Start-up Funding | |
Start-up Expenses to Fund | $1,250 |
Start-up Assets to Fund | $23,750 |
Total Funding Required | $25,000 |
Assets | |
Non-cash Assets from Start-up | $5,000 |
Cash Requirements from Start-up | $18,750 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $18,750 |
Total Assets | $23,750 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $0 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $0 |
Capital | |
Planned Investment | |
Investor 1 | $25,000 |
Investor 2 | $0 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $25,000 |
Loss at Start-up (Start-up Expenses) | ($1,250) |
Total Capital | $23,750 |
Total Capital and Liabilities | $23,750 |
Total Funding | $25,000 |
WLF will provide provide law services to two different groups of customers.
WLF’s customers can be divided into two groups, technology firms and public interest organizations.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Technology companies | 9% | 345 | 376 | 410 | 447 | 487 | 9.00% |
Public interest organizations | 8% | 278 | 300 | 324 | 350 | 378 | 7.98% |
Other | 0% | 0 | 0 | 0 | 0 | 0 | 0.00% |
Total | 8.55% | 623 | 676 | 734 | 797 | 865 | 8.55% |
WLF will be targeting high technology companies for two reasons.
WLF will be targeting public interest organizations for one simple reason, a desire to give back to the community. Public interest work is inherently altruistic to some degree. Generally, the person performing the work receives a good feeling for his/her contribution, but in today’s capitalistic society, someone who donates his/her time at far below market wages should be considered altruistic.
The technology law practice is fairly competitive in Portland. Most larger, more prestigious firms have attorneys who specialize in technology. Some smaller firms also have attorneys who do work for technology companies. Lastly, there are boutique firms, like WLF. As a service-based industry, the practice of law is driven by personal relationships and reputation. Potential clients choose attorneys based on reputation and who they are familiar with or are recommended to. Therefore, if the attorney is providing better service to a client, the client is likely to form a long lasting business relationship with the client.
WLF has the advantage that when Richard left (name omitted) he brought 15 of his clients, which, for now, are almost enough to survive on.
WLF will be courting new technology clients through networking and advertisements in the Yellow Pages, Business Journal of Portland, and other technology specific regional journals. As stated earlier, WLF has a sufficient amount of business at day one, however, more technology clients means the ability to perform more public interest work.
Richard will be attending the Portland Venture Group meetings as well as other informal gatherings of technology companies to network with the different technology firms in the region. These networking activities along with advertisements in appropriate media forms will allow WLF to steadily grow their list of clients.
WLF’s competitive advantage will be based on two factors, experience and specialization:
WLF’s sales strategy will begin with months two through five with the goal of serving the existing customer base of clients. The absence of bringing in new clients during this time is purposeful, it allows WLF and the existing clients to form a new relationship at WLF, different from their previous relationship at (name omitted).
Month six will signal WLF’s conscious effort to generate new clients. Using the previously mentioned networking techniques, Richard, through personal communications, will convince prospective clients of the value of a boutique technology law firm, specifically the depth of knowledge and the close attention that the client will get when dealing with a small firm.
Regarding the public interest organizations, there will be less of a sale strategy, more of a choosing of the organizations that Richard wants to represent. There are so many needy public interest organizations that Richard will have to pick and choose those that he wishes to help out.
The first month will be spent setting up the home office. This will include setting up the office, a conference room, and all of the computer equipment. During the first month, Richard will also be serving some existing technology clients and some public interest clients. We project that if we spend 1/3 of our time on the technology clients, this would sufficiently subsidize the public interest clients so we would only have to cover overhead expenses.
By month six, Richard will begin actively soliciting new clients. Between months one and five he will continue networking, though will not be actively seeking customers. From month seven on and there will be a slight increase in clients taken aboard. There will be only a slight increase so as to create solid relationships with the new and existing clients. Richard will be cognizant of the possibility of growing too fast and not being able to offer the same quality service to his clients.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Technology companies | $174,096 | $189,525 | $195,747 |
Public Interest organizations | $16,839 | $22,578 | $24,547 |
Total Sales | $190,935 | $212,103 | $220,294 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Technology companies | $0 | $0 | $0 |
Public Interest organizations | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $0 | $0 | $0 |
WLF will have several milestones early on:
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business plan completion | 1/1/2001 | 1/1/2001 | $0 | Richard | Marketing |
Set up ofifce | 1/1/2001 | 1/1/2001 | $0 | Richard | Department |
First month of total technology subsidy | 4/1/2001 | 4/1/2001 | $0 | WLF | Department |
Totals | $0 |
Wy’East Law Firm is an Oregon Corporation founded and run by Richard Bloom. Richard has a degree in Political Science from the University of Colorado, Boulder, and a J.D. from Lewis and Clark University. While at Lewis and Clark, Richard was the President of the school’s Public Interest Student Organization. It was through this organization that Richard became fond of public interest law. After graduation, Richard went to work for (name omitted) for three years in the e-group which concentrated on technology. While working in the e-group, Richard worked on technology issues with a number of well known start-up organizations and established companies.
