Bogart Web Service Provider

Executive Summary
Bogart Web Service Providerskey markets for DSL are small and medium businesses,
nationwide. Bogart Web Service Providerskey markets for Web hosting and resale accounts are
Web design firms, individuals, and small businesses with a need for space on a server. Bogart
Web Service Providers key markets for dedicated servers are small to large companies where
security and speed are necessary.Bogart Web Service Providerskey markets for co-location
include medium and small businesses such as online trading, online information sites, and
entertainment Web companies.
Vision
Our vision is to provide innovative quality Internet services and customer support to
Internet users in Philippines including consumers and corporate customers. Our company will
also contribute to the benefit of society through programs such as tele-health and e-learning
Mission
The mission of Bogart Web Service Providers is to provide quality Internet services, Web
hosting, and DSL service to both large and small clients.
Goals and Objectives

.
Services
Main services provided by Bogart Web Services Provider are outlined below.
1. DSL. A Digital Subscriber Line (DSL) is high-speed Internet access that is an "on all the time"
connection and ranges in speed from 144k to 6Gb transfer rate.
2. Hosting. Web hosting clients generally have the company place a single, or several, website on
a server in our facility and pay for the amount of disk space that they need to operate their
site.
3. Dedicated Server. Clients seeking to maximize the speed of their site due to high traffic or
download will lease a dedicated server from Web Services Provider, leaving the maximum
capability of the server all to their own site.
4. Co-location. Co-location customers provide the hardware themselves and administer their site
or sites via the Internet.
When hosting and dedicated server clients are secured, orders will be processed immediately
and the customer can be up and running within a few minutes. Dedicated server clients can be
online within 1-2 hours unless a special server must be built.
3.1 Future Services
Having already established the relationships and infrastructure, Web Services Provider will
continue to search for emerging and existing technologies to improve and expand lines of
business. As advances in technology continue, Web Services Provider will upgrade to meet
specific objectives of present and future clientele.
Web Services Provider plans to respond to market needs by keeping abreast of all new
technologies and updates to be first to market using its already established lines of business as
a market vehicle. Web Services Provider will move quickly on plans for next generation
products/services.


Market Analysis Summary
Web Services Provider's key markets for DSL are small and medium businesses, nationwide.
Web Services Provider's key markets for Web hosting and resale accounts are Web design
firms, individuals, and small businesses with a need for space on a server. Web Services
Provider's key markets for dedicated servers are small to large companies where security and
speed are necessary. Web Services Provider's key markets for co-location include medium and
small businesses such as online trading, e-tailers, online information sites, and
entertainment companies.
Within these markets, Web Services Provider focuses on the more lucrative dedicated server
and co-location clientele because they create less overhead and more profit than equal revenue
generating, smaller clients. Additionally, these markets require less service-intensive efforts and
create more profit. Its' margins are 40%-80% on larger and medium size clients.
Computer telephony integration (CTI) is the convergence of the telephone and computing
industries. Currently, the CTI market totals $4 billion and is growing at 30% a year, with many
segments growing at a rate of over 100% a year. The Washington-based MultiMedia
Telecommunications Association estimates that the CTI market will grow by nearly 70% in the
next year, and triple by the year 2000.
Consumers improve their shopping experiences
In a relatively short period of time, the Internet has provided the savvy consumer with a
number of benefits, particularly convenience and information. Obviously, consumers who shop
online face a much different experience than they would in "real-world" retail. First and
foremost, a shopper need not leave the comfort of home or office in order to make a purchase.
The convenience of online shopping has proven to be a big attraction for many consumers,
particularly for goods that are not needed immediately, like books, CDs, or apparel.
The information that is currently available online is another boon to consumers. It is relatively
easy to conduct research on various products over the Internet, giving consumers all the
information they need to help make an informed decision regarding a major purchase.
Consumers can thoroughly research big-ticket items like cars, electronics, or computers for
desired features, product performance, or price. The cost of a product has become simple to
research through many search engines. A consumer need only specify a product, type it in the
appropriate place on a comparison-oriented website, and then examine the resulting list of
prices, which contains links to the selling websites. While consumers do not always purchase
the lowest-priced item, the nature of the Internet makes comparison shopping so easy that
prices in many categories of goods will undoubtedly decline over time.


