Model Projection) N/AHome Run Multiple 3Single Probability 40%Double Probability 40%Home Run Probability 20% yesEBITDA Multiple 8 noDiscount Rate 60%

Present Value of Future ProfitsDiscount Rate 60%User Estimated Exit Value? yes

Discounted Multiple of EBITDA MethodEBITDA Multiple 8Discount Rate 60%

Discounted Multiple of Revenue MethodRevenue Multiple 2Discount Rate 60%

Model will estimate pre-money business value for a given date. But, Capitalization Structure will be based on the inserted estimated values

here. Model starts with a base number of shares of 100,000.

Model will estimate exit value for a given date. This input is your personal estimate value and exit date. The date input is only

the year. Model assumes year end.

For calculating pre money value, model assumes an exit in

year 5

If input is 'yes', the model will assume the exit value is from cell B353, if input is 'no',

model will use estimate from valuation tab.

A357

Owner: 10 year maximum

Cash Budget Jan - 2010 Feb - 2010 Mar - 2010 Apr - 2010 May - 2010 Jun - 2010 Jul - 2010 Aug - 2010 Sep - 2010 Oct - 2010 Nov - 2010 Dec - 2010Beginning Cash Balance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Cash InflowsTotal Grants and Awards 0 0 0 0 0 0 0 0 0 0 0 0 Capital Investments

Founders 0 0 0 0 0 0 0 0 0 0 0 0 Seed Capital 0 0 0 0 0 0 0 0 0 0 0 0 Round A Capital 0 0 0 0 0 0 0 0 0 0 0 0 Round B Capital 0 0 0 0 0 0 0 0 0 0 0 0

Total Inflows from Capital Investments 0 0 0 0 0 0 0 0 0 0 0 0 Debt Financing

Bank Loan 0 0 0 0 0 0 0 0 0 0 0 0 Total Cash Flows from Debt Financing 0 0 0 0 0 0 0 0 0 0 0 0 Operations

Service One Sales 0 0 0 0 0 0 0 0 0 0 0 0 Service Two Sales 0 0 0 0 0 0 0 0 0 0 0 0 Service Three Sales 0 0 0 0 0 0 0 0 0 0 0 0 Service Four Sales 0 0 0 0 0 0 0 0 0 0 0 0 Service Five Sales 0 0 0 0 0 0 0 0 0 0 0 0 Less increase in Accounts Receivable 0 0 0 0 0 0 0 0 0 0 0 0

Total Inflows from Operations 0 0 0 0 0 0 0 0 0 0 0 0 Total Cash Inflows 0 0 0 0 0 0 0 0 0 0 0 0 Cash OutflowsCapital Expenditures

PP&E Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 Administrative Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0

Total Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 Product Costs

Direct Labor 0 0 0 0 0 0 0 0 0 0 0 0 Materials 0 0 0 0 0 0 0 0 0 0 0 0 Service Department 0 0 0 0 0 0 0 0 0 0 0 0 Less Increase in Accounts Payable 0 0 0 0 0 0 0 0 0 0 0 0

Total Product Costs 0 0 0 0 0 0 0 0 0 0 0 0 Operational Outflows

Startup Costs 0 0 0 0 0 0 0 0 0 0 0 0 Total Sales and Marketing 0 0 0 0 0 0 0 0 0 0 0 0 Total Administration 0 0 0 0 0 0 0 0 0 0 0 0 Total Engineering 0 0 0 0 0 0 0 0 0 0 0 0 Total Other 0 0 0 0 0 0 0 0 0 0 0 0 Actual Taxes Paid 0 0 0 0 0 0 0 0 0 0 0 0

Total Operational Outflows 0 0 0 0 0 0 0 0 0 0 0 0 Financing Outflows

Principle Payment 0 0 0 0 0 0 0 0 0 0 0 0 Interest Expense 0 0 0 0 0 0 0 0 0 0 0 0

Total Financing Outflows 0 0 0 0 0 0 0 0 0 0 0 0 Total Cash Outflows 0 0 0 0 0 0 0 0 0 0 0 0

Net Change in Cash 0 0 0 0 0 0 0 0 0 0 0 0 Ending Cash Balance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Cash BudgetBeginning Cash BalanceCash InflowsTotal Grants and AwardsCapital Investments