One of the perks working at (name omitted) was his ability to do pro bono work which counted toward his required yearly billable hours requirement. Richard has spent a fair amount of time with 1000 Friends of Oregon and other public interest organizations. After three years however, Richard was feeling constrained and desired more autonomy. He decided to leave and start his own firm. Richard was able to bring a fair number of his clients from (name omitted) to his new firm, helping the transition from leaving an established practice to hanging out his own shingle and starting over.
The staff will consist of Richard working full time. In addition to Richard, a part-time secretary and part-time paralegal will join WLF by month two. Month four will bring WLF a law clerk, and a second law clerk by month eight.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Richard | $66,000 | $66,000 | $66,000 |
Receptionist/ secretary | $11,550 | $12,500 | $13,500 |
Paralegal | $22,000 | $23,000 | $24,000 |
Law clerk | $8,100 | $11,000 | $12,000 |
Law clerk | $4,500 | $11,000 | $12,000 |
Total People | 5 | 5 | 5 |
Total Payroll | $112,150 | $123,500 | $127,500 |
The following sections will outline important financial information.
The following table details important assumptions.
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
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 |
The following table and charts present the projected profit and loss.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $190,935 | $212,103 | $220,294 |
Direct Cost of Sales | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Total Cost of Sales | $0 | $0 | $0 |
Gross Margin | $190,935 | $212,103 | $220,294 |
Gross Margin % | 100.00% | 100.00% | 100.00% |
Expenses | |||
Payroll | $112,150 | $123,500 | $127,500 |
Sales and Marketing and Other Expenses | $2,160 | $2,160 | $2,160 |
Depreciation | $1,668 | $1,666 | $1,666 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $1,500 | $1,500 | $1,500 |
Rent | $2,400 | $2,400 | $2,400 |
Payroll Taxes | $16,823 | $18,525 | $19,125 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $136,701 | $149,751 | $154,351 |
Profit Before Interest and Taxes | $54,235 | $62,352 | $65,943 |
EBITDA | $55,903 | $64,018 | $67,609 |
Interest Expense | $0 | $0 | $0 |
Taxes Incurred | $13,210 | $15,588 | $16,761 |
Net Profit | $41,024 | $46,764 | $49,182 |
Net Profit/Sales | 21.49% | 22.05% | 22.33% |
The Break-even Analysis indicates what WLF will need in hours and revenue a month to reach the break-even point.
Break-even Analysis | |
Monthly Revenue Break-even | $11,392 |
Assumptions: | |
Average Percent Variable Cost | 0% |
Estimated Monthly Fixed Cost | $11,392 |
The following chart and table show anticipated cash flow.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $47,734 | $53,026 | $55,074 |
Cash from Receivables | $112,707 | $155,697 | $163,912 |
Subtotal Cash from Operations | $160,441 | $208,722 | $218,986 |
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 | $160,441 | $208,722 | $218,986 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $112,150 | $123,500 | $127,500 |
Bill Payments | $31,394 | $41,570 | $41,800 |
Subtotal Spent on Operations | $143,544 | $165,070 | $169,300 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
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 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $143,544 | $165,070 | $169,300 |
Net Cash Flow | $16,898 | $43,652 | $49,686 |
Cash Balance | $35,648 | $79,300 | $128,986 |
The following table displays the projected balance sheet.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $35,648 | $79,300 | $128,986 |
Accounts Receivable | $30,494 | $33,874 | $35,183 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $66,141 | $113,174 | $164,168 |
Long-term Assets | |||
Long-term Assets | $5,000 | $5,000 | $5,000 |
Accumulated Depreciation | $1,668 | $3,334 | $5,000 |
Total Long-term Assets | $3,332 | $1,666 | $0 |
Total Assets | $69,473 | $114,840 | $164,168 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $4,699 | $3,302 | $3,448 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $4,699 | $3,302 | $3,448 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $4,699 | $3,302 | $3,448 |
Paid-in Capital | $25,000 | $25,000 | $25,000 |
Retained Earnings | ($1,250) | $39,774 | $86,538 |