Market Analysis

2000 2001 2002 2003 2004

Potential Customers Growth

CAGR
Online E-trading 15% 200,000 230,000 264,500 304,175 349,801 15.00%
Entertainment 10% 160,000 176,000 193,600 212,960 234,256 10.00%
Global Corporations 15% 95,000 109,250 125,638 144,484 166,157 15.00%
Corporations 10% 100,000 110,000 121,000 133,100 146,410 10.00%
Total 12.74% 555,000 625,250 704,738 794,719 896,624 12.74%

4.1 Market Segmentation
Web Services Provider is aiming to establish itself in markets that it believes will define the
future of Web hosting. The company is pursuing dedicated server and co-location accounts,
online trading companies, and e-entertainment companies because they need bandwidth, 24-
hour access for their customers, faster connections, and other services for their clients which
the company able to provide.
The company's target customers are as follows.
Online E-trading.
Entertainment.
Global Corporations.
Corporations.
The Internet
As of year-end 1998, almost 160 million users accessed the Internet regularly, up from
approximately 101 million at the end of 1997, according to IDC, an industry analysis and
research company. Clearly, the Internet is in an exceptional growth phase. This growth has
pushed the capacity of existing networking infrastructure to its limits, resulting in frustration by
Internet users.
Still, consumers have found the Internet to be a useful tool in the research and purchase of
goods and services. Corporations have found that, while the Internet is challenging traditional
business models, it also offers significant advantages to companies that fully embrace the
medium.
4.2 Market Trends
Exceptional growth
By any measure, the Internet is one of the fastest-growing commercial phenomena ever
witnessed by society. Host computers, or servers, have exploded from 3.2 million in 1994 to
roughly 56.2 million as of July 1999. During the same time period, the number of websites
roared to more than 5 million from only 3,000.
A key factor in the recent growth of the Internet is the popularity of the sub-$1,000 PC. Rapidly
falling component prices have allowed PC manufacturers to pass cost savings on to their
customers, resulting in a more attractively priced product. Computers sold at or below the
$1,000 level have appealed to first-time PC users and lower income families. Because of the
more affordable prices, PC penetration in the United States is now approximately 50%,
according to Dataquest, a market research firm based in San Jose, California.
As a result of the Internet's historical roots in the U.S. Department of Defense, as well as the
rising penetration of PCs, the United States accounts for more than half of the world's total
Internet users. The European market, by contrast, has been held back by the high cost of
Internet access. Consumers are typically billed twice in these markets, once by the ISP and once
by the phone company. However, the forces of telecommunications deregulation in Europe
finally appear to be having an effect, as several phone companies have recently eliminated
access fees and now bill only on a per-minute basis. Such moves should eventually increase the
penetration of the Internet in Europe.
In the United States, less than one-third of the population is connected, leaving plenty of room
for growth. In 1996, people asked colleagues and friends if they had an electronic mail address.
In 1997, people were asked what their electronic mail address was. When consumers today are
asked why they purchased a personal computer, the most common answer is to connect to the
Internet to get their email.
4.3 Market Growth
Bandwidth bottlenecks frustrate consumers...
Today's telecommunications network infrastructure was not designed for the booming traffic
created by Internet use. Ordinary telephone lines are optimized for short conversations,
whereas Internet users typically stay online for ours at a time. Growing corporate use of the
Internet to communicate with suppliers and customers has put additional strains on the
system.
Adding to the capacity problem are the use of multimedia attachments to email, more complex
multimedia websites, larger files being downloaded by users, and other bandwidth-hungry
applications. Although the predicted global meltdown of the Internet has not come to pass,
delays in navigating the Web and in receiving email continue to plague the industry and
frustrate users.
...But solutions are on the way
The vast majority of Internet users use dial-up modems to access the Internet through their
ISPs. As a result of the capacity constraints inherent in using analog modem technology over
copper wires, 56 kilobits per second is the maximum capacity available today for most
residential customers.
New technologies, such as cable modems and digital subscriber line (DSL) systems, promise a
quantum leap in bandwidth: up to 30 megabytes per second (Mbps) and 12 Mbps, respectively.
Both technologies also offer an added advantage in that they are always "on": a consumer need
not physically dial into an ISP to access the Internet.
