Start-up Funding | |
Start-up Expenses to Fund | $95,000 |
Start-up Assets to Fund | $135,000 |
Total Funding Required | $230,000 |
Assets | |
Non-cash Assets from Start-up | $110,000 |
Cash Requirements from Start-up | $25,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $25,000 |
Total Assets | $135,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $150,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $150,000 |
Capital | |
Planned Investment | |
Michelle Johnson | $40,000 |
Edward Anderson | $40,000 |
Additional Investment Requirement | $0 |
Total Planned Investment | $80,000 |
Loss at Start-up (Start-up Expenses) | ($95,000) |
Total Capital | ($15,000) |
Total Capital and Liabilities | $135,000 |
Total Funding | $230,000 |
Southwest Veterinary Clinic will be located on the corner of 7th and Stewart, two of the busiest streets in southwest Richmond.
Southwest Veterinary Clinic will offer the following services:
Southwest Richmond is a section of the city that, in recent years, has become primarily industrial. There are approximately 20,000 residents in the area who are currently underserved in a number of basic services. The area’s residents can be put into three groups:
All three groups own pets but find it difficult to find local veterinary resources when needed. Southwest Veterinary Clinic will fill the community’s need for reasonably priced local veterinary services.
Southwest Veterinary Clinic will focus on three significant customer groups:
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Elderly | 5% | 6,000 | 6,300 | 6,615 | 6,946 | 7,293 | 5.00% |
Moderate-income Families | 10% | 10,000 | 11,000 | 12,100 | 13,310 | 14,641 | 10.00% |
Young Adults | 10% | 4,000 | 4,400 | 4,840 | 5,324 | 5,856 | 10.00% |
Total | 8.57% | 20,000 | 21,700 | 23,555 | 25,580 | 27,790 | 8.57% |
The key to the clinic’s success is its visibility in the community. The location is crucial. Southwest Veterinary Clinic will be located on the corner of 7th and Stewart, two of the busiest streets in southwest Richmond. The clinic will be visible in the community. The name “Southwest” will communicate that the clinic is local to residents who are scanning the phone book for veterinary services.
Edward Anderson and Michelle Johnson will meet with both the three Southwest Seniors Organizations and the five Southwest Neighborhood Associations to introduce the veterinary hospital to the community. At these meetings, Edward and Michelle, will distribute invitations to the clinic’s grand opening.
In addition, Southwest Veterinary Clinic will reward customers who refer friends and neighbors to the clinic with 15% off their pet’s next visit.
The competitive edge of Southwest Veterinary Clinic is:
The Southwest Veterinary Clinic’s sales strategy will be to grow the clinic through referrals. These referrals from satisfied customers will be the most important component to the success of Southwest Veterinary Clinic. To promote referrals from existing customers, Southwest Veterinary Clinic will offer 15% off the next visit for referrals.
The following is the sales forecast for three years.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Services | $417,000 | $450,000 | $490,000 |
Other | $0 | $0 | $0 |
Total Sales | $417,000 | $450,000 | $490,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Services | $98,700 | $110,000 | $120,000 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $98,700 | $110,000 | $120,000 |
Edward Anderson and Michelle Johnson will co-manage the clinics daily operation.
The Southwest Veterinary Clinic will have a staff of three.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Edward Anderson | $45,600 | $50,000 | $55,000 |
Michelle Johnson | $45,600 | $50,000 | $55,000 |
Receptionist/Clerical | $24,000 | $30,000 | $33,000 |
Veterinary Assistants (2) | $52,800 | $53,000 | $55,000 |
Total People | 5 | 5 | 5 |
Total Payroll | $168,000 | $183,000 | $198,000 |
The following is the financial plan for Southwest Veterinary Clinic.
The monthly break-even point is $30,000.
