ETC Workbook - Convio

ETC Workbook

Performance Measures

ETC Workbook ETC Workbook

Page 1

ETC Workbook

Introduction to

Entrepreneurship

Student

Workbook

New Staff Training

Performance

Measures

ETC

Workbook

Student Workbook Page 2

Entrepreneurship

Introduction to Entrepreneurship: What it takes to start your own business?

Introduction: This basic course will provide the student with an introduction to entrepreneurship, the basic planning needed before starting your own business and the steps necessary to create a business plan.

Section 1: Business Models

There are all kinds of small businesses that mature workers can start if they have the qualifications, skills, and resources to do it. It can be a sole proprietorship, home- based business, a partnership or an online business. These are the most popular business models that fit mature small business owners:

Business Model Definition

1. Sole Proprietorship A type of business that is owned and operated by one individual who is the one investing all the money and getting all the profits. The proprietor of the business can have other people working for them.

2. Home-based Business A small business that operates from the owner’s home and usually can have a small number of employees, who are most of the time family members.

3. Partnership When two or more individuals share ownership

4. Online Business Also known as an e-business is a new venture that delivers services or products entirely online. It may also include a business that uses the internet as an extension of the regular market. It can be to provide services, to manage information, or to sell products.

At the end of this module, you should be able to:

Differentiate between four different business models

Describe considerations for what it takes to start your own business

Explain what to include in a business plan


Entrepreneurship

Considerations before Starting your Own Business Section 2: Be clear about what you want

Starting a new business may require a lot of hours of work and even 6-7 workdays a week. It will require monetary investments, and support from family and friends.

Section 3: Choosing your business idea Choosing a business idea should be something that you like to do and are really good at. It could be a hobby or a very particular set of skills you possess. Ask yourself if there is something that you really like or enjoy doing. Take into consideration if this kind of business is going to fit well with your lifestyle, family and finances. To succeed as a new small business owner, you do not necessarily need to invent something new or create something unique. You can find an unfilled service or commodity in your community and look for a business that fills this vacancy. You need to ask yourself:

What am I interested in?

What skills do I have that I can use in this business?

Do I see an opportunity in the market in my community or communities that I can fill with the business I have in mind?

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Entrepreneurship

Activity: In this activity, you will answer the following questions regarding your business idea.

1. What is the business idea you want to start? :

2. List other businesses in your community who provide similar services or products:

3. Write down where you will have the business. Will it be in a separate location or will it be in your home?

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Entrepreneurship

Section 4: Potential to Generate Good Income

Does your business have the potential to generate good income? You want to make sure that your business is going to generate income that not only will help you recuperate what you invested in it including your salary, but also give you a margin of profit.

You may need to consider different ways to keep your start-up costs low. Look for advice from another small business owner, a Small Business Administration expert, or a local financial expert in your area. You need to have some financial guidance to help you define a good business path.

Section 5: Developing a Business Plan

You must develop a business plan. A business plan is like a road map for your business and its projections for the next 3-5 years. This plan doesn’t need to be a scientific research. It can be simple and flexible. You will probably see that your business plan can turn into a group of mini-plans. One plan will be needed per each aspect of your business such as: marketing, finance, sales, and staffing.

(a) Executive Summary: This will include a general overview of what you want your company to be and along with your business goals.

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Entrepreneurship

(b) Company Description: Include information about what your business will do and who will be the clientele that your business will serve. Include what makes your business different or better than the existing ones (if there are other businesses like yours in that area).

Activity: In this activity, you will write down in detail what your business will do. Make sure you include who the clientele will be in addition to any services you will provide. Also, list any business goals you have for your company.

Company Description

What your business will do?

Who will be your clientele?

What kind of services you will provide?

List your business goals.

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Entrepreneurship

(c) Market Analysis: Research your business market, competitors, and trends for the local business industry. Decide what will be the size of your company, who will be your target clientele to serve, and the demographics or characteristics along with the characteristics of your competitors in the market. You can access information and data about markets and specific industries by accessing the website of the Economic and Statistic Administration, US Department of Commerce at www.esa.doc.gov.

Activity: In this activity, describe who will be your customers and what your business is going to do for them. Be very specific with regards to any services you will be providing or products you will be selling. If you are creating an online business, list information on how your site will communicate your products or services to your clientele.

