CorbelArch Real Estate Inspectors provides comprehensive property inspection and preservation services to the residential and commercial markets.
CorbelArch Real Estate Inspectors will focus on two markets within the industry, the residential segment (including apartment buildings) and the commercial segment (including buildings used for professional purposes).
The commercial market participants currently need competent inspection firms to provide services to themselves or their clients. Since our inspection findings can significantly impact a business’ profitability, it is absolutely crucial for our service to be accurate and complete.
Although the above is also true for the residental owner, quality and meeting the individual needs/wants of the client while maintaining the Realtor’s transaction come first in the residential segment. The inspector must be willing to be more flexible and willing to listen and work directly with the client.
Over the past decade a number of new trends have been observed in this industry. This includes the steady growth of the local economy, the increased percentage of property transactions that require inspections and the requirement and escalation of credentials needed to be licensed to perform inspections.
Market Analysis | |||||||
2004 | 2005 | 2006 | 2007 | 2008 | |||
Potential Customers | Growth | CAGR | |||||
Single Family Residential Customers | 10% | 50,000 | 55,000 | 60,500 | 66,550 | 73,205 | 10.00% |
Real Estate Investors | 10% | 10,000 | 11,000 | 12,100 | 13,310 | 14,641 | 10.00% |
Lending Institutions | 0% | 100 | 100 | 100 | 100 | 100 | 0.00% |
Insurance Providers | 0% | 5,000 | 5,000 | 5,000 | 5,000 | 5,000 | 0.00% |
Property Management Corporations | 50% | 30 | 45 | 68 | 102 | 153 | 50.28% |
Total | 9.34% | 65,130 | 71,145 | 77,768 | 85,062 | 93,099 | 9.34% |
Currently there is limited competition in the commercial inspection services industry. We plan to target our marketing to gain share in this growing business.
Most of the industry analysis is contained in the Competitive Comparison section to give the reader the idea of the competitive nature of the industry, its opportunities and threats, and the company’s flexibility in pricing. CorbelArch Real Estate Inspectors exists in a purely competitive market that faces virtually unlimited competition and high demand. The ability of the company to differentiate its services or enter into a niche market is possible. The company will engage in strong leadership principles, aggressive sales and a high level of quality.
This industry is somewhat seasonal. The busiest times are during the summer months where it is easy for a company to become so engaged that it must turn down opportunities. During the winter months businesses must focus on service diversification and marketing to maintain consistent level of work.
As stated before, the company will focus on greater service through better scheduling, project management, and greater alignment of personnel by providing profit sharing. The company is utilizing the most up-to-date communications and scheduling and reporting technology available.
The company is also currently carrying out an aggressive marketing plan throughout the region. This includes Web listings, direct mailings, literature and strategic alliances with key industry professionals.
CorbelArch Real Estate Inspectors seeks to establish a competitive edge in its new target market segment by increasing the level of customer contact and service. Something that other competitors oftentimes lack. Additionally, CorbelArch Real Estate Inspectors possesses the necessary skills to produce the high quality services that are needed in this field. The establishment of the previously mentioned work processes that will ensure greater service will strengthen the contacts that promote word-of-mouth marketing and networking.
CorbelArch Real Estate Inspectors is currently utilizing several avenues to promote the company and its services including but not limited to: website, multiple trade Web listings, brochure placements, phone directory advertisement, direct mail advertisement, target service mailings and word of mouth among key industry professionals.
Our website will be promoted on all of our marketing publications, and promo pieces. We will link to various trade and government sites. We are currently listed at the top of several of the most utilized search engines.
Sales forecast is based on the existing client base of the two principal officers of the company and the ability of they and their two relatively new employees to generate new sales based on these contacts. By bringing together the experience, (which includes significant sales) of the existing owners and new employees the company will be able to generate sales on an escalating basis. Furthermore, the company’s growing marketing program will generate the growth the company needs to excel.
The table and chart below, along with the first year monthly break down in the appendix ably present the Sales and Cost of Sales forecast.
Sales Forecast | |||
FY 2005 | FY 2006 | FY 2007 | |
Sales | |||
Residential Inspection Services | $129,000 | $150,000 | $200,000 |
Commercial Inspection Services | $60,000 | $100,000 | $150,000 |
Field Services | $18,000 | $25,000 | $35,000 |
Property Preservation Services | $36,000 | $50,000 | $75,000 |
Total Sales | $243,000 | $325,000 | $460,000 |
Direct Cost of Sales | FY 2005 | FY 2006 | FY 2007 |
Mileage | $35,235 | $47,125 | $66,700 |
Report Materials | $14,580 | $19,500 | $27,600 |
Subtotal Direct Cost of Sales | $49,815 | $66,625 | $94,300 |
Our company philosophy is based on mutual respect for all contributions made by our founders, investors, consultants, and employees without regard to the position held in the company. Those who work with CorbelArch Real Estate Inspectors will learn to enjoy and trust our partnership environment, because we all strive to create an environment that enables us to work as a team where suggestions are valued, appreciated and rewarded.
