Online Retail Bank aims to be the one-stop shop for as various financial services as possible on behalf of retail customers. Online Retail Bank has extended a criteria-based marker system which is simple and effective in estimating a wide range of diverse financial industries on their financial impact. Only financially sensible/performing financial industries are evaluated, guarantee that its recommendations make both financial and retail sense.

2. Water

3. Recycling Program

4. Paper consumption and procurement

5. The use of chemical cleaning

6. Maintenance of ground

7. Formal financial policies

8. Recycling rates

10. Treasury bills

11. Stocks, mutual funds

12. Insurance policies

13. Annuities

14. IRAsWithin the industry, customers are providing by a wide range of banks including:<br />Large national banks such as Merrill Lynch or Charles Schwaab<br />Franchises<br />Individual banks<br />Online brokers<br />Fee composition varies from bank to bank. Many are percentage based on the amount of money the client investments. Some banks charge hourly rates while other banks charge a quarterly management fee. The fee structures are set in stone for some banks while others take a more flexible approach and are willing to work with the customer to set up special arrangements.<br />Competition and Buying Patterns<br />Retail Bank has no direct opponent that offers financially sound stock investment services. All of the existing financial investment options are mutual fund based. Exemplar of this type of mutual funds includes Janus, Citizen Funds, Sierra Club Financial Fund, and Portfolio 21.<br />Implementation <br />Retail banks will use its sustainable competitive advantages of independent financial industry-standard definition of a dedication to an objective measure of financials based research. Competitive advantage will be used by the market mantra quot;
Think globally, act locally.” The marketing slogan, encourage individuals to help with regards to investment environment through the responsible part. The promotion will depend on the index indicates to do financial investment, outperforming the S & P 500 Index.<br />Competitive Edge<br />The competitiveness of retail banking is the standard financial indicators, which pointed out that the application of economic performance and financial stability of the financial commitment. These markers are extremely valuable and effective for several reasons:<br />• Significance: they are based on extensive research, provides a streamlined financial industry an overview of financial performance.<br />• Context-based: Allow a high degree of similar enterprises.<br />• Convenience: easier to use than the large-scale internal audit.<br />The key here is a fact, easy to apply, and accurate measurement system has been developed to provide any industry has been applied to their financial analysis. Does not provide such services, subject to stock investment decision-making process of the type of information sources.<br />Sales Strategy<br />Sales strategy will rely on the use of quantitative evidence of the proposed financial sector outperformed the S & P 500 Index. 1999-2001, selected retail banking financial performance indicators better than 2.4%. This is a significant amount. The sales strategy will focus on retail banking can make smart, you can return your money better than the average. A sales data packet will be assembled and distributed, showing the recommended retail banks than the average historical return for the financial industry customers to enjoy a better future.<br />Sales Forecast<br />Sales forecasting is to make a conservative manner to avoid any inflated expectations may not be. The first few months will be slow. Retail banks have expected a smooth, incremental growth in sales. This can be interpreted as a retail sales function of banks to increase capacity and target customers for retail banks to raise awareness. Please review the sales forecasts for the coming year, figures and graphical representation of the following table and chart.