1. Describe who will be your customers? :

2. Describe which services you will be providing or products you will be selling or creating:

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Entrepreneurship

(d) Organization and Management: You must find out what will be the best organizational and management model for you and your business. Who does what in your business? What will be the composition of your business team and what will be their functions and responsibilities.

(e) Service or Product Line: Are you going to sell a product or a service? What will be the benefit for your customers?

(f) Marketing and Sales: How are you going to drive the sales in your business and keep your customer loyal? What will be your sales strategy? How are you going to advertise your business?

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Entrepreneurship

(g) Funding Request: Do you have enough funding to start your business or are you going to seek other funding venues such as loans, private investment money, or partnerships? You may need to calculate the cost of starting your own business. This may include the expenses for starting up until you start to generate your own capital and also your assets such as property, equipment, furniture, and inventory.

Activity: In this activity, identify your funding sources. How are you going to obtain the capital to start your own business?

Funds Needed Sources

(h) Financial Projections: If you are going to seek any loans, most creditors are going to ask you to supply prospective financial data in which you will present what you expect your business to do in the next 3- 5 years.

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Entrepreneurship

(i) Appendix: This appendix can have items such as your certifications in your business specific area, credit history, resumes, letters of reference, and any additional information that a lender or creditor may request of you.

Activity: In this activity, you will list the types of certifications, preparation, experience or skills you have that will qualify you to start your ideal business.

Qualifications

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Entrepreneurship

Section 6: Seek Legal Guidance

You should seek legal assistance and guidance to register your business. Get an orientation about all the steps you may need to follow in order to register your business and obtain the local licenses to operate. Make sure that you will comply and complete all the necessary permits before starting your own business.

Wrap Up

During this course you learned:

Four different business models

Five considerations for what it takes to start your own business

What to include in a business plan

References:

- Small Business Administration - Encore Entrepreneurs: An Introduction to Starting Your Own Business (www.sba.gov)

- Economic and Statistic Administration, US Department of Commerce (www.esa.doc.gov)

- Wikipedia

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Entrepreneurship

1. ID Information

Name: ________________________________________________________________ Company Name: _____________________________________________________ Address: ___________________________________________________________ City, State, Zip Code: _____________________________________________________ Phone #: _______________________________________________________________ Fax #: _________________________________________________________________ Email: _________________________________________________________________

2. Sources of Funds Type of Financing? (Circle one) Loan Investment Amount Needed: How much of your own money will you invest? (Many lenders require 20% to 35% of total start-up funding to come from investments) 3. Uses of Funds Purchase Land or Building $______________________________ Purchase Computer Equipment $______________________________ Purchase Office Equipment $______________________________ Purchase of Other Equipment $______________________________ Purchase of Vehicle(s) $______________________________ Retirement of Current Debt $______________________________ Purchase a Business $______________________________ Purchase Inventory $______________________________ Leasehold Improvements $______________________________ Working Capital: (many lenders recommend cash reserves equal to 3 months' operating expenses) Other Start-up Expenses (explain):

Self-study Activity

Complete the following questionnaire on your own and use it to create your business plan.


Entrepreneurship

4. Products & Services Briefly describe your products and services. If you can, include any promotional brochures or catalogs that you use. 5. Your Market Who are your customers? If you can, describe them demographically and geographically. 6. Marketing What forms of marketing will you use? (Circle all that apply)

Print Advertising

TV Advertising

Radio Advertising

Outdoor Advertising

Internet Advertising

Personal Selling

Press Releases

On-Site Promotions

Direct Mail

Telemarketing

Brochures and Collateral Materials

Other, explain: 7. Staffing Provide the requested information about your projected staff. Include yourself and any co-owners who materially participate in the operation of the business and/or receive salaries or wages from the business. If your staff will include more than 10 people, provide information only for key management personnel. Name Position Annual Salary/Wage


Entrepreneurship

8. Ownership Owner/Co-Owner % of Ownership 1. 2. 3. 4. Provide in a resume or 2-3 paragraph work history for each owner who participates materially in the operation of the business.

9. Facilities Briefly describe your location. Include address, name of shopping center or office complex, square footage, and advantages of the location. Also include descriptions of any special equipment you have.