FoundersSeed CapitalRound A Capital Round B Capital

Total Inflows from Capital InvestmentsDebt Financing

Bank LoanTotal Cash Flows from Debt FinancingOperations

Service One SalesService Two SalesService Three SalesService Four SalesService Five SalesLess increase in Accounts Receivable

Total Inflows from OperationsTotal Cash InflowsCash OutflowsCapital Expenditures

PP&E Capital ExpendituresAdministrative Capital Expenditures

Total Capital ExpendituresProduct Costs

Direct LaborMaterialsService DepartmentLess Increase in Accounts Payable

Total Product CostsOperational Outflows

Startup CostsTotal Sales and MarketingTotal AdministrationTotal EngineeringTotal OtherActual Taxes Paid

Total Operational OutflowsFinancing Outflows

Principle PaymentInterest Expense

Total Financing OutflowsTotal Cash Outflows

Net Change in CashEnding Cash Balance

2010$0

0

0 0 0 0 0

0 0

0 0 0 0 0 0 0 0

0 0 0

0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0

$0
















Jan - 2011 Feb - 2011 Mar - 2011 Apr - 2011 May - 2011 Jun - 2011 Jul - 2011 Aug - 2011 Sep - 2011 Oct - 2011 Nov - 2011 Dec - 2011$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
















2011$0

0

0 0 0 0 0

0 0

0 0 0 0 0 0 0 0

0 0 0

0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0

$0

















0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
















2012$0

0

0 0 0 0 0

0 0

0 0 0 0 0 0 0 0

0 0 0

0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0

$0

















0 0 0 0 0 0 0 0 0 0 0 0

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$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
















2013$0

0

0 0 0 0 0

0 0

0 0 0 0 0 0 0 0

0 0 0

0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0

$0

















0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
















2014$0

0

0 0 0 0 0

0 0

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0 0 0

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0 0 0 0 0 0 0

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$0

Company NameAnnual Income Statement

For Year Ending 2010 2011 2012 2013 2014RevenueService One 0 0 0 0 0Service Two 0 0 0 0 0Service Three 0 0 0 0 0Service Four 0 0 0 0 0Service Five 0 0 0 0 0Total Revenue 0 0 0 0 0 Cost of SalesService One Cost of Sales 0 0 0 0 0Service Two Cost of Sales 0 0 0 0 0Service Three Cost of Sales 0 0 0 0 0Service Four Cost of Sales 0 0 0 0 0Service Five Cost of Sales 0 0 0 0 0Total Cost of Sales 0 0 0 0 0 Gross Margin 0 0 0 0 0 Gross Margin % #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!Operating ExpensesStartup Expenses 0 0 0 0 0 Sales and Marketing 0 0 0 0 0 Administration 0 0 0 0 0 Engineering 0 0 0 0 0 Other 0 0 0 0 0 Total Operating Expenses 0 0 0 0 0 Operating Profit (EBITDA) 0 0 0 0 0 Operating Margin #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!DepreciationProperty, Plant & Equipment 0 0 0 0 0 Administrative Capital Assets 0 0 0 0 0 Total Depreciation 0 0 0 0 0 Earnings Before Interest & Taxes 0 0 0 0 0 Interest Expense 0 0 0 0 0 Earnings Before Taxes 0 0 0 0 0 Tax Expense 0 0 0 0 0 Net Income $0 $0 $0 $0 $0 Net Margin #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Company NameFiscal Year Balance Sheet

For Year End 2010 2011 2012 2013 2014AssetsCurrent AssetsCash 0 0 0 0 0Deferred Tax Asset 0 0 0 0 0Accounts Receivable 0 0 0 0 0Total Current Assets 0 0 0 0 0

Fixed AssetsProperty, Plant & Equipment 0 0 0 0 0Administrative Capital Assets 0 0 0 0 0Gross Fixed Assets 0 0 0 0 0PP&E Accumulated Depreciation 0 0 0 0 0Administrative Acc Depreciation 0 0 0 0 0Net Fixed Assets 0 0 0 0 0Total Assets $0 $0 $0 $0 $0

Liabilities & EquityAccounts Payable 0 0 0 0 0Current Portion of LT Debt 0 0 0 0 0Long Term Debt 0 0 0 0 0Total Liabilities 0 0 0 0 0