CorbelArch Real Estate Inspectors will also work toward establishing community involvement programs that will demonstrate how our business can contribute to a better quality of community life. Projects such as offering our services in working with schools, churches, and other groups on programs for mutual benefit.
Customer service is paramount in our business and our business plan. The management team will accomplish this goal by targeting employees who are willing to be trained and by providing encouragement and employee incentive programs. CorbelArch Real Estate Inspectors will initially contract bookkeeping/HR functions. In year three a full-time bookkeeper will be hired.
In year one of this plan there are four total personnel; year two we will hire two more people; and in year three our total personnel count will be seven.
As the business becomes more profitable, CorbelArch intends to provide the following benefits for owners and employees:
Personnel Plan | |||
FY 2005 | FY 2006 | FY 2007 | |
Owner\Founders | $14,000 | $64,000 | $74,000 |
Employees | $7,000 | $100,000 | $125,000 |
Total People | 0 | 6 | 7 |
Total Payroll | $21,000 | $164,000 | $199,000 |
The following topics present the financial plan for CorbelArch Real Estate Inspectors. Topics covered include a Break-even Analysis, Cash Flow, P & L, and a Balance Sheet.
We are assuming steady growth from good management, barring any unforseen local, or national disasters such as the economic slowdown seen by most of the country following the September 11th, 2001 tragedies.
The break-even analysis is based on our average monthly expenses. The total expenses anticipated for the 12-month plan period was divided by twelve to establish the monthly average. The table below shows what we must average in revenue each month. We recognize that our actual revenue and expanses will vary each month.
Break-even Analysis | |
Monthly Revenue Break-even | $4,963 |
Assumptions: | |
Average Percent Variable Cost | 21% |
Estimated Monthly Fixed Cost | $3,946 |
As the Profit and Loss table shows, the company expects to continue its steady growth in profitability over the next three years of operations.
Pro Forma Profit and Loss | |||
FY 2005 | FY 2006 | FY 2007 | |
Sales | $243,000 | $325,000 | $460,000 |
Direct Cost of Sales | $49,815 | $66,625 | $94,300 |
Other Costs of Sales | $0 | $0 | $0 |
Total Cost of Sales | $49,815 | $66,625 | $94,300 |
Gross Margin | $193,185 | $258,375 | $365,700 |
Gross Margin % | 79.50% | 79.50% | 79.50% |
Expenses | |||
Payroll | $21,000 | $164,000 | $199,000 |
Marketing/Promotion | $3,000 | $4,000 | $8,000 |
Depreciation | $0 | $0 | $0 |
Rent | $6,000 | $9,000 | $9,000 |
Utilities | $1,200 | $2,000 | $2,400 |
Insurance | $9,000 | $12,000 | $16,000 |
Website Hosting and Maintenance | $2,400 | $2,800 | $3,000 |
Bookkeeping Service | $4,750 | $6,000 | $0 |
Payroll Taxes | $0 | $0 | $0 |
Total Operating Expenses | $47,350 | $199,800 | $237,400 |
Profit Before Interest and Taxes | $145,835 | $58,575 | $128,300 |
EBITDA | $145,835 | $58,575 | $128,300 |
Interest Expense | $533 | $436 | $335 |
Taxes Incurred | $43,591 | $17,442 | $38,389 |
Net Profit | $101,711 | $40,697 | $89,575 |
Net Profit/Sales | 41.86% | 12.52% | 19.47% |
In years two and three we will purchase company vehicles. In year two we anticipate distributing profit sharing as dividends to all owners and employees.
Pro Forma Cash Flow | |||
FY 2005 | FY 2006 | FY 2007 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $72,900 | $97,500 | $138,000 |
Cash from Receivables | $167,647 | $219,370 | $308,616 |
Subtotal Cash from Operations | $240,547 | $316,870 | $446,616 |
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 | $240,547 | $316,870 | $446,616 |
Expenditures | FY 2005 | FY 2006 | FY 2007 |
Expenditures from Operations | |||
Cash Spending | $21,000 | $164,000 | $199,000 |
Bill Payments | $113,869 | $118,834 | $167,223 |
Subtotal Spent on Operations | $134,869 | $282,834 | $366,223 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $1,740 | $1,635 | $1,736 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $30,000 | $45,000 |
Dividends | $0 | $30,000 | $60,000 |
Subtotal Cash Spent | $136,609 | $344,469 | $472,959 |
Net Cash Flow | $103,938 | ($27,599) | ($26,343) |
Cash Balance | $106,938 | $79,339 | $52,996 |
The balance sheet shows healthy growth of net worth, and strong financial position. The monthly estimates are included in the appendix.