Entrepreneurship

10. Notes Payable To help project all of your future interest and loan principal payments, please provide descriptions of all business notes payable that will remain after you receive the requested funding (don't include the requested loan). Purpose of Loan

Current Balance

Original Balance

Date of Origin

Monthly Payment

Term (Years)

Interest Rate


Entrepreneurship

Resources Available

Recommended Experience Works JobReady Courses: The following list of Essential Skill’s courses is recommended to help you improve the skills needed to become an entrepreneur.

1. Essential Bookkeeping Skills

2. Essential Computer Skills

3. Essential Customer Service Skills

4. Essential Interpersonal and Teamwork Skills

5. Essential Math Skills

6. Essential Office Skills

7. Essential Sales Skills

8. Essential Telephone Skills

9. Essential Time Management Skills

10. MS Excel Fundamentals

11. MS Word Fundamentals

The following list of General Business Skill’s courses is recommended to help you improve the skills needed to become an entrepreneur.

1. Customer Service Skills

2. Effective Business Communications

3. Interpersonal Communication

4. Marketing Fundamentals

5. Selling Techniques

6. Time and Priority Management


Entrepreneurship

Accessing JobReady Courses:

1. To access the courses in the JobReady system you must type in your internet address bar

http://ew.nbsalliance.com and select “Accept” to the Terms and Conditions

2. Select “User Login”

3. Enter your username and password

4. Select the “Resources” tap from your dashboard

http://ew.nbsalliance.com/


Entrepreneurship

Entrepreneurial Training Programs by State

CALIFORNIA

Berkeley AnewAmerica Community Corp http://www.anewamerica.org

Calexio Neighborhood House of Calexio, Inc. http://www.clxnh.org

San Francisco Mission Economic Development Agency www.medasf.org

San Diego International Rescue Committee, San Diego

http://www.rescue.org/us-program/us-san-diego-ca/microenterprise

Los Angeles Pacific Asian Consortium in Employment http://pacela.org/services/business-development

Los Angeles Thai Community Development Center http://www.thaicdchome.org/cms/small-business-program

Los Angeles Valley Economic Development Center http://www.vedc.org/small_business/etp.php

FLORIDA

Manatee Manatee Community Action Agency http://www.manateecaa.org

GEORGIA

Atlanta Goodwill of North Georgia http://www.ging.org

ILLINOIS

Chicago Jewish Vocational Service (JVS), Chicago http://www.jvschicago.org/duman

Chicago Women's Business Development Center http://www.wbdc.org

INDIANA

Jefferson Community Action of Southern Indiana http://www.casi1.org/microenterprise.html

IOWA

Des Moines ISED Ventures http://www.isedventures.org

KENTUCKY

Berea Mountain Association for Community Economic Development (MACED)

http://www.maced.org/BD-overview.htm

LOUISIANA

New Orleans The Good Work Network http://www.goodworknetwork.org

MINNESOTA

Minneapolis Latino Economic Development Center http://www.ledc-mn.org/services_program.php

St. Paul Neighborhood Development Center http://www.ndc-mn.org/programs-services

http://www.anewamerica.org/

http://www.clxnh.org/



http://pacela.org/services/business-development

http://pacela.org/services/business-development

http://www.thaicdchome.org/cms/small-business-program

http://www.thaicdchome.org/cms/small-business-program

http://www.vedc.org/small_business/etp.php

http://www.manateecaa.org/

http://www.ging.org/

http://www.jvschicago.org/duman

http://www.wbdc.org/

http://www.casi1.org/microenterprise.html

http://www.isedventures.org/

http://www.maced.org/BD-overview.htm

http://www.goodworknetwork.org/

http://www.ledc-mn.org/services_program.php

http://www.ndc-mn.org/programs-services


Entrepreneurship

MISSOURI

Kansas City Hispanic Economic Development Corporation http://www.kchedc.org

St. Louis Hi-Tech Charities http://www.htchar.org

Girardeau Operation Jump Start http://www.operationjumpstart.biz

MONTANA

Missoula Montana Community Development Corporation

http://www.mtcdc.org

NEBRASKA

Lincoln Center for People in Need http://centerforpeopleinneed.org

NEW JERSEY

Camden Latin American Economic Development Association, Inc.

http://www.laeda.com

NEW YORK

Harlem Harlem Commonwealth Council, Inc. (HCC) http://www.harlemcommonwealth.org

Harlem East Harlem Business Capital Corporation http://ehbcc.org/wordpress/business-education