<br />Sales ForecastYear 1Year 2Year 3Sales<£1 million worth customers£54,746£156,665£178,225>£1 million worth customers£22,889£73,633£83,766Total Sales£77,635£230,298£261,991Direct Cost of SalesYear 1Year 2Year 3<£1 million worth customers£8,212£23,500£26,734>£1 million worth customers£3,433£11,045£12,565Subtotal Direct Cost of Sales£11,645£34,545£39,299<br />Web Plan Summary<br />The site will be used as a marketing tool, providing the services they are interested in retail banking and personal information. The site will be quite basic, an introduction to the retail bank. <br />Website Marketing Strategy <br />The site is marked by verbal language, the retail bank staff, to print and submit the popular Internet search engine such as Google. <br />Development requirements <br />Development requirements for the site will not be much the act, rather than more, including e-commerce site or a more complex interactive nature of the site simple act information website. Computer science students will be used to design and site construction. <br />Management Summary <br />Steve Lewis and retail banking will be a founding team leader Sarah Burke. Sarah's undergraduate and master are from the Journal of Financial Research Burlington. After a degree, Sarah, she moved to Washington, she worked in Financial Protection Agency (EPA) for four years, performing for various industries, the financial sector, the financial impact of various project reports. Sara is the expert in their industry-wide blade them, these are the funds invested in the financial perspective the financial sector assessment project manager. <br />In retail banking management team, other members are Steve comes from a financial background. Steve is a finance degree from Seattle University and the University of Washington degree in MBA. Steve went to work after school in the investment department at Salomon Smith Barney for eight years. <br />Personnel Plan <br />• Sarah: industry research, molecular marker development and sales. <br />• Steve: sales, accounting and finance, customer management and marketing. <br />• Account Manager: customer support for their investment accounts. <br />• Administrative Assistant: assorted odd and ends. <br />• Bookkeeping: accounts receivable and payable on the day the work day. <br />• Research Assistant: Sarah her research assistance. <br />This position will be phased as needed basis. Please review the staff projections as shown.<br />Personnel PlanYear 1Year 2Year 3Sarah£30,000£40,000£40,000Steve£30,000£40,000£40,000Account Manager£27,000£36,000£36,000Administrative Assistant£15,000£15,000£15,000Bookkeeper£10,000£12,000£12,000Research Assistant£8,250£9,000£9,000Total Individuals666Total Payroll£120,250£152,000£152,000<br />Financial Summary<br />The following sections will outline important financial information.<br />Important Assumptions<br />The following table details important Financial Assumptions.<br />General AssumptionsYear 1Year 2Year 3Plan Month123Current Interest Rate10.00%10.00%10.00%Long-term Interest Rate10.00%10.00%10.00%Tax Rate30.00%30.00%30.00%Other000<br />Break-even Analysis<br />The Break-even Analysis is shown in the following table and chart.<br />Break-even AnalysisMonthly Revenue Break-even£15,225Assumptions:Average Percent Variable Cost15%Estimated Monthly Fixed Cost£12,941<br />Projected Profit and Loss<br />The following table will indicate Projected Profit and Loss.<br />Pro Forma Profit and LossYear 1Year 2Year 3Sales£77,635£230,298£261,991Direct Cost of Sales£11,645£34,545£39,299Other Costs of Sales£0£0£0Total Cost of Sales£11,645£34,545£39,299Gross Margin£65,990£195,753£222,692Gross Margin %85.00%85.00%85.00%ExpensesPayroll£120,250£152,000£152,000Sales and marketing and Other Expenses£0£0£0Depreciation£3,804£317£317Rent£7,800£7,800£7,800Utilities£1,800£1,800£1,800Insurance£1,800£1,800£1,800Payroll Taxes£18,038£22,800£22,800Other£1,800£1,800£1,800Total Operating Expenses£155,292£188,317£188,317Profit Before Interest and Taxes(£89,301)£7,436£34,375EBITDA(£85,497)£7,753£34,692Interest Expense£73£220£120Taxes Incurred£0£2,165£10,277Net Profit(£89,374)£5,051£23,979Net Profit/Sales-115.12%2.19%9.15%<br />Projected Cash Flow<br />The following table and chart will indicate Projected Cash Flow.