Pro Forma Balance Sheet | |||
FY 2005 | FY 2006 | FY 2007 | |
Assets | |||
Current Assets | |||
Cash | $106,938 | $79,339 | $52,996 |
Accounts Receivable | $24,092 | $32,221 | $45,606 |
Other Current Assets | $25,000 | $25,000 | $25,000 |
Total Current Assets | $156,030 | $136,560 | $123,602 |
Long-term Assets | |||
Long-term Assets | $15,000 | $45,000 | $90,000 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $15,000 | $45,000 | $90,000 |
Total Assets | $171,030 | $181,560 | $213,602 |
Liabilities and Capital | FY 2005 | FY 2006 | FY 2007 |
Current Liabilities | |||
Accounts Payable | $8,419 | $9,888 | $14,090 |
Current Borrowing | $8,087 | $6,452 | $4,716 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $16,506 | $16,340 | $18,806 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $16,506 | $16,340 | $18,806 |
Paid-in Capital | $30,000 | $30,000 | $30,000 |
Retained Earnings | $22,812 | $94,523 | $75,221 |
Earnings | $101,711 | $40,697 | $89,575 |
Total Capital | $154,523 | $165,221 | $194,796 |
Total Liabilities and Capital | $171,030 | $181,560 | $213,602 |
Net Worth | $154,523 | $165,221 | $194,796 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 7389.0203, Building Inspection Services, are shown for comparison.
Ratio Analysis | ||||
FY 2005 | FY 2006 | FY 2007 | Industry Profile | |
Sales Growth | 483.59% | 33.74% | 41.54% | 2.53% |
Percent of Total Assets | ||||
Accounts Receivable | 14.09% | 17.75% | 21.35% | 23.12% |
Other Current Assets | 14.62% | 13.77% | 11.70% | 47.86% |
Total Current Assets | 91.23% | 75.21% | 57.87% | 73.23% |
Long-term Assets | 8.77% | 24.79% | 42.13% | 26.77% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 9.65% | 9.00% | 8.80% | 34.95% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 11.17% |
Total Liabilities | 9.65% | 9.00% | 8.80% | 46.12% |
Net Worth | 90.35% | 91.00% | 91.20% | 53.88% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 79.50% | 79.50% | 79.50% | 100.00% |
Selling, General & Administrative Expenses | 37.64% | 66.98% | 60.03% | 81.44% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 1.41% |
Profit Before Interest and Taxes | 60.01% | 18.02% | 27.89% | 2.40% |
Main Ratios | ||||
Current | 9.45 | 8.36 | 6.57 | 1.54 |
Quick | 9.45 | 8.36 | 6.57 | 1.23 |
Total Debt to Total Assets | 9.65% | 9.00% | 8.80% | 56.68% |
Pre-tax Return on Net Worth | 94.03% | 35.19% | 65.69% | 5.58% |
Pre-tax Return on Assets | 84.96% | 32.02% | 59.91% | 12.87% |
Additional Ratios | FY 2005 | FY 2006 | FY 2007 | |
Net Profit Margin | 41.86% | 12.52% | 19.47% | n.a |
Return on Equity | 65.82% | 24.63% | 45.98% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 7.06 | 7.06 | 7.06 | n.a |
Collection Days | 60 | 45 | 44 | n.a |
Accounts Payable Turnover | 14.29 | 12.17 | 12.17 | n.a |
Payment Days | 28 | 28 | 26 | n.a |
Total Asset Turnover | 1.42 | 1.79 | 2.15 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.11 | 0.10 | 0.10 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $139,523 | $120,221 | $104,796 | n.a |
Interest Coverage | 273.58 | 134.29 | 382.94 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.70 | 0.56 | 0.46 | n.a |
Current Debt/Total Assets | 10% | 9% | 9% | n.a |
Acid Test | 7.99 | 6.39 | 4.15 | n.a |
Sales/Net Worth | 1.57 | 1.97 | 2.36 | n.a |
Dividend Payout | 0.00 | 0.74 | 0.67 | n.a |
Sales Forecast | |||||||||||||
Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | ||
Sales | |||||||||||||
Residential Inspection Services | 0% | $8,000 | $12,000 | $16,000 | $18,000 | $14,000 | $13,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 | $8,000 |
Commercial Inspection Services | 0% | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Field Services | 0% | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 |
Property Preservation Services | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Total Sales | $17,500 | $21,500 | $25,500 | $27,500 | $23,500 | $22,500 | $17,500 | $17,500 | $17,500 | $17,500 | $17,500 | $17,500 | |