Brooklyn The Business Outreach Center Network http://www.bocnet.org

OHIO

Columbus Economic and Community Development Institute (ECDI)

http://www.ecdi.org/programs/index.html

OKLAHOMA

Durant Rural Enterprises of Oklahoma, Inc. (REI) http://www.ruralenterprises.com

PENNSYLVANIA

Philadelphia The Empowerment Group http://www.empowerment-group.org

PUERTO RICO

Mayaguez Brightwood Development Corporation http://www.brightwoodpr.org

SOUTH DAKOTA

Eagle Butte Four Bands Community Fund, Inc. http://www.fourbands.org/busdev.htm

Kyle Lakota Funds http://lakotafunds.org

TEXAS

Houston The Alliance for Multicultural Community Services

http://www.allianceontheweb.org/asset-building.html

http://www.kchedc.org/

http://www.htchar.org/

http://www.operationjumpstart.biz/

http://www.mtcdc.org/

http://centerforpeopleinneed.org/

http://www.laeda.com/

http://www.harlemcommonwealth.org/

http://ehbcc.org/wordpress/business-education

http://ehbcc.org/wordpress/business-education

http://www.bocnet.org/

http://www.ecdi.org/programs/index.html

http://www.ruralenterprises.com/

http://www.empowerment-group.org/

http://www.brightwoodpr.org/

http://www.fourbands.org/busdev.htm

http://lakotafunds.org/




Entrepreneurship

VIRGINIA

Roanoke Total Action Against Poverty http://www.tapintohope.org

Portsmouth The Center for Community Development, Inc. http://ccdivirginia.blogspot.com/p/ccdi.html

Alexandria Empowered Women International http://ewint.org

WISCONSIN

Milwaukee Wisconsin Women's Business Initiative Corporation https://wwbic.com

Fond du Lac ADVOCAP, Inc. http://www.advocap.org/bd.html

WYOMING

Ft. Washakie Wind River Development Fund, Inc. http://www.wrdf.org

http://www.tapintohope.org/

http://ccdivirginia.blogspot.com/p/ccdi.html

http://ewint.org/

https://wwbic.com/

http://www.advocap.org/bd.html

http://www.wrdf.org/


Entrepreneurship

Business Plan Sample

Smart’s Motorcycle Detailing

1. Executive Summary

Smart’s Motorcycle Detailing will offer quality detailing service to a growing market of motorcycle hobbyists. Smart’s Motorcycle Detailing will offers excellent value for a service that will not bust the customer's budget. Over the past ten years, biking has developed an entirely new customer base among the Baby-boomer population, ages 55 to 70. Last year, motorcycle sales for this same group were twice that of other demographics. In Ridingtown, motorcycle sales exceeded $1 million in 2012 and sales are predicted to grow by 15% this year. Ridingtown is a city of 250,000 residents with an average income of $58,000. The city has seven motorcycle organizations and sponsors an annual cycling event as part of the city's spring celebration. Bob Smart, owner of Smart’s Motorcycle Detailing is one of the most respected motorcyclists in Ridingtown. Bob was the president of the largest motorcycle organization in the city with over 100 members in 2009. Last year, Bob organized the motorcycle parade during the city's spring celebration. Bob's connection with the motorcycling community will make Smart’s Motorcycle Detailing one of the most popular shops in town. 1.1 Objectives The objectives of Smart’s Motorcycle Detailing are:

Capture the majority of the clientele in Ridingtown that utilize motorcycle cleaning and detailing services.

Offer our customers a superior service, at a low price.

1.2 Mission

The mission of Smart’s Motorcycle Detailing is to become the primary resource for cleaning and detailing motorcycles in Ridingtown. 1.3 Keys to Success The keys to success for Smart’s Motorcycle Detailing are:

Customer referrals.

Exceeding the customer's expectation for quality, timeliness and price.


Entrepreneurship

2. Company Description Smart’s Motorcycle Detailing will offer quality cleaning and detailing motorcycles to a growing market of motorcycling hobbyists. Bob Smart will manage the daily operations of the shop. Besides Bob Smart, Smart’s Motorcycle Detailing will have one additional employee. 2.1 Company Ownership Smart’s Motorcycle Detaining is solely owned by Bob Smart.