EquityPaid In Capital 0 0 0 0 0Retained Earnings 0 0 0 0 0Total Equity 0 0 0 0 0Total Liabilities & Equity $0 $0 $0 $0 $0

Company NameStatement of Cash Flows

For Year Ending 2010 2011 2012 2013 2014Cash Flows From OperationsNet Income (Loss) 0 0 0 0 0 + Depreciation 0 0 0 0 0 (Inc.)/Dec. of Accounts Receivable 0 0 0 0 0 Inc./(Dec.) of Accounts Payable 0 0 0 0 0 (Inc.)/Dec. of Deferred Tax Asset 0 0 0 0 0 Inc./(Dec). of Current Liabilities 0 0 0 0 0 Total Cash Flow From Operations 0 0 0 0 0 Cash Flows From InvestingProperty, Plant & Equipment 0 0 0 0 0 Administrative Capital Assets 0 0 0 0 0 Total Cash Flow From Investing 0 0 0 0 0 Free Cash Flows 0 0 0 0 0 Cash Flows From FinancingGrants & Awards 0 0 0 0 0 Founders 0 0 0 0 0 Seed Capital 0 0 0 0 0 Round A 0 0 0 0 0 Round B 0 0 0 0 0 Long Term Debt 0 0 0 0 0 Total Cash Flows From Financing 0 0 0 0 0 Total Cash Flow 0 0 0 0 0 Beginning Cash Balance 0 0 0 0 0 Ending Cash Balance 0 0 0 0 0

Company NameCapitalization Structure and Expected Returns

Investor Data Investment Amount Date Pre-Money ValueSeed CapitalRound ARound B

Seed Investment Round Invested Share Price # of Shares % of CompanyFounders 0 100,000 #VALUE!Seed Capital #VALUE! #VALUE! #VALUE!Total Shares Outstanding #VALUE! #VALUE!Pre-Money ValuationOutside CapitalPost-Money Valuation $ -

Series A Round Invested Share Price # of Shares % of CompanyFounders 0 100,000 #VALUE!Seed Capital #VALUE! #VALUE! #VALUE!Round A #VALUE! #VALUE! #VALUE!Total Shares Outstanding #VALUE! #VALUE!Pre-Money ValuationInvested CapitalPost-Money Valuation $ -

Series B Round Invested Share Price # of Shares % of CompanyFounders 0 100,000 #VALUE!Seed Capital #VALUE! #VALUE! #VALUE!Round A #VALUE! #VALUE! #VALUE!Round B N/A 0 #VALUE!Total Shares Outstanding #VALUE! #VALUE!Pre-Money Valuation 0Invested CapitalPost-Money Valuation $ -

Exit DataExit Value $0Year of Exit 0Multiple of Revenue #N/AMultiple of EBITDA #N/AMultiple of Income #N/A

Return on Investment Investment IRR Cash on Cash Equity Years Invested Net Cash FlowsFounders $0 100% Seed Capital Round A Round B

Company NameValuation Estimates

Quantitative Exit Valuation - Year 2014Method Multiple ValueRevenue Multiple 2x $0EBITDA Multiple 6x $0Net Income 12x $0

Average Exit Valuation $0

Quantitative Pre Money ValuationFirst Chicago Method

Single Double Home RunEBITDA 2014 $0 $0 $0EBITDA Multiple 8x 8x 8xFuture Value $0.00 $0.00 $0.00Discount Factor 10.49 10.49 10.49Present Value $0.00 $0.00 $0.00Weight 40% 40% 20%Pre Money Value $0.00

Present Value of Future ProfitsYear After Tax Income PV Factor PV of Earnings

2010 $0 1.60 $0.002011 $0 2.56 $0.002012 $0 4.10 $0.002013 $0 6.55 $0.00

Terminal Value $0 10.49 $0.00Pre Money Value $0.00

Discounted Multiple of EBITDA2014 EBITDA $0Multiple 8xFuture Value $0.00Discount Factor 10.49Pre Money Value $0.00

Discounted Multiple of Revenue2014 Revenue $0Multiple 2xFuture Value $0Discount Factor 10.49Pre Money Value $0.00