Break-even Analysis | |
Monthly Revenue Break-even | $28,351 |
Assumptions: | |
Average Percent Variable Cost | 24% |
Estimated Monthly Fixed Cost | $21,641 |
The following is the projected profit and loss for three years.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $417,000 | $450,000 | $490,000 |
Direct Cost of Sales | $98,700 | $110,000 | $120,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $98,700 | $110,000 | $120,000 |
Gross Margin | $318,300 | $340,000 | $370,000 |
Gross Margin % | 76.33% | 75.56% | 75.51% |
Expenses | |||
Payroll | $168,000 | $183,000 | $198,000 |
Sales and Marketing and Other Expenses | $6,000 | $6,000 | $6,000 |
Depreciation | $11,424 | $11,424 | $11,424 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $3,600 | $3,600 | $3,600 |
Insurance | $7,200 | $7,200 | $7,200 |
Rent | $36,000 | $36,000 | $36,000 |
Payroll Taxes | $27,465 | $30,300 | $32,400 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $259,689 | $277,524 | $294,624 |
Profit Before Interest and Taxes | $58,611 | $62,476 | $75,376 |
EBITDA | $70,035 | $73,900 | $86,800 |
Interest Expense | $14,242 | $12,901 | $11,502 |
Taxes Incurred | $13,311 | $14,872 | $19,162 |
Net Profit | $31,058 | $34,702 | $44,712 |
Net Profit/Sales | 7.45% | 7.71% | 9.12% |
The following is the projected cash flow for three years.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $417,000 | $450,000 | $490,000 |
Subtotal Cash from Operations | $417,000 | $450,000 | $490,000 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $417,000 | $450,000 | $490,000 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $168,000 | $183,000 | $198,000 |
Bill Payments | $181,390 | $227,847 | $234,632 |
Subtotal Spent on Operations | $349,390 | $410,847 | $432,632 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $13,992 | $13,992 | $13,992 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $363,382 | $424,839 | $446,624 |
Net Cash Flow | $53,618 | $25,161 | $43,376 |
Cash Balance | $78,618 | $103,779 | $147,154 |
The following is the projected balance sheet for three years.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $78,618 | $103,779 | $147,154 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $78,618 | $103,779 | $147,154 |
Long-term Assets | |||
Long-term Assets | $110,000 | $110,000 | $110,000 |
Accumulated Depreciation | $11,424 | $22,848 | $34,272 |
Total Long-term Assets | $98,576 | $87,152 | $75,728 |
Total Assets | $177,194 | $190,931 | $222,882 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $25,128 | $18,154 | $19,386 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $25,128 | $18,154 | $19,386 |
Long-term Liabilities | $136,008 | $122,016 | $108,024 |
Total Liabilities | $161,136 | $140,170 | $127,410 |
Paid-in Capital | $80,000 | $80,000 | $80,000 |
Retained Earnings | ($95,000) | ($63,942) | ($29,239) |
Earnings | $31,058 | $34,702 | $44,712 |
Total Capital | $16,058 | $50,761 | $95,472 |
Total Liabilities and Capital | $177,194 | $190,931 | $222,882 |
Net Worth | $16,058 | $50,761 | $95,472 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 0742, Veterinary Services, are shown for comparison.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 7.91% | 8.89% | -2.90% |
Percent of Total Assets | ||||
Other Current Assets | 0.00% | 0.00% | 0.00% | 32.60% |
Total Current Assets | 44.37% | 54.35% | 66.02% | 59.90% |
Long-term Assets | 55.63% | 45.65% | 33.98% | 40.10% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 14.18% | 9.51% | 8.70% | 31.10% |
Long-term Liabilities | 76.76% | 63.91% | 48.47% | 21.50% |
Total Liabilities | 90.94% | 73.41% | 57.16% | 52.60% |
Net Worth | 9.06% | 26.59% | 42.84% | 47.40% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 76.33% | 75.56% | 75.51% | 40.00% |
Selling, General & Administrative Expenses | 71.42% | 70.80% | 68.96% | 23.70% |
Advertising Expenses | 1.44% | 1.33% | 1.22% | 0.50% |
Profit Before Interest and Taxes | 14.06% | 13.88% | 15.38% | 3.60% |
Main Ratios | ||||
Current | 3.13 | 5.72 | 7.59 | 1.95 |
Quick | 3.13 | 5.72 | 7.59 | 1.26 |
Total Debt to Total Assets | 90.94% | 73.41% | 57.16% | 52.60% |
Pre-tax Return on Net Worth | 276.30% | 97.66% | 66.90% | 5.50% |
Pre-tax Return on Assets | 25.04% | 25.96% | 28.66% | 11.60% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 7.45% | 7.71% | 9.12% | n.a |
Return on Equity | 193.41% | 68.36% | 46.83% | n.a |
Activity Ratios | ||||
Accounts Payable Turnover | 8.22 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 36 | 29 | n.a |
Total Asset Turnover | 2.35 | 2.36 | 2.20 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 10.03 | 2.76 | 1.33 | n.a |
Current Liab. to Liab. | 0.16 | 0.13 | 0.15 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $53,490 | $85,625 | $127,768 | n.a |
Interest Coverage | 4.12 | 4.84 | 6.55 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.42 | 0.42 | 0.45 | n.a |
Current Debt/Total Assets | 14% | 10% | 9% | n.a |
Acid Test | 3.13 | 5.72 | 7.59 | n.a |
Sales/Net Worth | 25.97 | 8.87 | 5.13 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Services | 0% | $15,000 | $20,000 | $23,000 | $26,000 | $30,000 | $34,000 | $36,000 | $40,000 | $44,000 | $46,000 | $50,000 | $53,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $15,000 | $20,000 | $23,000 | $26,000 | $30,000 | $34,000 | $36,000 | $40,000 | $44,000 | $46,000 | $50,000 | $53,000 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Services | $4,000 | $5,000 | $5,300 | $6,000 | $7,000 | $8,000 | $8,400 | $9,000 | $10,000 | $11,000 | $12,000 | $13,000 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $4,000 | $5,000 | $5,300 | $6,000 | $7,000 | $8,000 | $8,400 | $9,000 | $10,000 | $11,000 | $12,000 | $13,000 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Edward Anderson | 0% | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 |