3. Market Analysis Over the past ten years, biking has developed an entirely new customer base among the Baby-boomers population, especially men ages 55 to 70. Last year, motorcycle sales for this age group were twice that of other demographics. In Ridingtown, motorcycle sales exceeded $1 million in 2012 and future sales are predicted to grow by 15% this year. The city has seven motorcycle organizations and sponsors an annual cycling event as part of the city's spring celebration. The demographics suggest that there is a large market for cleaning and detailing motorcycles especially among experienced bikers. This is particularly important because the experienced customer will seek out a shop where the owner has a reputation for quality and service in the motorcycle community. 3.1 Market Segmentation Smart’s Motorcycle Detailing will focus on two customer groups:

Baby-boomers, ages 55 - 70 Other populations

Baby-boomers

Other populations


Entrepreneurship

Market Analysis

Year 1 Year 2 Year 3 Year 4 Year 5

Potential Customers Growth

CAGR

Baby-boomers 6% 85,000 90,100 95,506 101,236 107,310 6.00%

Other populations 5% 70,000 73,500 77,175 81,034 85,086 5.00%

Total 5.55% 155,000 163,600 172,681 182,270 192,396 5.55%

4. Organization and Management Bob Smart will manage the daily operations of the shop. 4.1 Personnel Plan Besides Bob Smart, Smart’s Motorcycle Detailing will have one additional employee.

Personnel Plan

Year 1 Year 2 Year 3

Bob Smart $35,000 $39,000 $42,000

Staff Person $33,600 $35,000 $37,000

Total People 2 2 2

Total Payroll $68,600 $74,000 $79,000

5. Services

Smart’s Motorcycle Detailing offers the following services:

Premium Shine: The Motorcycle "Premium Shine" full detail service is specifically designed for

anyone who is seeking that new bike look, but just does not have the time to do it themselves. Great time and care is taken to clean every piece of your motorcycle returning it to that showroom look. Hand Wash and Dry: The motorcycle “Hand Wash & Dry” service is a quick and convenient way

to keep your motorcycle looking great. Between full details, after a long ride, or before taking it out on the weekend, this service is an inexpensive and fast way to make your motorcycle look great without having the hassle of doing it yourself.

6. Marketing and Sales Excellent word of mouth among motorcycle hobbyists is the foundation of Smart Motorcycle Detailing. The motorcycle community in Ridingtown is a close nit group and used by its members to locate resources and services. Each satisfied customer of Smart’s Motorcycle Detailing will bring in more business.


Entrepreneurship

6.1 Competitive Edge Bob Smart, owner of Smart’s Motorcycle Detailing is one of most respected and best known motorcyclist in Ridingtown. He has been a motorcycle hobbyist for 15 years and has built a reputation for quality cleaned and detailed motorcycles. For the past five years, Bob has served as a resource in keeping up with the cleaning and detailing for hobbyists. Smart’s Motorcycle Detailing competitive edge is Bob's visibility in the motorcycling community. 6.2 Sales Strategy During the first month of operation, Smart’s Motorcycle Detailing will offer a 15% discount on all services over $100. Bob will also offer a standard 10% discount to members of the city's motorcycle organizations. 6.2.1 Sales Forecast The table and charts below show Smart’s Motorcycle Detailing projected sales forecast for three years.

Premium Detailing

Basic Hand Wash and

Dry


Entrepreneurship

7. Funding Request

7.1 Start-up Summary Bob Smart will invest $20,000 in Smart’s Motorcycle Detailing. Bob will also secure a $58,000 loan. The following table and chart show projected initial start-up costs for Smart’s Motorcycle Detailing.

Premium Detailing

Basic Hand Wash and

Dry


Entrepreneurship

Start-up Requirements Expenses

Legal $1,000

Stationery etc. $200

Insurance $500

Rent $1,300

Display Equipment $3,000

Expensed Equipment $5,000

Total Start-up Expenses $11,000

Start-up Assets

Cash Required $4,000

Start-up Inventory $10,000

Other Current Assets $0

Long-term Assets $15,000

Total Assets $29,000

Total Requirements $40,000

Start-up Funding

Start-up Expenses to Fund $11,000

Start-up Assets to Fund $29,000

Total Funding Required $40,000

Assets

Non-cash Assets from Start-up $29,000

Cash Requirements from Start-up $4,000

Additional Cash Raised $0

Cash Balance on Starting Date $4,000

Total Assets $33,000

Liabilities and Capital

Current Borrowing $0

Long-term Liabilities $10,000

Accounts Payable (Outstanding Bills) $0

Other Current Liabilities (interest-free) $0

Total Liabilities $10,000

Bob Smart $35,000

Other $0

Additional Investment Requirement $0

Total Planned Investment $35,000

Loss at Start-up (Start-up Expenses) ($11,000)