Average of All Pre Money ValuationsPre Money Value $0.00

Company NameFiscal Year Balance Sheet

For Year End Salary 2010 2011 2012 2013 2014Sales and MarketingVP Marketing $0 0 0 0 0 0VP Sales $0 0 0 0 0 0VP Advertising $0 0 0 0 0 0Marketing Manager $0 0 0 0 0 0Sales Representative $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0AdministrationCEO $0 0 0 0 0 0CMO $0 0 0 0 0 0CFO $0 0 0 0 0 0COO $0 0 0 0 0 0HR Manager $0 0 0 0 0 0Administration Assistant $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0EngineeringCTO $0 0 0 0 0 0System Administration $0 0 0 0 0 0Project Manager $0 0 0 0 0 0Programming $0 0 0 0 0 0Quality Assurance $0 0 0 0 0 0OtherOther $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0ServiceDirect Labor #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!Senior Engineer $0 0 0 0 0 0Inventory Manager $0 0 0 0 0 0Technical Support Manager $0 0 0 0 0 0Floor Manager $0 0 0 0 0 0Other $0 0 0 0 0 0Other $0 0 0 0 0 0Total #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Revenue / Employee #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Monthly Income Statemtent Jan - 2010 Feb - 2010 Mar - 2010 Apr - 2010 May - 2010 Jun - 2010 Jul - 2010 Aug - 2010 Sep - 2010 Oct - 2010 Nov - 2010 Dec - 2010 2010Revenue

Service One Sales 0 0 0 0 0 0 0 0 0 0 0 0 0Service Two Sales 0 0 0 0 0 0 0 0 0 0 0 0 0Service Three Sales 0 0 0 0 0 0 0 0 0 0 0 0 0Service Four Sales 0 0 0 0 0 0 0 0 0 0 0 0 0Service Five Sales 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Revenue 0 0 0 0 0 0 0 0 0 0 0 0 0Direct Cost of Sales

Service One Material Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service One Labor Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service One Absorbed Service Dept. Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Two Material Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Two Labor Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Two Absorbed Service Dept. Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Three Material Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Three Labor Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Three Absorbed Service Dept. Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Four Material Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Four Labor Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Four Absorbed Service Dept. Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Five Material Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Five Labor Cost 0 0 0 0 0 0 0 0 0 0 0 0 0Service Five Absorbed Service Dept. Cost 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Cost of Sales 0 0 0 0 0 0 0 0 0 0 0 0 0 Gross Margin 0 0 0 0 0 0 0 0 0 0 0 0 0

Gross Margin % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%Operating ExpensesTotal Startup Related Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0Sales and Marketing

Salaries 0 0 0 0 0 0 0 0 0 0 0 0 0 Benefits & Taxes 0 0 0 0 0 0 0 0 0 0 0 0 0 Office Supplies 0 0 0 0 0 0 0 0 0 0 0 0 0 Telephone/Postage 0 0 0 0 0 0 0 0 0 0 0 0 0 Rent 0 0 0 0 0 0 0 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 0 0 0 0 0 0 0 Auto Allowance 0 0 0 0 0 0 0 0 0 0 0 0 0 Trade Shows 0 0 0 0 0 0 0 0 0 0 0 0 0 Advertising 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Sales and Marketing 0 0 0 0 0 0 0 0 0 0 0 0 0 Administration

Salaries 0 0 0 0 0 0 0 0 0 0 0 0 0 Benefits & Taxes 0 0 0 0 0 0 0 0 0 0 0 0 0 Office Supplies 0 0 0 0 0 0 0 0 0 0 0 0 0 Telephone/Postage 0 0 0 0 0 0 0 0 0 0 0 0 0 Rent 0 0 0 0 0 0 0 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 0 0 0 0 0 0 0 Auto Allowance 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals 0 0 0 0 0 0 0 0 0 0 0 0 0

Monthly Income Statemtent Jan - 2010 Feb - 2010 Mar - 2010 Apr - 2010 May - 2010 Jun - 2010 Jul - 2010 Aug - 2010 Sep - 2010 Oct - 2010 Nov - 2010 Dec - 2010 2010Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Administration 0 0 0 0 0 0 0 0 0 0 0 0 0 Engineering