Direct Cost of Sales | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | |
Mileage | $2,538 | $3,118 | $3,697 | $3,987 | $3,407 | $3,263 | $2,538 | $2,538 | $2,538 | $2,538 | $2,538 | $2,538 | |
Report Materials | $1,050 | $1,290 | $1,530 | $1,650 | $1,410 | $1,350 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | |
Subtotal Direct Cost of Sales | $3,588 | $4,408 | $5,228 | $5,638 | $4,818 | $4,613 | $3,588 | $3,588 | $3,588 | $3,588 | $3,588 | $3,588 |
Personnel Plan | |||||||||||||
Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | ||
Owner\Founders | 0% | $0 | $0 | $0 | $0 | $0 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 |
Employees | 0% | $0 | $0 | $0 | $0 | $0 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 |
Total People | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
Total Payroll | $0 | $0 | $0 | $0 | $0 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Pro Forma Profit and Loss | |||||||||||||
Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | ||
Sales | $17,500 | $21,500 | $25,500 | $27,500 | $23,500 | $22,500 | $17,500 | $17,500 | $17,500 | $17,500 | $17,500 | $17,500 | |
Direct Cost of Sales | $3,588 | $4,408 | $5,228 | $5,638 | $4,818 | $4,613 | $3,588 | $3,588 | $3,588 | $3,588 | $3,588 | $3,588 | |
Other Costs of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $3,588 | $4,408 | $5,228 | $5,638 | $4,818 | $4,613 | $3,588 | $3,588 | $3,588 | $3,588 | $3,588 | $3,588 | |
Gross Margin | $13,913 | $17,093 | $20,273 | $21,863 | $18,683 | $17,888 | $13,913 | $13,913 | $13,913 | $13,913 | $13,913 | $13,913 | |
Gross Margin % | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | 79.50% | |
Expenses | |||||||||||||
Payroll | $0 | $0 | $0 | $0 | $0 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Marketing/Promotion | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $0 | $0 | $0 | $0 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | |
Utilities | $0 | $0 | $0 | $0 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | |
Insurance | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | |
Website Hosting and Maintenance | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | |
Bookkeeping Service | 15% | $250 | $250 | $250 | $250 | $250 | $500 | $500 | $500 | $500 | $500 | $500 | $500 |
Payroll Taxes | 15% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Operating Expenses | $1,450 | $1,450 | $1,450 | $1,450 | $2,350 | $5,600 | $5,600 | $5,600 | $5,600 | $5,600 | $5,600 | $5,600 | |
Profit Before Interest and Taxes | $12,463 | $15,643 | $18,823 | $20,413 | $16,333 | $12,288 | $8,313 | $8,313 | $8,313 | $8,313 | $8,313 | $8,313 | |
EBITDA | $12,463 | $15,643 | $18,823 | $20,413 | $16,333 | $12,288 | $8,313 | $8,313 | $8,313 | $8,313 | $8,313 | $8,313 | |
Interest Expense | $48 | $48 | $47 | $46 | $46 | $45 | $44 | $43 | $43 | $42 | $41 | $40 | |
Taxes Incurred | $3,724 | $4,678 | $5,633 | $6,110 | $4,886 | $3,673 | $2,481 | $2,481 | $2,481 | $2,481 | $2,481 | $2,482 | |
Net Profit | $8,690 | $10,916 | $13,143 | $14,256 | $11,401 | $8,570 | $5,788 | $5,788 | $5,789 | $5,789 | $5,790 | $5,790 | |
Net Profit/Sales | 49.66% | 50.77% | 51.54% | 51.84% | 48.51% | 38.09% | 33.07% | 33.08% | 33.08% | 33.08% | 33.09% | 33.09% |
Pro Forma Cash Flow | |||||||||||||
Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $5,250 | $6,450 | $7,650 | $8,250 | $7,050 | $6,750 | $5,250 | $5,250 | $5,250 | $5,250 | $5,250 | $5,250 | |
Cash from Receivables | $10,820 | $11,228 | $12,343 | $15,143 | $17,897 | $19,157 | $16,427 | $15,633 | $12,250 | $12,250 | $12,250 | $12,250 | |
Subtotal Cash from Operations | $16,070 | $17,678 | $19,993 | $23,393 | $24,947 | $25,907 | $21,677 | $20,883 | $17,500 | $17,500 | $17,500 | $17,500 | |
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 | $16,070 | $17,678 | $19,993 | $23,393 | $24,947 | $25,907 | $21,677 | $20,883 | $17,500 | $17,500 | $17,500 | $17,500 | |
Expenditures | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | |
Expenditures from Operations | |||||||||||||
