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Pro Forma Income Statement [\$] Sales Cost of Goods Sold Gross Profit SG\&A Depreciation Expense \begin{tabular}{|c|c|c|c|c|} \hline Year1 Year2 & Year 3 & Year 4 Year 5 \\ \hline & & & & \\ \hline & & & & \\ \hline & & & & \\ \hline & & & & \\ \hline 12,333 & 12,333 & 12,333 & 12,333 & 12,333 \\ \hline \end{tabular} EBIT Taxes: Do not show negative Tares Netinoome takes. If you have losses in early years, a tak credit will carry over NWC = current assets - current liabilities) Current Liabilities Assume $0 current liabilities, so NWC = cur Demand Forecasting (Transactions) Daily Transactions:" Days Open Per Year: Annual Transactions: Feeds Year 3 "Volume (transactions)" which stabilizes in Transaction Mix iverage Per Transaction Tree Pla Avg. Iransaction Sale anc eeds "cost (\$/transaction)", th rest of services would fall into Feeds "Price (\$/transaction)", i.e. the sales you expect per transaction Anhual Sales: "Annual Sales" = "Annual Transactions" x "Avg. Transaction Price" SG\&A (\$) Definition: Selling, General, \& Administrative (SG\&A) Expenses are a grouping of expenses reported on a company's Income Statement. Included in SG\&A are items such as marketing expenses, salaries, and office expenses. Cost of Capital (\%) The correct cost of capital depends on the riskiness of the project. In this case, it is an estimate Cost of Capital (\%) The correct cost of capital depends on the riskiness of the project. In this case, it is an estimate Depreciation Expense Summary from Assumptions worksheet Pro forma income statement Assumptions \& Sources Common-sized Pro forma Income statement Cofmoristred proforma income statement Project Net Present Value (\$) Total Project Cash Flow Terminal Value Relevant Cash flows Net Present Value Terminal value est. x Yr 5 EBITDA (Used for NPV, IRR, Payback) Project Decision Criteria (including terminal value) Payback Period (years) Sassumptions \& Sources Net Present Value (\$) Years to payback Year 0 investment Use estimated cost of capital capital Accept if NPV >0,IRR> hurdle rate Pro Forma Income Statement [\$] Sales Cost of Goods Sold Gross Profit SG\&A Depreciation Expense \begin{tabular}{|c|c|c|c|c|} \hline Year1 Year2 & Year 3 & Year 4 Year 5 \\ \hline & & & & \\ \hline & & & & \\ \hline & & & & \\ \hline & & & & \\ \hline 12,333 & 12,333 & 12,333 & 12,333 & 12,333 \\ \hline \end{tabular} EBIT Taxes: Do not show negative Tares Netinoome takes. If you have losses in early years, a tak credit will carry over NWC = current assets - current liabilities) Current Liabilities Assume $0 current liabilities, so NWC = cur Demand Forecasting (Transactions) Daily Transactions:" Days Open Per Year: Annual Transactions: Feeds Year 3 "Volume (transactions)" which stabilizes in Transaction Mix iverage Per Transaction Tree Pla Avg. Iransaction Sale anc eeds "cost (\$/transaction)", th rest of services would fall into Feeds "Price (\$/transaction)", i.e. the sales you expect per transaction Anhual Sales: "Annual Sales" = "Annual Transactions" x "Avg. Transaction Price" SG\&A (\$) Definition: Selling, General, \& Administrative (SG\&A) Expenses are a grouping of expenses reported on a company's Income Statement. Included in SG\&A are items such as marketing expenses, salaries, and office expenses. Cost of Capital (\%) The correct cost of capital depends on the riskiness of the project. In this case, it is an estimate Cost of Capital (\%) The correct cost of capital depends on the riskiness of the project. In this case, it is an estimate Depreciation Expense Summary from Assumptions worksheet Pro forma income statement Assumptions \& Sources Common-sized Pro forma Income statement Cofmoristred proforma income statement Project Net Present Value (\$) Total Project Cash Flow Terminal Value Relevant Cash flows Net Present Value Terminal value est. x Yr 5 EBITDA (Used for NPV, IRR, Payback) Project Decision Criteria (including terminal value) Payback Period (years) Sassumptions \& Sources Net Present Value (\$) Years to payback Year 0 investment Use estimated cost of capital capital Accept if NPV >0,IRR> hurdle rate