Salaries 0 0 0 0 0 0 0 0 0 0 0 0 0 Benefits & Taxes 0 0 0 0 0 0 0 0 0 0 0 0 0 Research Expense 0 0 0 0 0 0 0 0 0 0 0 0 0 Rent 0 0 0 0 0 0 0 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 0 0 0 0 0 0 0 Telephone/Postage 0 0 0 0 0 0 0 0 0 0 0 0 0 Auto Allowance 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Engineering 0 0 0 0 0 0 0 0 0 0 0 0 0 Other

Business Insurance 0 0 0 0 0 0 0 0 0 0 0 0 0 Anticipated Bad Debt 0 0 0 0 0 0 0 0 0 0 0 0 0 Salaries 0 0 0 0 0 0 0 0 0 0 0 0 0 Benefits & Taxes 0 0 0 0 0 0 0 0 0 0 0 0 0 Office Supplies 0 0 0 0 0 0 0 0 0 0 0 0 0 Telephone/Postage 0 0 0 0 0 0 0 0 0 0 0 0 0 Rent 0 0 0 0 0 0 0 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 0 0 0 0 0 0 0 Auto Allowance 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Operating Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 Operating Profit (EBITDA) 0 0 0 0 0 0 0 0 0 0 0 0 0

Operating Margin 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%Depreciation

Property, Plant & Equipment 0 0 0 0 0 0 0 0 0 0 0 0 0 Administrative Capital Assets 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Depreciation 0 0 0 0 0 0 0 0 0 0 0 0 0 Earnings Before Interest & Taxes 0 0 0 0 0 0 0 0 0 0 0 0 0

Interest Expense 0 0 0 0 0 0 0 0 0 0 0 0 0 Earnings Before Taxes 0 0 0 0 0 0 0 0 0 0 0 0 0

Tax Expense 0 0 0 0 0 0 0 0 0 0 0 0 0 Net Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Margin 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Monthly Income StatemtentRevenue

Service One SalesService Two SalesService Three SalesService Four SalesService Five Sales

Total RevenueDirect Cost of Sales

Service One Material CostService One Labor CostService One Absorbed Service Dept. CostService Two Material CostService Two Labor CostService Two Absorbed Service Dept. CostService Three Material CostService Three Labor CostService Three Absorbed Service Dept. CostService Four Material CostService Four Labor CostService Four Absorbed Service Dept. CostService Five Material CostService Five Labor CostService Five Absorbed Service Dept. Cost

Total Cost of SalesGross Margin

Gross Margin %Operating ExpensesTotal Startup Related ExpensesSales and Marketing

SalariesBenefits & TaxesOffice SuppliesTelephone/PostageRentUtilitiesAuto AllowanceTrade ShowsAdvertisingTravel & MealsOtherOtherOther

Total Sales and MarketingAdministration

SalariesBenefits & TaxesOffice SuppliesTelephone/PostageRentUtilitiesAuto AllowanceTravel & Meals

Jan - 2011 Feb - 2011 Mar - 2011 Apr - 2011 May - 2011 Jun - 2011 Jul - 2011 Aug - 2011 Sep - 2011 Oct - 2011 Nov - 2011 Dec - 2011 2011

0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Monthly Income StatemtentOtherOtherOther

Total AdministrationEngineering

SalariesBenefits & TaxesResearch ExpenseRentUtilitiesTelephone/PostageAuto AllowanceTravel & MealsOtherOtherOther

Total EngineeringOther

Business InsuranceAnticipated Bad DebtSalariesBenefits & TaxesOffice SuppliesTelephone/PostageRentUtilitiesAuto AllowanceTravel & MealsOtherOtherOther

Total OtherTotal Operating ExpensesOperating Profit (EBITDA)

Operating MarginDepreciation

Property, Plant & EquipmentAdministrative Capital Assets

Total DepreciationEarnings Before Interest & Taxes

Interest ExpenseEarnings Before Taxes

Tax ExpenseNet Income

Net Margin

Jan - 2011 Feb - 2011 Mar - 2011 Apr - 2011 May - 2011 Jun - 2011 Jul - 2011 Aug - 2011 Sep - 2011 Oct - 2011 Nov - 2011 Dec - 2011 20110 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $00.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%











0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0












Net Margin


0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $00.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%











0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0












Net Margin


0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $00.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%











0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0












Net Margin


0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $00.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

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