Cash Spending | $0 | $0 | $0 | $0 | $0 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Bill Payments | $2,294 | $8,869 | $10,643 | $12,387 | $13,205 | $12,060 | $10,856 | $8,712 | $8,712 | $8,711 | $8,711 | $8,710 | |
Subtotal Spent on Operations | $2,294 | $8,869 | $10,643 | $12,387 | $13,205 | $15,060 | $13,856 | $11,712 | $11,712 | $11,711 | $11,711 | $11,710 | |
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 | $145 | $145 | $145 | $145 | $145 | $145 | $145 | $145 | $145 | $145 | $145 | $145 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-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 | $2,439 | $9,014 | $10,788 | $12,532 | $13,350 | $15,205 | $14,001 | $11,857 | $11,857 | $11,856 | $11,856 | $11,855 | |
Net Cash Flow | $13,631 | $8,664 | $9,206 | $10,862 | $11,596 | $10,702 | $7,676 | $9,026 | $5,643 | $5,644 | $5,644 | $5,645 | |
Cash Balance | $16,631 | $25,294 | $34,500 | $45,362 | $56,958 | $67,659 | $75,335 | $84,361 | $90,005 | $95,649 | $101,293 | $106,938 |
Pro Forma Balance Sheet | |||||||||||||
Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $3,000 | $16,631 | $25,294 | $34,500 | $45,362 | $56,958 | $67,659 | $75,335 | $84,361 | $90,005 | $95,649 | $101,293 | $106,938 |
Accounts Receivable | $21,639 | $23,070 | $26,892 | $32,398 | $36,505 | $35,058 | $31,652 | $27,475 | $24,092 | $24,092 | $24,092 | $24,092 | $24,092 |
Other Current Assets | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 | $25,000 |
Total Current Assets | $49,639 | $64,700 | $77,186 | $91,898 | $106,867 | $117,016 | $124,311 | $127,810 | $133,453 | $139,096 | $144,740 | $150,385 | $156,030 |
Long-term Assets | |||||||||||||
Long-term Assets | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 |
Total Assets | $64,639 | $79,700 | $92,186 | $106,898 | $121,867 | $132,016 | $139,311 | $142,810 | $148,453 | $154,096 | $159,740 | $165,385 | $171,030 |
Liabilities and Capital | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | |
Current Liabilities | |||||||||||||
Accounts Payable | $2,000 | $8,516 | $10,231 | $11,945 | $12,802 | $11,696 | $10,566 | $8,422 | $8,421 | $8,421 | $8,420 | $8,420 | $8,419 |
Current Borrowing | $9,827 | $9,682 | $9,537 | $9,392 | $9,247 | $9,102 | $8,957 | $8,812 | $8,667 | $8,522 | $8,377 | $8,232 | $8,087 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $11,827 | $18,198 | $19,768 | $21,337 | $22,049 | $20,798 | $19,523 | $17,234 | $17,088 | $16,943 | $16,797 | $16,652 | $16,506 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $11,827 | $18,198 | $19,768 | $21,337 | $22,049 | $20,798 | $19,523 | $17,234 | $17,088 | $16,943 | $16,797 | $16,652 | $16,506 |
Paid-in Capital | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 |
Retained Earnings | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 | $22,812 |
Earnings | $0 | $8,690 | $19,606 | $32,749 | $47,005 | $58,406 | $66,976 | $72,764 | $78,553 | $84,342 | $90,131 | $95,921 | $101,711 |
Total Capital | $52,812 | $61,502 | $72,418 | $85,561 | $99,817 | $111,218 | $119,788 | $125,576 | $131,365 | $137,154 | $142,943 | $148,733 | $154,523 |
Total Liabilities and Capital | $64,639 | $79,700 | $92,186 | $106,898 | $121,867 | $132,016 | $139,311 | $142,810 | $148,453 | $154,096 | $159,740 | $165,385 | $171,030 |
Net Worth | $52,812 | $61,502 | $72,418 | $85,561 | $99,817 | $111,218 | $119,788 | $125,576 | $131,365 | $137,154 | $142,943 | $148,733 | $154,523 |
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If you are looking to start your own home inspection business, there is no better place to begin than with the #1 Home Inspection Business Plan Template & Guidebook. This comprehensive guide provides everything you need to get started, including key information about the home inspection industry, required credentials, resources for finding clients and assistance in developing a foolproof business plan. With this template and guidebook, you can lay the foundation for a successful home inspection business.