Michelle Johnson | 0% | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 | $3,800 |
Receptionist/Clerical | 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 |
Veterinary Assistants (2) | 0% | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 | $4,400 |
Total People | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | |
Total Payroll | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $15,000 | $20,000 | $23,000 | $26,000 | $30,000 | $34,000 | $36,000 | $40,000 | $44,000 | $46,000 | $50,000 | $53,000 | |
Direct Cost of Sales | $4,000 | $5,000 | $5,300 | $6,000 | $7,000 | $8,000 | $8,400 | $9,000 | $10,000 | $11,000 | $12,000 | $13,000 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $4,000 | $5,000 | $5,300 | $6,000 | $7,000 | $8,000 | $8,400 | $9,000 | $10,000 | $11,000 | $12,000 | $13,000 | |
Gross Margin | $11,000 | $15,000 | $17,700 | $20,000 | $23,000 | $26,000 | $27,600 | $31,000 | $34,000 | $35,000 | $38,000 | $40,000 | |
Gross Margin % | 73.33% | 75.00% | 76.96% | 76.92% | 76.67% | 76.47% | 76.67% | 77.50% | 77.27% | 76.09% | 76.00% | 75.47% | |
Expenses | |||||||||||||
Payroll | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | |
Sales and Marketing and Other Expenses | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Depreciation | $952 | $952 | $952 | $952 | $952 | $952 | $952 | $952 | $952 | $952 | $952 | $952 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | |
Insurance | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | |
Rent | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Payroll Taxes | 15% | $2,220 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 | $2,295 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $21,572 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | $21,647 | |
Profit Before Interest and Taxes | ($10,572) | ($6,647) | ($3,947) | ($1,647) | $1,353 | $4,353 | $5,953 | $9,353 | $12,353 | $13,353 | $16,353 | $18,353 | |
EBITDA | ($9,620) | ($5,695) | ($2,995) | ($695) | $2,305 | $5,305 | $6,905 | $10,305 | $13,305 | $14,305 | $17,305 | $19,305 | |
Interest Expense | $1,240 | $1,231 | $1,221 | $1,211 | $1,201 | $1,192 | $1,182 | $1,172 | $1,163 | $1,153 | $1,143 | $1,133 | |
Taxes Incurred | ($3,544) | ($2,363) | ($1,550) | ($857) | $45 | $948 | $1,431 | $2,454 | $3,357 | $3,660 | $4,563 | $5,166 | |
Net Profit | ($8,269) | ($5,514) | ($3,617) | ($2,001) | $106 | $2,213 | $3,340 | $5,727 | $7,833 | $8,540 | $10,647 | $12,054 | |
Net Profit/Sales | -55.12% | -27.57% | -15.73% | -7.69% | 0.35% | 6.51% | 9.28% | 14.32% | 17.80% | 18.57% | 21.29% | 22.74% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $15,000 | $20,000 | $23,000 | $26,000 | $30,000 | $34,000 | $36,000 | $40,000 | $44,000 | $46,000 | $50,000 | $53,000 | |
Subtotal Cash from Operations | $15,000 | $20,000 | $23,000 | $26,000 | $30,000 | $34,000 | $36,000 | $40,000 | $44,000 | $46,000 | $50,000 | $53,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
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-term Liabilities | $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-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $15,000 | $20,000 | $23,000 | $26,000 | $30,000 | $34,000 | $36,000 | $40,000 | $44,000 | $46,000 | $50,000 | $53,000 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | |
Bill Payments | $277 | $8,391 | $10,599 | $11,712 | $13,112 | $15,005 | $16,864 | $17,762 | $19,385 | $21,258 | $22,571 | $24,454 | |
Subtotal Spent on Operations | $14,277 | $22,391 | $24,599 | $25,712 | $27,112 | $29,005 | $30,864 | $31,762 | $33,385 | $35,258 | $36,571 | $38,454 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
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-term Liabilities Principal Repayment | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | $1,166 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $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 | $15,443 | $23,557 | $25,765 | $26,878 | $28,278 | $30,171 | $32,030 | $32,928 | $34,551 | $36,424 | $37,737 | $39,620 | |
Net Cash Flow | ($443) | ($3,557) | ($2,765) | ($878) | $1,722 | $3,829 | $3,970 | $7,072 | $9,449 | $9,576 | $12,263 | $13,380 | |
Cash Balance | $24,557 | $20,999 | $18,234 | $17,357 | $19,079 | $22,908 | $26,878 | $33,950 | $43,399 | $52,975 | $65,238 | $78,618 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $25,000 | $24,557 | $20,999 | $18,234 | $17,357 | $19,079 | $22,908 | $26,878 | $33,950 | $43,399 | $52,975 | $65,238 | $78,618 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $25,000 | $24,557 | $20,999 | $18,234 | $17,357 | $19,079 | $22,908 | $26,878 | $33,950 | $43,399 | $52,975 | $65,238 | $78,618 |
Long-term Assets | |||||||||||||
Long-term Assets | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 | $110,000 |
Accumulated Depreciation | $0 | $952 | $1,904 | $2,856 | $3,808 | $4,760 | $5,712 | $6,664 | $7,616 | $8,568 | $9,520 | $10,472 | $11,424 |
Total Long-term Assets | $110,000 | $109,048 | $108,096 | $107,144 | $106,192 | $105,240 | $104,288 | $103,336 | $102,384 | $101,432 | $100,480 | $99,528 | $98,576 |