Cable modems. The nascent market for cable modems is beginning to exhibit strong growth.
The number of cable Internet service subscribers numbered more than 1 million as of July 1999,
up from 500,000 in 1998.
The current leaders in this burgeoning market are Excite@Home and RoadRunner, North
America's No. 1 and No. 2 cable modem services, respectively. RoadRunner is provided by
ServiceCo LLC-a joint venture, led by time Warner Inc. that includes MediaOne Group, Inc.,
Microsoft Corporation, Compaq Corporation, and Advance/Newhouse Partnership, a private
firm.
Digital subscriber lines. These systems allow telephone companies to offer faster service over
copper wires by reducing signal distortion. The number of DSL subscribers was approximately
20,000 in 1998.
The fastest form of DSL is asymmetric digital subscriber line, or ADSL, includes Ameritech
Corporation, SBC Communications Inc., Bell Atlantic Corporation, U S. WEST Inc., Sprint
Corporation, MCI World Com Inc., and GTE Corporation.
In contrast to cable modems, which have been deployed in select regions for a few years,
consumer-oriented DSL service is only now being rolled out more aggressively. Cable companies
have also resolved their standardization issues and have come further in preparing their
networks for broadband than have the telcos.
While the number of DSL subscribers should exhibit strong growth in 1999, it appears that cable
modems will still command the bulk of the broadband market. One reason is that cable
modems have an inherent speed advantage. The consumer friendly version of ADSL, known as
G.Lite, offers speeds of up to 1.5 Mbps, compared with top speeds of 30 Mbps for cable
modems.
Limitations
Aside from bandwidth constraints, another more serious problem has recently been brought to
light, which threatens to forestall the previously explosive growth of the Internet. According to
a study conducted by the Department of Commerce, significant disparities continue to exist
between certain demographic groups and regions with regard to Internet access. For example,
those households with incomes of $75,000 or higher are more than twenty times as likely to
have Internet access than those at the lowest income level.
The presence of such disparities would seem to limit the potential growth of the Internet, and
would likely impact many of the market forecasts discussed in the "Industry Profile" section of
this report. However, both government and businesses are aware of the problem and are
currently taking steps to close this so-called "digital divide." The U.S. government plans to use
community centers to increase access to the Internet for all Americans. Meanwhile, many
businesses also plan to help educate and train individuals who may otherwise be at a
disadvantage in today's increasingly technological workplace.
Far-reaching benefits
Although the Internet is still evolving as a medium for communications and commerce, it has
already had a substantial impact on both consumers and businesses. For consumers, the advent
of online shopping has brought greater convenience, while businesses have enjoyed
productivity gains.
4.4 Competition and Buying Patterns
Competitive threats come from the more established hosting companies with large amounts of
operating capital. Their weaknesses are, however, even with strong brand awareness, they
cannot afford to move their facilities. This ties them to their current locations, which lack
adequate bandwidth, speed, and reliability due to their connections through local telco
connectivity.
DSL. Web Services Provider's competitors include other XDSL resellers.
Hosting. Web Services Provider's competitors include online Web hosting companies.
Dedicated Server. Web Services Provider's competitors include companies providing single site
Web servers for increased speed and reliability.
Co-location. Web Services Provider's competitors include Web hosting companies offering
customer or vendor provided large server or servers housed in their facilities and usually
managed over the Internet by the customer.

Strategic Plan
Marketing
Bogart Web Service Providermarkets its products as solutions to high traffic and bandwidth-
intensive Web companies whose online reliability and speed are critical to daily business.
Target companies include online stock trading companies, e-tailers, and corporations with
graphics and/or streaming video.
Sales are made through Bogart Web Service Providersnational advertising campaign. The sales
process involves several steps which include:
1. The first contact when the perspective customers first impression is made while viewing one
the magazines in which we advertise.
2. At this point, the customer will call our sales line or go to our website.
3. The customer can then call the sales line where a trained representative will answer questions
and proceed with initiating service and billing. This approach will be used because each
customer's concerns and needs will be met immediately to capture the customer at this point
of contact.
The average sales cycle from first contact to closing the sale is between one and seven days.