<br />Projected Ratios<br />Ratio AnalysisYear 1Year 2Year 3Industry ProfileSales Growth0.00%196.64%13.76%8.79%Percent of Total AssetsOther Current Assets30.58%24.67%13.36%44.18%Total Current Assets33.61%47.56%72.21%76.27%Long-term Assets66.39%52.44%27.79%23.73%Total Assets100.00%100.00%100.00%100.00%Current Liabilities31.73%27.12%14.78%38.61%Long-term Liabilities0.00%0.00%0.00%13.60%Total Liabilities31.73%27.12%14.78%52.21%Net Worth68.27%72.88%85.22%47.79%Percent of SalesSales100.00%100.00%100.00%100.00%Gross Margin85.00%85.00%85.00%100.00%Selling, General & Administrative Expenses200.12%82.81%75.85%82.68%Advertising Expenses0.00%0.00%0.00%1.66%Profit Before Interest and Taxes-115.03%3.23%13.12%1.37%Main RatiosCurrent1.061.754.891.59Quick1.061.754.891.22Total Debt to Total Assets31.73%27.12%14.78%3.09%Pre-tax Return on Net Worth-571.95%34.90%76.71%60.22%Pre-tax Return on Assets-390.49%25.43%65.37%7.76%Additional RatiosYear 1Year 2Year 3Net Profit Margin-115.12%2.19%9.15%n.aReturn on Equity-571.95%24.43%53.70%n.aActivity RatiosAccounts Payable Turnover9.4212.1712.17n.aPayment Days272628n.aTotal Asset Turnover3.398.125.00n.aDebt RatiosDebt to Net Worth0.460.370.17n.aCurrent Liab. to Liab.1.001.001.00n.aLiquidity RatiosNet Working Capital£430£5,798£30,094n.aInterest Coverage-1,231.7433.80286.46n.aAdditional RatiosAssets to Sales0.290.120.20n.aCurrent Debt/Total Assets32%27%15%n.aAcid Test1.061.754.89n.aSales/Net Worth4.9711.145.87n.aDividend Payout0.000.000.00n.a<br />Controls and Measurement<br />By offering the highest level of services, Online Retail Bank will succeed as an industry as well as have a positive impact on our environment. Develop a workable, accurate set of online banks for a wide range of financial impacts a financial industry faces.<br />Purchase high-quality financial performance investment research, recognizing that there is no value added for Online Retail Bank doing this research themselves. Price the service so that there is a good profit margin while remaining competitive.<br />References<br />Johnson, H. G, 2009. quot;
Theoretical Problems of the International Monetary System.quot;
In Richard N. Cooper, ed. International Finance . Baltimore.<br />Kaplan, Jacob J., and Günter Schleiminger, 2008. The European Payments Union: Financial Diplomacy in the 1950s. Oxford and Europe.<br />Kapur, Devesh, John P. Lewis, and Richard Webb 2007. The World Bank: Its First Half Century. Europe. <br />Kelly, Janet., 2008. quot;
International Monetary Systems and National Security.quot;
In Klaus Knorr and Frank N. Trager, eds. Economic Issues and National Security. Lawrence, Kans<br />Kenen, Peter B., Francesco Papadia, and Fabrizio Saccomanni, eds, 2008. The International Monetary System. Cambridge and Europe.<br />Keohane, Robert O., 2007. After Hegemony: Cooperation and Discord in the World Political Economy. Princeton, N.J.<br />Keynes, John M, 2007. The Collected Writings of John Maynard Keynes. Vol. 25. Edited by Donald Moggridge. London and Europe.<br />Kindleberger, Charles, 2005. A Financial History of Western Europe. 2d ed. Oxford and Europe<br />Kirshner, Jonathan., 2005. Currency and Coercion: The Political Economy of International Monetary Power. Princeton, N.J.<br />Kunz, Diane, 2000. Butter and Guns: America's Cold War Economic Diplomacy. Europe.<br />Maier, Charles 2007. quot;
The Two Postwar Eras and the Conditions for Stability in Twentieth-Century Western Europe.quot;
American Historical Review 86 (April).<br />Mason, Edward, and Robert E. Asher, 2007. The World Bank Since Bretton Woods. Europe..<br />Meier, Gerald M, 2004. The Problems of a World Monetary Order. 2d ed. Oxford and Europe.<br />Milward, Alan S., 2006. The Reconstruction of Western Europe, 1945–1951. London and Berkeley, Calif.<br />Appendix<br />Start-upRequirementsStart-up ExpensesLegal£5,000Stationery etc.£500Brochures£500Licenses£2,000Insurance£500Research and Development£9,000Other£2,500Total Start-up Expenses£20,000Start-up AssetsCash Required£79,000Other Current Assets£7,000Long-term Assets£19,000Total Assets£105,000Total Requirements£125,000<br />Start-up FundingStart-up Expenses to Fund£20,000Start-up Assets to Fund£105,000Total Funding Required£125,000AssetsNon-cash Assets from Start-up£26,000Cash Requirements from Start-up£79,000Additional Cash Raised£0Cash Balance on Starting Date£79,000Total Assets£105,000Liabilities and CapitalLiabilitiesCurrent Borrowing£0Long-term Liabilities£0Accounts Payable (Outstanding Bills)£0Other Current Liabilities (interest-free)£0Total Liabilities£0CapitalPlanned InvestmentInvestor 1£75,000Investor 2£50,000Additional Investment Requirement£0Total Planned Investment£125,000Loss at Start-up (Start-up Expenses)(£20,000)Total Capital£105,000Total Capital and Liabilities£105,000Total Funding£125,000<br />Pro Forma Cash FlowYear 1Year 2Year 3Cash ReceivedCash from OperationsCash Sales£77,635£230,298£261,991Subtotal Cash