Total Assets | $135,000 | $133,605 | $129,095 | $125,378 | $123,549 | $124,319 | $127,196 | $130,214 | $136,334 | $144,831 | $153,455 | $164,766 | $177,194 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $8,039 | $10,210 | $11,277 | $12,614 | $14,444 | $16,274 | $17,118 | $18,677 | $20,508 | $21,758 | $23,588 | $25,128 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $8,039 | $10,210 | $11,277 | $12,614 | $14,444 | $16,274 | $17,118 | $18,677 | $20,508 | $21,758 | $23,588 | $25,128 |
Long-term Liabilities | $150,000 | $148,834 | $147,668 | $146,502 | $145,336 | $144,170 | $143,004 | $141,838 | $140,672 | $139,506 | $138,340 | $137,174 | $136,008 |
Total Liabilities | $150,000 | $156,873 | $157,878 | $157,779 | $157,950 | $158,614 | $159,278 | $158,956 | $159,349 | $160,014 | $160,098 | $160,762 | $161,136 |
Paid-in Capital | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 |
Retained Earnings | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) | ($95,000) |
Earnings | $0 | ($8,269) | ($13,783) | ($17,400) | ($19,401) | ($19,295) | ($17,082) | ($13,742) | ($8,016) | ($183) | $8,358 | $19,005 | $31,058 |
Total Capital | ($15,000) | ($23,269) | ($28,783) | ($32,400) | ($34,401) | ($34,295) | ($32,082) | ($28,742) | ($23,016) | ($15,183) | ($6,642) | $4,005 | $16,058 |
Total Liabilities and Capital | $135,000 | $133,605 | $129,095 | $125,378 | $123,549 | $124,319 | $127,196 | $130,214 | $136,334 | $144,831 | $153,455 | $164,766 | $177,194 |
Net Worth | ($15,000) | ($23,269) | ($28,783) | ($32,400) | ($34,401) | ($34,295) | ($32,082) | ($28,742) | ($23,016) | ($15,183) | ($6,642) | $4,005 | $16,058 |
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Written by Dave Lavinsky
Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their veterinary clinics. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a veterinary clinic business plan template step-by-step so you can create your plan today.
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A business plan provides a snapshot of your veterinary clinic as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.
If you’re looking to start a veterinary clinic, or grow your existing veterinary clinic, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your veterinary clinic in order to improve your chances of success. Your business plan is a living document that should be updated annually as your company grows and changes.
With regards to funding, the main sources of funding for a veterinary clinic are personal savings, credit cards, bank loans and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business.Personal savings is the other most common form of funding for a veterinary clinic. With that said, personal savings and bank loans are the most common funding paths for veterinary clinics.
How to write a business plan for a veterinary clinic.
If you want to start a veterinary clinic or expand your current one, you need a business plan. Below we detail what should be included in each section of a traditional business plan for a veterinary practice.
Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.
The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of veterinary clinic or practice you are operating and the status. For example, are you a startup, do you have a veterinary clinic that you would like to grow, or are you operating a chain of veterinary clinics?
Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the veterinary clinic industry. Discuss the type of veterinary business you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team. And offer an overview of your financial plan.
In your company analysis, you will detail the type of veterinary business you are operating.
For example, you might operate one of the following types of veterinary clinics:
In addition to explaining the type of you will operate, the Company Analysis section of your business plan needs to provide background on the business.
Include answers to question such as:
While this may seem unnecessary, it serves multiple purposes.
First, researching the veterinary clinic industry educates you. It helps you understand the market in which you are operating.
Secondly, market research can improve your strategy, particularly if your research identifies market trends.
The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.
The following questions should be answered in the industry analysis section:
The customer analysis section must detail the customers you serve and/or expect to serve.
The following are examples of customer segments: pet owners, livestock owners such as farmers and ranchers, and horse owners.
As you can imagine, the customer segment(s) you choose will have a great impact on the type of veterinary clinic you operate. Clearly, dog and cat owners would respond to different marketing promotions than ranchers, for example.
Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the ages, genders, locations and income levels of the customers you seek to serve. Because most veterinary clinics primarily serve customers living in their same city or town, such demographic information is easy to find on government websites.
Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.
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Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.
Direct competitors are other veterinary clinics.
Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes virtual veterinarians or pet telemedicine. You need to mention such competition as well.