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1. describe the purpose of your home inspection business..
The first step to writing your business plan is to describe the purpose of your home inspection business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers’ problems. It also helps you identify what makes your business different from others in its industry.
It also helps to include a vision statement so that readers can understand what type of company you want to build.
Here is an example of a purpose mission statement for a home inspection business:
Our mission at [Name of Home Inspection business] is to provide quality home inspection services for our clients, ensuring the safety and longevity of their property investments. We aim to treat every customer with respect, honesty, and fairness to ensure their satisfaction with our services. Through our commitment to excellence, we strive to build a long-term relationship with clients, helping them confidently make real estate decisions that benefit their quality of life.
The next step is to outline your products and services for your home inspection business.
When you think about the products and services that you offer, it's helpful to ask yourself the following questions:
You may want to do a comparison of your business plan against those of other competitors in the area, or even with online reviews. This way, you can find out what people like about them and what they don’t like, so that you can either improve upon their offerings or avoid doing so altogether.
If you don't have a marketing plan for your home inspection business, it's time to write one. Your marketing plan should be part of your business plan and be a roadmap to your goals.
A good marketing plan for your home inspection business includes the following elements:
Next, you'll need to build your operational plan. This section describes the type of business you'll be running, and includes the steps involved in your operations.
In it, you should list:
The second part of your home inspection business plan is to develop a management and organization section.
This section will cover all of the following:
This section should be broken down by month and year. If you are still in the planning stage of your business, it may be helpful to estimate how much money will be needed each month until you reach profitability.
Typically, expenses for your business can be broken into a few basic categories:
Startup Costs
Startup costs are typically the first expenses you will incur when beginning an enterprise. These include legal fees, accounting expenses, and other costs associated with getting your business off the ground. The amount of money needed to start a home inspection business varies based on many different variables, but below are a few different types of startup costs for a home inspection business.
Running & Operating Costs
Running costs refer to ongoing expenses related directly with operating your business over time like electricity bills or salaries paid out each month. These types of expenses will vary greatly depending on multiple variables such as location, team size, utility costs, etc.
Marketing & Sales Expenses
You should include any costs associated with marketing and sales, such as advertising and promotions, website design or maintenance. Also, consider any additional expenses that may be incurred if you decide to launch a new product or service line. For example, if your home inspection business has an existing website that needs an upgrade in order to sell more products or services, then this should be listed here.
A financial plan is an important part of any business plan, as it outlines how the business will generate revenue and profit, and how it will use that profit to grow and sustain itself. To devise a financial plan for your home inspection business, you will need to consider a number of factors, including your start-up costs, operating costs, projected revenue, and expenses.
Here are some steps you can follow to devise a financial plan for your home inspection business plan:
Why do you need a business plan for a home inspection business.
A business plan is a key part of any business, as it provides a roadmap for the future of the business. A home inspection business plan will help to define the objectives and strategies of the business, outline any potential risks, determine start-up costs and cash flow projections, and attract partners or investors. Additionally, having a business plan in place makes it easier for the business to apply for loans or other types of financing.
Consulting with an experienced business consultant, accountant or lawyer is recommended when developing a business plan. Additionally, the Small Business Administration (SBA) and SCORE are excellent resources for free business advice and mentorship.
Yes, you can write a home inspection business plan yourself. Depending on the complexity of the plan and the level of detail you want to include, it could be as simple as outlining key elements such as a mission statement, market analysis, operations and financials. You may also want to include sections on sales and marketing, risk management, and any other key considerations for establishing a successful home inspection business.
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Executive summary.
Inspection Connection is in the process of being formed as a Limited Liability Company owned and operated by Jacques Clouseau. This plan is written as a guide for starting and managing this new business. The following is a summary of the main points of this plan:
As a service-oriented business, Inspection Connection will start with very low overhead, operating out of Mr. Clouseau’s home. Inspection Connection will advertise its high-quality inspection services for buyers, sellers, and home owners concerned about maintenance with bulk mailings to the targeted ZIP Codes, an informative website, and by becoming known locally as a real estate “expert” through writing columns for the local paper and attending real estate association meetings.