from Operations£77,635£230,298£261,991Additional Cash ReceivedSales Tax, VAT, HST/GST Received£0£0£0New Current Borrowing£3,000£0£0New Other Liabilities (interest-free)£0£0£0New Long-term Liabilities£0£0£0Sales of Other Current Assets£0£0£0Sales of Long-term Assets£0£0£0New Investment Received£0£0£0Subtotal Cash Received£80,635£230,298£261,991ExpendituresYear 1Year 2Year 3Expenditures from OperationsCash Spending£120,250£152,000£152,000Bill Payments£38,394£71,497£84,646Subtotal Spent on Operations£158,644£223,497£236,646Additional Cash SpentSales Tax, VAT, HST/GST Paid Out£0£0£0Principal Repayment of Current Borrowing£300£1,000£1,000Other Liabilities Principal Repayment£0£0£0Long-term Liabilities Principal Repayment£0£0£0Purchase Other Current Assets£0£0£0Purchase Long-term Assets£0£0£0Dividends£0£0£0Subtotal Cash Spent£158,944£224,497£237,646Net Cash Flow(£78,308)£5,801£24,345Cash Balance£692£6,492£30,837<br />Projected Balance Sheet<br />The following table will indicate the Projected Balance Sheet.<br />Pro Forma Balance SheetYear 1Year 2Year 3AssetsCurrent AssetsCash£692£6,492£30,837Other Current Assets£7,000£7,000£7,000Total Current Assets£7,692£13,492£37,837Long-term AssetsLong-term Assets£19,000£19,000£19,000Accumulated Depreciation£3,804£4,121£4,438Total Long-term Assets£15,196£14,879£14,562Total Assets£22,888£28,371£52,399Liabilities and CapitalYear 1Year 2Year 3Current LiabilitiesAccounts Payable£4,561£5,994£7,043Current Borrowing£2,700£1,700£700Other Current Liabilities£0£0£0Subtotal Current Liabilities£7,261£7,694£7,743Long-term Liabilities£0£0£0Total Liabilities£7,261£7,694£7,743Paid-in Capital£125,000£125,000£125,000Retained Earnings(£20,000)(£109,374)(£104,323)Earnings(£89,374)£5,051£23,979Total Capital£15,626£20,677£44,656Total Liabilities and Capital£22,888£28,371£52,399Net Worth£15,626£20,677£44,656<br />Sales ForecastMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12Sales<£1 million worth customers0%£0£0£0£2,500£3,545£4,545£5,878£6,335£7,474£7,558£8,255£8,656>£1 million worth customers0%£0£0£0£0£0£2,136£2,763£2,977£3,513£3,552£3,880£4,068Total Sales£0£0£0£2,500£3,545£6,681£8,641£9,312£10,987£11,110£12,135£12,724Direct Cost of SalesMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12<£1 million worth customers£0£0£0£375£532£682£882£950£1,121£1,134£1,238£1,298>£1 million worth customers£0£0£0£0£0£320£414£447£527£533£582£610Subtotal Direct Cost of Sales£0£0£0£375£532£1,002£1,296£1,397£1,648£1,667£1,820£1,909<br />Pro Forma Balance SheetMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12AssetsStarting BalancesCurrent AssetsCash£79,000£73,938£66,335£54,602£44,275£34,049£26,218£19,809£13,785£9,329£7,752£4,153£692Other Current Assets£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000£7,000Total Current Assets£86,000£80,938£73,335£61,602£51,275£41,049£33,218£26,809£20,785£16,329£14,752£11,153£7,692Long-term AssetsLong-term Assets£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000£19,000Accumulated Depreciation£0£317£634£951£1,268£1,585£1,902£2,219£2,536£2,853£3,170£3,487£3,804Total Long-term Assets£19,000£18,683£18,366£18,049£17,732£17,415£17,098£16,781£16,464£16,147£15,830£15,513£15,196Total Assets£105,000£99,621£91,701£79,651£69,007£58,464£50,316£43,590£37,249£32,476£30,582£26,666£22,888Liabilities and CapitalMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12Current LiabilitiesAccounts Payable£0£1,788£1,897£2,477£2,912£3,136£3,663£3,947£4,045£4,288£4,330£4,478£4,561Current Borrowing£0£0£0£0£0£0£0£0£0£0£3,000£3,000£2,700Other Current Liabilities£0£0£0£0£0£0£0£0£0£0£0£0£0Subtotal Current Liabilities£0£1,788£1,897£2,477£2,912£3,136£3,663£3,947£4,045£4,288£7,330£7,478£7,261Long-term Liabilities£0£0£0£0£0£0£0£0£0£0£0£0£0Total Liabilities£0£1,788£1,897£2,477£2,912£3,136£3,663£3,947£4,045£4,288£7,330£7,478£7,261Paid-in Capital£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000£125,000Retained Earnings(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)(£20,000)Earnings£0(£7,167)(£15,197)(£27,826)(£38,906)(£49,672)(£58,347)(£65,357)(£71,796)(£76,812)(£81,748)(£85,813)(£89,374)Total Capital£105,000£97,833£89,804£77,174£66,095£55,328£46,653£39,643£33,204£28,188£23,252£19,187£15,626Total Liabilities and Capital£105,000£99,621£91,701£79,651£69,007£58,464£50,316£43,590£37,249£32,476£30,582£26,666£22,888Net Worth£105,000£97,833£89,804£77,174£66,095£55,328£46,653£39,643£33,204£28,188£23,252£19,187£15,626<br />