With regards to direct competition, you want to describe the other veterinary clinics with which you compete. Most likely, your direct competitors will be veterinary clinics located very close to your location.
For each such competitor, provide an overview of their businesses and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as:
With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.
The final part of your competitive analysis section is to document your areas of competitive advantage. For example:
Think about ways you will outperform your competition and document them in this section of your plan.
Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a veterinary practice, your marketing plan should include the following:
Product : In the product section, you should reiterate the type of veterinary clinic company that you documented in your Company Analysis. Then, detail the specific products you will be offering. For example, in addition to operating as a veterinary clinic, will you provide dental services or grooming services?
Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your marketing plan, you are presenting the services you offer and their prices.
Place : Place refers to the location of your veterinary clinic company. Document your location and mention how the location will impact your success. For example, is your veterinary clinic located in a busy retail district, in an agricultural district, etc. Discuss how your location might be the ideal location for your customers.
Promotions : The final part of your veterinary clinic marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:
While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.
Everyday short-term processes include all of the tasks involved in running your , including scheduling appointments, marketing tasks, meeting with owners, treating animals and billing.
Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to treat your 1,000th animal, or when you hope to reach $X in revenue. It could also be when you expect to expand your veterinary clinic to a new or larger location.
To demonstrate your veterinary clinic’s ability to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.
Ideally you and/or your team members have direct experience in managing veterinary clinics. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.
If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing veterinary clinics or successfully running small businesses.
Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.
In developing your income statement, you need to devise assumptions. For example, will you treat 50 animals per day or per week? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.
Balance Sheets : Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your veterinary clinic business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.
In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a veterinary clinic business:
Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your clinic location lease or descriptions of animal treatments you are conducting.
Putting together a business plan for your veterinary clinic is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will really understand the veterinary clinic industry, your competition, and your customers. You will have developed a marketing plan and will really understand what it takes to launch and grow a successful veterinary clinic business.
Don’t you wish there was a faster, easier way to finish your Veterinary Clinic business plan?
Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success. Click here to learn about Growthink’s business plan writing services .
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Are you about starting a veterinary clinic? If YES, here is a complete sample veterinary clinic business plan template & feasibility report you can use for FREE . Okay, so we have considered all the requirements for starting a veterinary clinic. We also took it further by analyzing and drafting a sample veterinary clinic marketing plan template backed up by actionable guerrilla marketing ideas for veterinary clinics. So let’s proceed to the business planning section.
Veterinary clinics exist to serve the medical needs for various animals such as dogs, cats, birds, fish, iguanas and so on. According to statistics from the American Pets association, there are more than 300 million pets in America, and these pets at one time or the other require medical services which are usually provided for them by their owners who take them to veterinary clinics.
This means that the veterinary clinic is a very lucrative business as there will always be pets to care for. To start this business however, you would need to have some sort of experience at previous veterinary clinics so that the experience of running your own business and caring for animals would not be totally overwhelming.
If you are serious about starting this business, you would need to hire the services of a reputable business consultant who is very knowledgeable in this field, so that they could run a critical analysis on your business concept using various factors to determine if this is a business that would be worth going into. Allowing a business consultant handle this aspect would free you up considerably and allow you focus on other aspects that would be needed to successfully start and run the business.
Regardless of whatever line you are from, as soon as you intend to start a business, you would require a business plan. Below is a sample veterinary business plan;
1. industry overview.
This industry is one that includes establishments of licensed veterinary practitioners who do not only provide medical care but also dental and surgical treatments for pets or animals. This industry also includes establishments such as laboratories that provide diagnostic testing services for the establishments of veterinary practitioners.
The veterinary services industry is one according to IBISWorld that has remained resilient from the period of 2005 – 2010, and this was largely due to the fact that pet owners started viewing the expenditures on their pets as of great importance, a view which helped to greatly boost the veterinary service industry in the united states of America.
The veterinary services industry is one that has an annual revenue of $35 billion and had a projected annual growth of 2.9% for the periods between 2011 and 2016. There are more than 48,000 veterinary clinics in the United States of America, employing more than 345,000 people. The market is not really dominated by any major company, as veterinary clinics mainly focused on their regions.
It has been projected that in the coming years, more pet owners will be able to afford costly procedures such as surgery for their pets especially as more pet owners were purchasing pet health insurance. Also, veterinary clinics are likely to receive a boost as pets are starting to live longer which means more trips to the clinics.
According to research from Freedonia, in 2014, the rate at which consumers spent on their pets in the United States reached $33 million, this increase has led to veterinary clinics looking to hire more veterinary technicians to be able to handle the demands.
The growing need by pet owners to treat their pets as companions or family members has seen the industry fare well through the economic recession as compared to other industries.
The veterinary services industry life cycle has been described as being in its growth phase. The Industry Value Added (IVA) which is used as a measure to indicate industry’s contribution to the economy has been pegged to grow at 2.9% between the period of 2011 and 2022. The U.S economy in comparison is expected to grow at 2.2% in the same period.