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Sales Forecast

2000 2001 2002
Sales

All Services $1,500,000 $4,500,000 $7,500,000
Other $0 $0 $0
Total Sales $1,500,000 $4,500,000 $7,500,000
Direct Cost of Sales 2000 2001 2002
All Services $100,000 $150,000 $200,000
Other $0 $0 $0
Subtotal Direct Cost of Sales $100,000 $150,000 $200,000
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5.1 Value Proposition
Web Services Provider's products and services offer the following advantages to customers.
Bandwidth.
Reliability.
Service.
Flexibility.
5.2 Competitive Edge
Strategic alliance with VISP - VISP is opening up two new facilities in the next three months, one
in Atlanta and the other in Seattle. Web Services Provider will have access space on both sites,
and with special load-balancing software, will enable the company to guarantee 100% uptime
for any dedicated server and co-location client where uptime is critical to their business.
AB 299 Internet Connection--more beneficial than tier system; a tier 1 connection means that
you are actually directly connected to the Internet.
Downtime-Dynamic load balancing--a large part of the problem and downtime with an Internet
connection for hosting companies is due to local phone company.
Price--due to the tier 1 connection, Web Services Provider does not have to pay local phone
companies connection fees and, as such, its' prices are lower than those of competitors.
5.3 Marketing Strategy
The Web Services Provider strategy is to advertise key competitive advantages in an effective
advertising campaign. The company plans to develop a larger clientele and maintain a price
advantage through rapid growth. The company's goal in the next year is to grow its core
customer base quickly and efficiently while focusing on the most profitable sector of the
market. The company's goal in the 2-5 years is to grow through acquisitions of smaller
companies and separate itself from the competition by price and services.
5.3.1 Distribution Strategy
Web Services Provider uses a direct sales force, relationship selling, and sales/support lines to
reach its markets. These channels are most appropriate because each customer has special
demands and needs to be treated differently. After the initial contact, by magazine, referral,
or email, the customer is assessed and assigned a sales rep and tech support person to help
them and to familiarize themselves with each individual company's needs and history.
5.3.2 Marketing Programs
The key message associated with the company's products and services is better reliability,
speed, and bandwidth for the same price. The company's promotional plan is diverse and
includes a range of marketing communications:
1. Public relations. Press releases are issued to both technical trade journals and major business
publications such as Wall Street Journal, Business Week, and others.
2. Trade shows. Company representatives attend and participate in several trade shows such as
Apex and Comdex.
3. Industry conferences and seminars, research publishing, and print media. Web Services
Provider presents its key advantages at conferences and publishes articles about its work in
publications such as e-business Advisor, Wired, Microsoft Internet Developer, Web Techniques,
Business 2.0, and PC Computing. Local and national public relations will be handled by Creative
Garage II's marketing firm.
4. Print advertising and article publishing. The company's print advertising program includes
advertisements in technical trade publications such as E-business Journal, Wired, Web
Techniques, Microsoft Internet Developer, Business 2.0, PC Computing, direct mail pieces,
brochures, and other print media.
5. Internet. The company currently has plans to redevelop its current website because that is a
primary marketing channel.
5.4 Strategic Alliances
The company has strategic alliances with VISP. This alliance is valuable because it provides a
direct connection to an AB-299 Internet connection with unlimited bandwidth. This relationship
is explored more in the Competitive Advantages section.


Management Summary
The company's management philosophy is based on responsibility and mutual respect. Web
Services Provider has an environment and structure that encourages productivity and respect
for customers and fellow employees.
Officers and Key Employees
Web Services Provider's management is highly experienced and qualified. Key members of the
management team, their backgrounds, and responsibilities are as follows.
Michael Smith, President and CEO.
James Boyd, Vice President.
Note: Backgrounds have been removed for confidentiality.