The largest single expense in the first year, aside from the owner’s payroll, is a CT licensure internship to be undertaken in summer, which will qualify Mr. Clouseau to do inspections in Connecticut, as well as New York. This expense will be paid with a low-interest-rate credit card, and repaid within 2 years from the cash flows of the business.
Inspection Connection expects to reach the break-even point in July, but will not show an annual profit in the first year, largely because of the internship expense. If sales can be maintained at year-end levels, the business will be very profitable in years 2 and 3, and will pay Mr. Clouseau a reasonable wage.
In conclusion, as shown in the highlights chart below, this plan projects promising net profits over the next three years. Proper marketing and relation management by Inspection Connection will ensure success.
The objectives of this business plan are:
The objectives of Inspection Connection are:
My Home Inspection, LLC’s mission is to provide friendly, professional, ethical and quality-conscious Home Inspection services to the community. Inspection Connection will maintain membership with ASHI (American Society of Home Inspectors). Inspection Connection will continue to obtain education through accredited organizations and will provide education to the community through Home Inspections and by sponsoring seminars and educational events.
The Keys to Success for Inspection Connection will be:
Inspection Connection will be a start-up venture with the following characteristics:
Inspection Connection will be created as a Limited Liability Corporation, owned and operated by Jacques Clouseau.
The goal is to start-up as inexpensively as possible. Inspection Connection will incur most of the normal start-up costs related to Legal and Accounting filing fees and paperwork. The largest costs is the fee for the internship process that is required in order for the owner to obtain a License in the State of CT.
Initially, Inspection Connection intends to offer the following services:
Optional “Add-In” services, offered in addition to the three main services listed above and at an additional fee, will be:
Some of the services listed above, such as Septic and Well Inspection, may be sub-contracted out to reliable and qualified professionals with expertise in the specific field. All other services will be provided by the owner in a friendly, professional and ethical manner.
In the future, Inspection Connection may decide to offer the following services:
Inspection Connection will initially begin marketing services in Westchester County, NY while the owner completes the Internship Requirements for Licensure in CT. This will accomplish two objectives:
Inspection Connection will have some income while completing the CT Licensure Internship requirement If Inspection Connection can complete 100 or more inspections in NY before January 2006, when the NY Licensure laws come into effect, it may be easier for Inspection Connection to obtain a NY License.
Once a Connecticut license has been obtained, Inspection Connection will be marketing services primarily in the county of New Haven, CT. More specifically, Inspection Connection has identified 23 towns, by ZIP code, which appear to have sufficient monthly home sales to support My Home Inspection, LLC’s entry into the market. This is explained in more detail in the next section.
Inspection Connection has divided the Home Inspection Market into three segments:
Most of the established Home Inspection Businesses are currently marketing to the Buyer and Seller segments, offering Buyer Home Inspection and Pre-Listing Inspection services. Inspection Connection intends to capture 2.5% of the Buyer and Seller segments which are small in comparison to the Owner segment. Inspection Connection has identified twenty three ZIP codes in New Haven County that, combined, averaged seven hundred home sales per month from January 2004 through February 2005.
Information gathered from the 2000 Census indicates that the there are 340,732 Housing Units in New Haven County, 66% of which are owner occupied, translating into 224,883 Owner Occupied Homes. By offering Maintenance Inspection services, Inspection Connection intends to market mainly to the larger and more stable Owner segment.
As mentioned in the previous section, Inspection Connection intends to market in all three segments, but will focus marketing efforts on the Owners segment, which is not being widely marketed to by the existing Home Inspection Businesses. The size of the Owner Segment and the fact that few existing Home Inspection businesses are marketing maintenance inspections to that segment, make it a very attractive niche.
The Home Inspection Industry is selling time and knowledge. An Inspector spends a designated amount of time reviewing a property and educating the client about the property. The resulting Inspection Report, which is presented to the client, represents a transfer of knowledge.
Most of the competition in the Home Inspection Industry occurs in the Buyer and Seller segments. Inspection Companies need to maintain relationships with Real Estate professionals and rely on word of mouth in order to obtain business in those two segments.
The advantage of selling to the Owner segment is that direct marketing becomes possible in the following ways:
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Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a home inspection business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of home inspection company that you documented in your company overview.
Creating a comprehensive business plan is crucial for launching and running a successful home inspection business. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your home inspection business's identity, navigate the competitive market, and secure funding for growth.
Windy City Home Inspections is currently seeking $270,000 to launch. The capital will be used for funding capital expenditures, salaries, marketing expenses, and working capital. Specifically, these funds will be used as follows: Office build-out and startup costs: $70,000.