The advent of new technologies has seen many of the professionals in the human healthcare sector to migrate to veterinary medicine, as the industry continues to grow due to other factors such as pet ownership, availability of advanced diagnostic and surgical procedures as well as the increasing awareness of animal health issues.
Little Haven Veterinary Clinic is a standard veterinary clinic located in Syracuse – New York, USA. We intend to offer standard medical services such as medical examination, diagnosis, treatment and surgery to pets such as cats, dogs, birds, iguanas and other such pets and animals. We intend to offer consultancy and advisory services to our clients as regards their pets.
Our vision is to be recognized for the standard medical practices which we offer and be the go-to clinic for all pet owners residing here in Syracuse, and also around the whole of New York as well.
We are also in business to not only care for pets and generate revenue whilst doing so but to also compete favorably against our competitors. To attain this, we have drafted publicity strategies aimed at ensuring that we have an edge over our competitors.
In order to ensure that we attain our vision as a veterinary clinic we intend to create an enabling environment and also source for and hire competent employees that understand the industry, love pets and are attuned to the company’s vision. Our employees are the best in the field and are fully committed professionals. Hiring the best employees for us is necessary as we intend to ensure that we get our business structure right so as to have a solid foundation.
Asides from ensuring that our employees work in an enabling or conducive environment, we will also ensure that they are well paid, and also continually train them and carry out periodic performance appraisals that will enhance their skills and increase their productivity for Little Haven Veterinary Clinic.
Our location in Syracuse – New York is very strategic as there are a high number of pet owners living in and around our location. Also our location is very easy to access for our customers both potential and new, as it is located close to a major road.
Most of our employees are well trained in animal behaviour and know how to restrain difficult pets with no harm to themselves, property or the pets themselves.
Finally, our owners Elena Johansen, DVM and John Edwards, DVM are two experienced veterinary doctors who have worked in several veterinary hospitals here in New York and have therefore garnered administrative and practical experiences in surgery, dental care, reproductive issues as well as skin disorders amongst others, necessary to run their own practice. Elena has been practicing for over 15 years, while John has been practicing for over 10 years.
At Little Haven Veterinary Clinic, we intend to offer a full range of medical services to our customers – the pet owners and their pets. Our location in New York, where there are a high number of pet owners, will see us having no problem in generating the required revenue from the different services we intend to offer.
Our aim at not only concentrating on our core services but offering additional services is so as to be able to attract more of the target market into coming to our veterinary clinic. Asides the fact that we would be attracting a whole lot of customers, we also would be boosting our revenue base, and ensure that we have a robust bottom line.
We however would offer services that are fully in line with the laws in the medical industry for pets as well as legal laws of the United States of America. Some of the services that we intend to offer at Little Haven Veterinary Clinic are;
Our Business Structure
Because we intend to run a veterinary clinic that would ensure that we provide standardized services at all times, we therefore know how important it is for us to ensure that we get our business structure right from the beginning, as this would ensure that we have a solid foundation with which to run our business.
Right from our owners to our management staff and other staff, we intend to ensure that we are all attuned to the vision of the company and that we are willing to work hard in ensuring that we attain the goals and objectives of the business. This is why we would also ensure that we source and recruit only those that are right for our business, and are committed to keeping our corporate culture.
On our part, we intend to ensure that we pay our staff well and that they have a welfare package that is comparable to other similar start-up businesses in the industry. We would also ensure that our employees work in an enabling and conducive environment and that they are continuously undergo training to enhance their professional skills, thereby resulting to higher productivity for the company.
The business structure which we intend building at Little Haven Veterinary Clinic is;
Managing Director
Veterinary Doctor
Admin and Human Resources Manager
Purchasing Manager
Accountants
Marketing Team
Customer Executive Officer
Security Guard
The veterinary clinic we intend to run is intended to be a standard one, and to ensure that we achieve this standard, we have hired a business consultant to help us look into our Business model and determine if we are likely to make it in this industry and what our chances at competing with others as well as generating revenue were.
The business consultant in carrying out a critical evaluation of our business concept made use of the SWOT ( Strength, Weakness, Opportunities and Strength ) analysis so as to be able to give us an objective report. Below is the report from the SWOT analysis that was conducted on behalf of Little Haven Veterinary Clinic;
There are several strengths that are available in this market such as the high growth rate of this industry, especially as we are still in the growth phase of the industry’s life cycle. Other strengths are the professionals we intend to recruit who are very competent and also experienced and knows what it takes to handle pets as well as ensure that the clinic reaches its desired goals and objectives.
Also our owners, Elena Johansen, DVM and John Edwards, DVM both have a collective long years of practice in this industry and will bring their experience and expertise to bear for the clinic.
The only weakness that is in this market is that we are likely in a saturated market which will make us have to aggressively compete to gain the attention of our potential customers. We however have the strategies in place to be able to assure that we stand out from other veterinary clinics.