Earnings | $41,024 | $46,764 | $49,182 |
Total Capital | $64,774 | $111,538 | $160,721 |
Total Liabilities and Capital | $69,473 | $114,840 | $164,168 |
Net Worth | $64,774 | $111,538 | $160,721 |
Industry profile ratios based on the NAICS code 541110, Offices of Lawyers, are shown in the table below.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 11.09% | 3.86% | 8.50% |
Percent of Total Assets | ||||
Accounts Receivable | 43.89% | 29.50% | 21.43% | 8.60% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 66.90% |
Total Current Assets | 95.20% | 98.55% | 100.00% | 75.50% |
Long-term Assets | 4.80% | 1.45% | 0.00% | 24.50% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 6.76% | 2.88% | 2.10% | 50.20% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 12.90% |
Total Liabilities | 6.76% | 2.88% | 2.10% | 63.10% |
Net Worth | 93.24% | 97.12% | 97.90% | 36.90% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 100.00% | 100.00% | 100.00% | 0.00% |
Selling, General & Administrative Expenses | 78.70% | 77.95% | 77.55% | 58.20% |
Advertising Expenses | 0.13% | 0.11% | 0.11% | 0.50% |
Profit Before Interest and Taxes | 28.40% | 29.40% | 29.93% | 3.40% |
Main Ratios | ||||
Current | 14.08 | 34.28 | 47.62 | 1.54 |
Quick | 14.08 | 34.28 | 47.62 | 1.09 |
Total Debt to Total Assets | 6.76% | 2.88% | 2.10% | 63.10% |
Pre-tax Return on Net Worth | 83.73% | 55.90% | 41.03% | 12.30% |
Pre-tax Return on Assets | 78.07% | 54.29% | 40.17% | 33.40% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 21.49% | 22.05% | 22.33% | n.a |
Return on Equity | 63.33% | 41.93% | 30.60% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 4.70 | 4.70 | 4.70 | n.a |
Collection Days | 57 | 74 | 76 | n.a |
Accounts Payable Turnover | 7.68 | 12.17 | 12.17 | n.a |
Payment Days | 34 | 36 | 29 | n.a |
Total Asset Turnover | 2.75 | 1.85 | 1.34 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.07 | 0.03 | 0.02 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $61,442 | $109,872 | $160,721 | n.a |
Interest Coverage | 0.00 | 0.00 | 0.00 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.36 | 0.54 | 0.75 | n.a |
Current Debt/Total Assets | 7% | 3% | 2% | n.a |
Acid Test | 7.59 | 24.02 | 37.41 | n.a |
Sales/Net Worth | 2.95 | 1.90 | 1.37 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Technology companies | 0% | $0 | $8,005 | $9,514 | $13,587 | $16,547 | $16,874 | $16,854 | $17,525 | $18,547 | $18,752 | $18,887 | $19,004 |
Public Interest organizations | 0% | $0 | $1,100 | $1,200 | $1,500 | $1,545 | $1,587 | $1,584 | $1,654 | $1,666 | $1,548 | $1,741 | $1,714 |
Total Sales | $0 | $9,105 | $10,714 | $15,087 | $18,092 | $18,461 | $18,438 | $19,179 | $20,213 | $20,300 | $20,628 | $20,718 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Technology companies | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Public Interest organizations | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Richard | 0% | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 |
Receptionist/ secretary | 0% | $0 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 | $1,050 |
Paralegal | 0% | $0 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 |
Law clerk | 0% | $0 | $0 | $0 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 | $900 |
Law clerk | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $900 | $900 | $900 | $900 | $900 |
Total People | 1 | 3 | 3 | 4 | 4 | 4 | 4 | 5 | 5 | 5 | 5 | 5 | |
Total Payroll | $5,500 | $8,550 | $8,550 | $9,450 | $9,450 | $9,450 | $9,450 | $10,350 | $10,350 | $10,350 | $10,350 | $10,350 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $0 | $9,105 | $10,714 | $15,087 | $18,092 | $18,461 | $18,438 | $19,179 | $20,213 | $20,300 | $20,628 | $20,718 | |
Direct Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Gross Margin | $0 | $9,105 | $10,714 | $15,087 | $18,092 | $18,461 | $18,438 | $19,179 | $20,213 | $20,300 | $20,628 | $20,718 | |
Gross Margin % | 0.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | |
Expenses | |||||||||||||
Payroll | $5,500 | $8,550 | $8,550 | $9,450 | $9,450 | $9,450 | $9,450 | $10,350 | $10,350 | $10,350 | $10,350 | $10,350 | |
Sales and Marketing and Other Expenses | $180 | $180 | $180 | $180 | $180 | $180 | $180 | $180 | $180 | $180 | $180 | $180 | |
Depreciation | $139 | $139 | $139 | $139 | $139 | $139 | $139 | $139 | $139 | $139 | $139 | $139 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | $125 | |