A Sample Home Inspection Business Plan Template. 1. Industry Overview. The home inspection business is a niche idea in the Building Inspection industry and firms in this industry basically perform inspections on buildings. When home inspection representatives inspect a building, they evaluate all aspects of its structure and component systems ...
Writing a home inspection business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready ...
The objectives of this business plan are: To provide a guide for starting and managing this Home Inspection business; a framework for developing a comprehensive marketing plan. The intended audience is the owner of the business only; this plan is not intended to obtain financing from outside sources. The scope of this plan is to provide ...
Whether you're starting a new home inspection business from scratch or exploring how to take your existing company to the next level, you should consider creating a business plan. Not only will it help you organize your ideas, collect vital research into your market, devise strategies, and plan for growth, but also it can improve your chances ...
Below are links to each of the key sections of a successful home inspection business plan. Once you create your plan, download it to PDF to show banks and investors. Home Inspector Business Plan Home I. Executive Summary II. Company Overview III. Industry Analysis IV. Customer Analysis V. Competitive Analysis VI. Marketing Plan
Download this free home real estate inspection business plan template, with pre-filled examples, to create your own plan. Download Now ... Follow these tips to quickly develop a working business plan from this sample. 1. Don't worry about finding an exact match. We have over 550 sample business plan templates. So, make sure the plan is a close ...
Starting a home inspection business is an exciting venture, but having a solid business plan is crucial for success. Follow these steps to effectively use the Home Inspector Business Plan Template in ClickUp: 1. Define your business goals. Begin by outlining your long-term vision for your home inspection business.
Once your business is up and running, the next crucial step is to effectively market your home inspection business. In a competitive industry, a well-thought-out marketing strategy can make all the difference. It allows you to attract clients and build a successful business. 1. Establish a Strong Online Presence.
A four-foot level to measure walls, ceilings, appliances, and carpentry work. 7. Invest in software for your business. Every successful business needs quality software to help its operations run smoothly. ISN. is a specialized home inspection software that helps you simplify and organize your daily tasks.
Here are some steps you can take to plan your finances: Determine your startup costs: Make a list of all the expenses associated with starting your home inspection business, including equipment, software, insurance, licensing fees, and marketing materials. Use this list to calculate your total startup costs.
What does it take to start a home inspection business? Lots of learning, research, dedication, and a plan to set you up for success. This will prepare you for the mountain of decisions that come with getting a new home inspection business up and running. As a result, you will be able to create solid risk management practices that carry you throughout the course of your career.
5.2 Business Target. Our business targets are as follows: To become the best inspection services of Houston within next 3 years of launch. To achieve the net profit margin of $10k per month by the end of the first year, $15k per month by the end of the second year, and $25k per month by the end of the third year.
HOME INSPECTION BUSINESS PLAN SAMPLE. As a guide to help you write a home inspection business plan, we're interested in showing you the different sections that must be added or included. Your business plan will be hardly complete without these. They include the executive summary, company description, products, and services as well as the ...
Identify Competitors: Begin by identifying other home inspection businesses in your area. Investigate their service offerings, pricing models, customer reviews, and marketing strategies. This analysis will help you understand the gaps in the market that your business can fill. SWOT Analysis: Performing a SWOT analysis (Strengths, Weaknesses ...
Every inspector needs to pay startup costs for tools, training, insurance and more. It's true: You can become a home inspector in just a few steps (depending on your state), but starting your own business is more intensive. You'll need an inspection license, a business plan sample, even business cards and a logo.
It takes time to grow a business. At first, much of your time and energy will be spent on everything but inspecting houses: choosing equipment, making connections, building a website, and making real estate office presentations. Very, very few inspectors can fill up their schedules the day they open up shop.
CorbelArch Real Estate Inspector's objective is to build a high quality, ethical, full-service property services company that will win the approval of the Real Estate community which it serves. Our goals include: A 10% market share in our first year. An increase of 15% in our gross margins within the second year of operation.
400+ sample business plans will guide you through each section of your plan as a business mentor. 1. Executive Summary ... Home Inspection Business Plan | Business Plan 2023 15/48. TechInspect Solutions TechInspect Solutions is a newer entrant, making waves with its tech-driven approach to home
How to Write a Home Inspection Business Plan in 7 Steps: 1. Describe the Purpose of Your Home Inspection Business. The first step to writing your business plan is to describe the purpose of your home inspection business. This includes describing why you are starting this type of business, and what problems it will solve for customers.
The objectives of this business plan are: To provide a guide for starting and managing this Home Inspection business; a framework for developing a comprehensive marketing plan. The intended audience is the owner of the business only; this plan is not intended to obtain financing from outside sources. The scope of this plan is to provide ...