There are several opportunities that are available to us in this market, such as a growing demand for medical services from pet owners who see such expenses as vital for their pets, a growing economy which will allow more people to be able to afford to pay for advanced medical services for their pets.
The threats we are likely to face while starting or running our veterinary clinic will stem from government regulations, which might infringe on how we run our practice here in New York. Another threat we are likely to face are technological problems that might stem from our equipment. Since we have the experience from working in veterinary clinics, we know that we can easily combat these threats whenever they surface.
There has been a general increase in the way American care for their pets. According to a statistical survey that was carried out by the American Pet Association (APA) in 2015, more than 65% of Americans owned at least one pet, which meant there were about 300 million pets existing in the Whole United States of America.
Also according to further research, cities such as California and New York had the highest number of pet owners, which has made the two cities a thriving place to run a veterinary clinic business. The medical services provided for pets are seen as a way to keep them alive, healthy and happy.
Veterinary clinics often have strict laws guiding the practice as factors such as zoning laws and laws on the facilities used in the clinic (such as light lumens, surgery suite, ventilation systems and non-porous surfaces) that would need to be put into consideration. This is why almost no one turns their home into a veterinary clinic.
The veterinary clinic business is also not one that favors house calls as a number of things can go wrong during house calls like limited supplies in handling whatever problems might occur and a liability suit, which might come from damage by the affected pet to the owner’s property or the owners.
There are basic equipment that every veterinary clinic must own either those working from home or leasing a facility. The medical and diagnostic equipment are blood pressure monitor, digital scale, traveling centrifuge, portable digital X-ray, portable ultrasound machine and thermography camera.
Also most veterinary clinics now own their own in-house blood analyzers. Asides, from the above equipment, technology has also come to bear a lot in the veterinary practice as most clinics are able to offer high standardized and state-of-the-art service due largely to medical technology.
When it comes to taking care of their pets, Americans have been known to go all the way, which is why owning and running a veterinary clinic is one way at not only caring for pets but also generating revenue from the care. Our location here in Syracuse – New York is strategic because we are very close to the suburbs, where almost everyone who lives there owns one sort of pets, which is our major target market will be the households.
However to be sure that we are right on our target market, we have decided to conduct a market survey that will help us truly determine who our target markets are, how to understand their needs and what they expected from us. From the results of the survey, it would seem that we are in the business to provide veterinary services to the following groups of people;
Our competitive advantage
Even though our aim of starting a veterinary clinic is to ensure that we help keep pets alive, healthy and extend their lives, we are also in business to favorably compete against our competitors in the marketplace, and for this we have several competitive strategies to ensure we have and maintain an edge over our competitors.
The first thing we intend to do is ensure we provide a state-of-the-art and standardized medical facilities for our various customers – the pet owners, and this will make us the go-to veterinary clinic here in Syracuse – New York.
We will ensure that we hire only competent employees especially those with vast experience to work at our veterinary clinic, because not only will they understand the business but they will also use their expertise in ensuring that we attain our intended goals and objectives as a clinic.
We also intend to offer a wide variety of services so as not only to boost our revenue base but also attract more customers from our target market, thereby giving us an edge over other competitors.
Lastly, as we intend to hire competent and experienced employees, we will ensure that they are paid well and are working in an enabling and conducive environment. We will also see to it that they are adequately trained to enhance their skills and increase productivity for the company.
Little Haven Veterinary Clinic has been established with the aim of generating revenue and also maximizing profit in the pets/medical industry in the United States of America. In generating maximum revenue for our business, we intend to offer different services that will shore up our revenue base.
Therefore below are the following areas where we intend to generate revenue from at Little Haven Veterinary Clinic;
The fact that there are more than enough pet owners in the United States of America, with more than half of the owners caring for their pets means there will always be a surge in demand for medical services from pet owners for their pets.
Our strategic location in New York has us quite optimistic in not only meeting our revenue target but exceeding it in the second year of business; this is especially as New York has been recognized as one of the two top cities where pet owners are densely located.
However in order to ensure that our sales projections were realistic enough, we conducted a critical examination of this industry in order to analyze our chances of success, which led us into the verifiable data presented below. It should be noted that the data for our sales projections were gathered particularly based on similar start-ups in Syracuse – New York.
Below is the projected sales revenue for Little Haven Veterinary Clinic based in Syracuse – New York;
N.B: The above sales projections were done based on verifiable and accurate data that was obtained from the pet industry. As at the time of conducting the analysis, certain assumptions such as location of the veterinary clinic, lack of any major competitor offering same service in same location, and the state of the economy were taken into consideration.
Should there be a change in the listed assumptions, there would likely be an impact on the sales projections, which could cause the figures to increase or decrease.
Marketing for any business is very vital as it not only generates money but also ensures that the company gains publicity while making money. To however have effective marketing strategies, we intend to conduct a market survey that will help us understand the market we are going into and how best to penetrate this market.