Total Capital $53,000

Total Capital and Liabilities $78,000


Entrepreneurship

8. Financial Projections

The following is the financial plan for Smart’s Motorcycle Detailing. 8.1 Projected Profit and Loss

The following table and charts shows projected profit and loss for three years.


Entrepreneurship

Pro Forma Profit and Loss


Sales $235,000 $252,000 $271,000

Direct Cost of Sales $107,500 $117,000 $127,000

Other Production Expenses $0 $0 $0

Total Cost of Sales $107,500 $117,000 $127,000

Gross Margin $127,500 $135,000 $144,000

Gross Margin % 54.26% 53.57% 53.14%

Expenses

Payroll $69,600 $74,000 $79,000

Sales and Marketing and Other Expenses $6,000 $6,000 $6,000

Depreciation $4,284 $4,284 $4,284

Leased Equipment $0 $0 $0

Utilities $2,400 $2,400 $2,400

Insurance $0 $0 $0

Rent $15,600 $15,600 $15,600

Payroll Taxes $10,440 $11,100 $11,850

Other $0 $0 $0

Total Operating Expenses $108,324 $113,384 $119,134

Profit Before Interest and Taxes $19,176 $21,616 $24,866

EBITDA $23,460 $25,900 $29,150

Interest Expense $2,000 $2,000 $2,000

Taxes Incurred $5,153 $5,885 $6,860

Net Profit $12,023 $13,731 $16,006

Net Profit/Sales 5.12% 5.45% 5.91%


Entrepreneurship

8.2 Projected Cash Flow The table and chart show the projected cash flow for three years.

Pro Forma Cash Flow

Cash Received Year 1 Year 2 Year 3

Cash Sales $94,000 $100,800 $108,400

Cash from Receivables $116,820 $149,451 $160,645

Subtotal Cash from Operations $210,820 $250,251 $269,045

Additional Cash Received

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 $210,820 $250,251 $269,045

Expenditures from Operations Year 1 Year 2 Year 3

Cash Spending $69,600 $74,000 $79,000

Bill Payments $108,864 $153,470 $171,723

Subtotal Spent on Operations $178,464 $227,470 $250,723

Subtotal Cash Spent $178,464 $227,470 $250,723

Net Cash Flow $32,356 $22,780 $18,322

Cash Balance $36,356 $59,137 $77,459


Entrepreneurship

8.3 Projected Balance Sheet The table shows the projected balance sheet for three years.

Pro Forma Balance Sheet


Assets

Current Assets

Cash $36,356 $59,137 $77,459

Accounts Receivable $24,180 $25,929 $27,884

Inventory $10,550 $11,482 $12,464

Other Current Assets $0 $0 $0

Total Current Assets $71,086 $96,548 $117,806

Long-term Assets

Long-term Assets $15,000 $15,000 $15,000

Accumulated Depreciation $4,284 $8,568 $12,852

Total Long-term Assets $10,716 $6,432 $2,148

Total Assets $81,802 $102,980 $119,954

Liabilities and Capital Year 1 Year 2 Year 3

Current Liabilities

Accounts Payable $5,779 $13,226 $14,194

Current Borrowing $0 $0 $0

Other Current Liabilities $0 $0 $0

Subtotal Current Liabilities $5,779 $13,226 $14,194

Long-term Liabilities $20,000 $20,000 $20,000

Total Liabilities $25,779 $33,226 $34,194

Paid-in Capital $55,000 $55,000 $55,000

Retained Earnings ($11,000) $1,023 $14,754

Earnings $12,023 $13,731 $16,006

Total Capital $56,023 $69,754 $85,761

Total Liabilities and Capital $81,802 $102,980 $119,954

Net Worth $56,023 $69,754 $85,761

Documents

ETC Workbook - Convio