Rent | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | |
Payroll Taxes | 15% | $825 | $1,283 | $1,283 | $1,418 | $1,418 | $1,418 | $1,418 | $1,553 | $1,553 | $1,553 | $1,553 | $1,553 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $6,969 | $10,477 | $10,477 | $11,512 | $11,512 | $11,512 | $11,512 | $12,547 | $12,547 | $12,547 | $12,547 | $12,547 | |
Profit Before Interest and Taxes | ($6,969) | ($1,372) | $238 | $3,576 | $6,581 | $6,950 | $6,927 | $6,633 | $7,667 | $7,754 | $8,082 | $8,172 | |
EBITDA | ($6,830) | ($1,233) | $377 | $3,715 | $6,720 | $7,089 | $7,066 | $6,772 | $7,806 | $7,893 | $8,221 | $8,311 | |
Interest Expense | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Taxes Incurred | ($2,091) | ($343) | $59 | $894 | $1,645 | $1,737 | $1,732 | $1,658 | $1,917 | $1,938 | $2,020 | $2,043 | |
Net Profit | ($4,878) | ($1,029) | $178 | $2,682 | $4,935 | $5,212 | $5,195 | $4,974 | $5,750 | $5,815 | $6,061 | $6,129 | |
Net Profit/Sales | 0.00% | -11.30% | 1.66% | 17.77% | 27.28% | 28.23% | 28.17% | 25.94% | 28.45% | 28.65% | 29.38% | 29.58% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $0 | $2,276 | $2,679 | $3,772 | $4,523 | $4,615 | $4,610 | $4,795 | $5,053 | $5,075 | $5,157 | $5,180 | |
Cash from Receivables | $0 | $0 | $228 | $6,869 | $8,145 | $11,390 | $13,578 | $13,845 | $13,847 | $14,410 | $15,162 | $15,233 | |
Subtotal Cash from Operations | $0 | $2,276 | $2,906 | $10,641 | $12,668 | $16,006 | $18,188 | $18,640 | $18,900 | $19,485 | $20,319 | $20,413 | |
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 | $0 | $2,276 | $2,906 | $10,641 | $12,668 | $16,006 | $18,188 | $18,640 | $18,900 | $19,485 | $20,319 | $20,413 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $5,500 | $8,550 | $8,550 | $9,450 | $9,450 | $9,450 | $9,450 | $10,350 | $10,350 | $10,350 | $10,350 | $10,350 | |
Bill Payments | ($761) | ($687) | $1,458 | $1,879 | $2,841 | $3,571 | $3,660 | $3,656 | $3,724 | $3,975 | $3,999 | $4,079 | |
Subtotal Spent on Operations | $4,739 | $7,863 | $10,008 | $11,329 | $12,291 | $13,021 | $13,110 | $14,006 | $14,074 | $14,325 | $14,349 | $14,429 | |
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 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
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 | $4,739 | $7,863 | $10,008 | $11,329 | $12,291 | $13,021 | $13,110 | $14,006 | $14,074 | $14,325 | $14,349 | $14,429 | |
Net Cash Flow | ($4,739) | ($5,587) | ($7,102) | ($688) | $376 | $2,985 | $5,078 | $4,634 | $4,826 | $5,160 | $5,970 | $5,984 | |
Cash Balance | $14,011 | $8,424 | $1,322 | $634 | $1,010 | $3,995 | $9,073 | $13,707 | $18,533 | $23,693 | $29,663 | $35,648 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $18,750 | $14,011 | $8,424 | $1,322 | $634 | $1,010 | $3,995 | $9,073 | $13,707 | $18,533 | $23,693 | $29,663 | $35,648 |
Accounts Receivable | $0 | $0 | $6,829 | $14,637 | $19,083 | $24,507 | $26,962 | $27,213 | $27,752 | $29,065 | $29,879 | $30,188 | $30,494 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $18,750 | $14,011 | $15,253 | $15,959 | $19,717 | $25,517 | $30,958 | $36,286 | $41,459 | $47,597 | $53,573 | $59,852 | $66,141 |
Long-term Assets | |||||||||||||
Long-term Assets | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Accumulated Depreciation | $0 | $139 | $278 | $417 | $556 | $695 | $834 | $973 | $1,112 | $1,251 | $1,390 | $1,529 | $1,668 |
Total Long-term Assets | $5,000 | $4,861 | $4,722 | $4,583 | $4,444 | $4,305 | $4,166 | $4,027 | $3,888 | $3,749 | $3,610 | $3,471 | $3,332 |
Total Assets | $23,750 | $18,872 | $19,975 | $20,542 | $24,161 | $29,822 | $35,124 | $40,313 | $45,347 | $51,346 | $57,183 | $63,323 | $69,473 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $0 | $2,132 | $2,521 | $3,458 | $4,184 | $4,273 | $4,268 | $4,327 | $4,577 | $4,598 | $4,677 | $4,699 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $0 | $2,132 | $2,521 | $3,458 | $4,184 | $4,273 | $4,268 | $4,327 | $4,577 | $4,598 | $4,677 | $4,699 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $0 | $0 | $2,132 | $2,521 | $3,458 | $4,184 | $4,273 | $4,268 | $4,327 | $4,577 | $4,598 | $4,677 | $4,699 |
Paid-in Capital | $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 |
Retained Earnings | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) | ($1,250) |