Personnel Plan

2000 2001 2002
Marketing and Sales $150,000 $198,000 $254,000
Technical Services $150,000 $198,000 $254,000
Accounting $60,000 $99,000 $136,000
Administrative and HR $120,000 $132,000 $194,000
Total People 15 18 22
Total Payroll $480,000 $627,000 $838,000

Financial Plan
Funding Requirements and Uses
The company is raising significant new investment for the purpose of growth and operations.
This funding will cover operating expenses and product development during this period.
7.1 Important Assumptions
The company operates as a Virginia Corporation. The following financial projection is based on
sales volume at the levels described in the revenue section and presents, to the best of
management's knowledge and belief, the company's expected assets, liabilities,
capital, revenues, and expenses. The projections reflect management's judgement of the
expected conditions and its expected course of action given the hypothetical assumptions.
The table below provides significant assumptions that drive the company's financial projections.

General Assumptions

2000 2001 2002
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0
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7.2 Break-even Analysis
The following chart and table provide the Break-even Assumptions for Web Services Provider.


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Break-even Analysis
Monthly Revenue Break-even $106,438
Assumptions:

Average Percent Variable Cost 7%
Estimated Monthly Fixed Cost $99,342
7.3 Projected Profit and Loss
Web Services Provider is in the early stage of development, thus initial projections have only
been made on accounts that are believed to most drive the income statement.


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Pro Forma Profit and Loss

2000 2001 2002
Sales $1,500,000 $4,500,000 $7,500,000
Direct Cost of Sales $100,000 $150,000 $200,000
Other $50,000 $50,000 $50,000
Total Cost of Sales $150,000 $200,000 $250,000
Gross Margin $1,350,000 $4,300,000 $7,250,000
Gross Margin % 90.00% 95.56% 96.67%
Expenses

Payroll $480,000 $627,000 $838,000
Sales and Marketing and Other
Expenses $249,500 $453,000 $675,000
Depreciation $4,200 $4,500 $5,000
Repairs and Maintenance $12,000 $18,000 $30,000
Bank Charges $2,000 $2,000 $2,000
Insurance $6,000 $7,000 $8,000
Rent $40,000 $45,000 $48,000
Depreciation $14,400 $20,000 $20,000
Software $12,000 $15,000 $24,000
Product Development $300,000 $300,000 $400,000
Payroll Taxes $72,000 $94,050 $125,700
Other $0 $0 $0
Total Operating Expenses $1,192,100 $1,585,550 $2,175,700
Profit Before Interest and Taxes $157,900 $2,714,450 $5,074,300
EBITDA $162,100 $2,718,950 $5,079,300
Interest Expense $0 $0 $0
Taxes Incurred $39,802 $678,613 $1,289,718
Net Profit $118,098 $2,035,838 $3,784,582
Net Profit/Sales 7.87% 45.24% 50.46%
7.4 Projected Cash Flow
The chart and table below depict the projected cash flow for the company.


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Pro Forma Cash Flow

2000 2001 2002
Cash Received

Cash from Operations

Cash Sales $0 $0 $0
Cash from Receivables $1,268,367 $4,008,333 $7,008,333
Subtotal Cash from Operations $1,268,367 $4,008,333 $7,008,333
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 $1,250,000 $0 $0
Subtotal Cash Received $2,518,367 $4,008,333 $7,008,333
Expenditures 2000 2001 2002
Expenditures from Operations

Cash Spending $480,000 $627,000 $838,000
Bill Payments $835,682 $1,754,052 $2,786,959
Subtotal Spent on Operations $1,315,682 $2,381,052 $3,624,959
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current
Borrowing $500 $0 $0
Other Liabilities Principal Repayment $10,900 $0 $0
Long-term Liabilities Principal
Repayment $3,550 $0 $0
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $600,000 $300,000 $300,000
Dividends $0 $0 $0
Subtotal Cash Spent $1,930,632 $2,681,052 $3,924,959
Net Cash Flow $587,734 $1,327,281 $3,083,375
Cash Balance $590,184 $1,917,466 $5,000,840
7.5 Projected Balance Sheet
Projected Balance Sheets for 2000 - 2002 can be found in the table below, and in the
appendices.