We used reliable data in carrying out this market survey as we wanted to ensure that we get an accurate result that will have an impact on our strategies.
Because we wanted to be able to concentrate on other parts of the business, we consulted with a reputable marketing consultant who not only has a good knowledge of the market and our industry, but also understands certain peculiarities that will allow for effective marketing strategies for Little Haven Veterinary Clinic.
Our marketing teams have also been empowered to ensure that strategies that are drafted are in line with our vision as a company. They have been also empowered to modify or review strategies that aren’t working and tweak them for the overall benefit of Little Haven Veterinary Clinic.
We are inducting technology into our marketing techniques and so will deploy our social media platforms, our websites and several other forums so as to be able to adequately market our services to our target market. Below are the marketing strategies we intend to adopt at Little Haven Veterinary Clinic;
Publicity is very important for every business that intends to favorably compete with its competitors in the market place. Publicity is not only a means of generating awareness about a business or its products and services; it also helps the business through the increased promotional activities to generate more income for itself, thereby boosting its bottom line.
At Little Haven Veterinary Clinic, we intend to ensure that we draft effective strategies that will help us thoroughly promote and advertise our business.
Because we intend to fully focus on caring for pets, we would hire a reputable brand consultant here in New York that would help us draft effective publicity and advertising strategies that we would use in attaining our vision and objectives here in Syracuse – New York.
Also, these publicity and advertising strategies will be used to positively communicate our brand to our various customers. Listed below are some of the publicity and advertising strategies we intend to use at Little Haven Veterinary Clinic;
Setting the right rates for our services is very important to us because not only do we want to give our customers fair rates that would make them come back to our clinic time and time again, we would also have to ensure that the rates we fix have covered our overhead and running expenses so that we do not run at a loss. Also, in fixing our prices, we would endeavor to make them fall within the ranges of what our competitors around us were offering their clients.
In order to attract more customers to our veterinary clinic here in Syracuse – New York, we intend to lower our rates in the first 3 – 6 months of business. This will be seen as part of our promotion strategy aimed to also increase awareness about our veterinary clinic even to potential customers. Therefore strategies are underway to ensure that our low rates for these periods will not cause our business to run at a loss.
Little Haven Veterinary Clinic is aware of the fact that our different customers due to their preferences will prefer different payment options to be made available to them. Therefore the payment options that will be made available to all our different customers are;
The above payment platforms were carefully chosen for us by our banker who has assured us that these platforms will not only be convenient for our customers but will run without hitches.
The capital used in starting a veterinary clinic depends on what scale the owner intends to start off with, this means that capital might be high for some and low for others. Regards on what scale you intend to start a veterinary clinic, getting standard equipment, leasing a place and paying employee salaries are what generally takes a bulk of the capital.
Other factors like the location and how many staff you intend to get might vary depending on your budget. Therefore, the key areas where we intend to spend the bulk of our capital on are;
From the above breakdown, we would need an estimate of $500,000 in order to successfully start and run our veterinary clinic here in Syracuse – New York. The above stated amount will cover leasing, set-up of the veterinary clinic as well as pay employees and utility bills for a period of 3 months, when the business would have made enough revenue to sustain itself and its operations.
Generating Funding / Startup Capital for Little Haven Vet Clinic Business
Little Haven Veterinary Clinic is a business owned and run by two very experienced veterinary doctors; Elena Johansen, DVM and John Edwards, DVM. Both have worked in different veterinary hospitals before here in New York and so are gearing to run their own practice.
We do not intend to seek for an external investor, which is why we have decided to restrict the sourcing of their capital to 4 sources. The 4 areas where we intend to generate our start-up capital from are;
N.B: From the above four sources we were able to generate the following amount; $50,000 from personal savings, $50,000 soft loan from family members and friends, 0,000 loan from SBA, and $300,000 loan from the bank. All the monies are already in our account and as soon as we tie up a full loose ends we would hit the ground running.
We have drafted effective sustainability and expansion strategies to ensure that we not only make profit and compete favorably with our competitors, but that our bottom line is healthy so as to sustain us in such a way that we can grow and expand at the pace we want.
The strategies we intend to use in sustaining and expanding our business are; ensuring that we hire competent employees, innovating and expanding our services so as to have a competitive advantage as well as ensuring we retain a huge number of our customers.
As a business that believes in having the right business structure, we know how important this is especially if we intend to sustain our business. It is therefore not out of place for us to source for only competent employees that we are sure understand our core values and are willing to work hard in ensuring that we attain our objectives as a company.
Even though we intend to offer core medical services in our veterinary clinic, we also intend to other services as well to our target market. This will not only bring in increased customers and revenue to our business but it will also ensure that we have a competitive advantage over our competitors in the same industry.
Finally, we know how important customers are to a business, for without customers our business is going to die, which is why we intend to treat our customers fairly, which extends to their pets as well. Our customer care executives have been trained to handle agitated pet owners and pets effectively and our veterinary doctors as well as other staff understand the need of treating the customers right always.
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