Pro Forma Balance Sheet

2000 2001 2002
Assets

Current Assets

Cash $590,184 $1,917,466 $5,000,840
Accounts Receivable $245,833 $737,500 $1,229,167
Other Current Assets $1,050 $1,050 $1,050
Total Current Assets $837,068 $2,656,016 $6,231,057
Long-term Assets

Long-term Assets $605,250 $905,250 $1,205,250
Accumulated Depreciation $5,200 $9,700 $14,700
Total Long-term Assets $600,050 $895,550 $1,190,550
Total Assets $1,437,118 $3,551,566 $7,421,607
Liabilities and Capital 2000 2001 2002
Current Liabilities

Accounts Payable $72,019 $150,630 $236,089
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $72,019 $150,630 $236,089
Long-term Liabilities $0 $0 $0
Total Liabilities $72,019 $150,630 $236,089
Paid-in Capital $1,350,000 $1,350,000 $1,350,000
Retained Earnings ($103,000) $15,098 $2,050,936
Earnings $118,098 $2,035,838 $3,784,582
Total Capital $1,365,098 $3,400,936 $7,185,518
Total Liabilities and Capital $1,437,118 $3,551,566 $7,421,607
Net Worth $1,365,098 $3,400,936 $7,185,518
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7.6 Business Ratios
The following table outlines some of the more important ratios from the information retrieval
industry. The final column, Industry Profile, details specific ratios based on the industry as it is
classified by the Standard Industry Classification (SIC) code, 7375.

Ratio Analysis

2000 2001 2002
Industry
Profile
Sales Growth 66.67% 200.00% 66.67% 9.70%
Percent of Total Assets

Accounts Receivable 17.11% 20.77% 16.56% 25.00%
Other Current Assets 0.07% 0.03% 0.01% 46.30%
Total Current Assets 58.25% 74.78% 83.96% 76.60%
Long-term Assets 41.75% 25.22% 16.04% 23.40%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 5.01% 4.24% 3.18% 49.40%
Long-term Liabilities 0.00% 0.00% 0.00% 21.20%
Total Liabilities 5.01% 4.24% 3.18% 70.60%
Net Worth 94.99% 95.76% 96.82% 29.40%
Percent of Sales

Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 90.00% 95.56% 96.67% 0.00%
Selling, General &
Administrative Expenses 82.10% 50.31% 45.92% 78.10%
Advertising Expenses 14.13% 8.89% 8.00% 0.90%
Profit Before Interest and
Taxes 10.53% 60.32% 67.66% 1.90%
Main Ratios

Current 11.62 17.63 26.39 1.57
Quick 11.62 17.63 26.39 1.19
Total Debt to Total Assets 5.01% 4.24% 3.18% 70.60%
Pre-tax Return on Net Worth 11.57% 79.81% 70.62% 4.10%
Pre-tax Return on Assets 10.99% 76.43% 68.37% 13.80%
Additional Ratios 2000 2001 2002

Net Profit Margin 7.87% 45.24% 50.46% n.a
Return on Equity 8.65% 59.86% 52.67% n.a
Activity Ratios

Accounts Receivable
Turnover 6.10 6.10 6.10 n.a
Collection Days 58 40 48 n.a
Accounts Payable Turnover 12.46 12.17 12.17 n.a
Payment Days 27 22 25 n.a
Total Asset Turnover 1.04 1.27 1.01 n.a
Debt Ratios

Debt to Net Worth 0.05 0.04 0.03 n.a
Current Liab. toLiab. 1.00 1.00 1.00 n.a
Liquidity Ratios

Net Working Capital $765,048 $2,505,386 $5,994,968 n.a
Interest Coverage 0.00 0.00 0.00 n.a
Additional Ratios

Assets to Sales 0.96 0.79 0.99 n.a
Current Debt/Total Assets 5% 4% 3% n.a
Acid Test 8.21 12.74 21.19 n.a
Sales/Net Worth 1.10 1.32 1.04 n.a
Dividend Payout 0.00 0.00 0.00 n.a

name of business
executive summary
vision
mission
strenght,weaknesses, opportunities
strategic action plan
financial plan