Earnings | $0 | ($4,878) | ($5,907) | ($5,729) | ($3,047) | $1,888 | $7,100 | $12,295 | $17,270 | $23,019 | $28,835 | $34,896 | $41,024 |
Total Capital | $23,750 | $18,872 | $17,843 | $18,021 | $20,703 | $25,638 | $30,850 | $36,045 | $41,020 | $46,769 | $52,585 | $58,646 | $64,774 |
Total Liabilities and Capital | $23,750 | $18,872 | $19,975 | $20,542 | $24,161 | $29,822 | $35,124 | $40,313 | $45,347 | $51,346 | $57,183 | $63,323 | $69,473 |
Net Worth | $23,750 | $18,872 | $17,843 | $18,021 | $20,703 | $25,638 | $30,850 | $36,045 | $41,020 | $46,769 | $52,585 | $58,646 | $64,774 |
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By: Author Tony Martins Ajaero
Home » Business ideas » Service Industry » Legal Services » Law Firm
Are you about starting a Law firm? If YES, here’s a complete sample Law firm business plan template & feasibility report you can use for FREE to get started .
Okay, so we have considered all the requirements for starting a law firm . We also took it further by analyzing and drafting a sample law firm marketing plan template backed up by actionable guerrilla marketing ideas for law firms. So let’s proceed to the business planning section.
Lawyers would always be in need by people, companies, schools, and what have you. This isn’t unique to any part of the world, because it is the same phenomenon all over the world. For as long as there are people still living on the face of the earth, there would be rancor and disputes, and the need to have lawyers trash out cases would always arise.
It is for this reason that some lawyers have positioned themselves to take advantage of this trend, and have continued to make huge amount of money from the industry. Without mincing words, starting a law firm is a very profitable venture.
1. industry overview.
The services of lawyers are needed in every part of the united states of America. Statistics has it that the United States of America has about 165,000 law offices and they generate about $180 billion in annual revenue. These goes to show that starting a law firm is indeed a prosperous business in the U.S, because there is a large market for such business and the industry provides loads of job opportunities for lawyers and other professionals.
The United States Bureau of Labor Statistics predicts that job opportunities for legal practitioners will grow at the same rate as the average for all other occupations in coming years; the growth will be fastest in areas such as intellectual property, healthcare, antitrust, and environmental law et al.
No doubt, the growth of the U.S. population and the expansion of corporate America will definitely lead to the growth in the demand for legal services.
All over the globe, before anyone can be allowed to practice law, they are expected to pass the bar exams in the country or state in which they want to practice. In other words, the journey of starting your own private law firm starts when you eventual pass through a law school.
Although a large percentage of lawyers work for big, corporate law firms, but there are still many lawyers who are employed at mid-sized regional firms and even in one- man and two-person law firms. Just like most other industries in the U.S. and in other parts of the world, the legal services industry is globalizing at a swift pace.
Progressively more, bigger law firms are establishing offices in other countries, some are restructuring and repositioning their existing foreign offices, and others are merging or partnering with local law firms in order to position their organization to handle legal aspects of international trade and other related issues.
This recent trend is responsible for creating job opportunities for lawyers with expertise in international relations and cross-border transactions et al. In the U.S. and also in other parts of the world, lawyer firms who know how to position their organization will always be busy handling legal businesses for their clients.
Some law firms may decide to operate a general law business that cuts across various law practices, whilst others may choose to specialize in any of the two major areas of private sector law. They can choose to operate as a transactional (corporate) law firm or specialize in litigation.
Beyond every reasonable doubt, being a lawyer can be extremely challenging and demanding, but at the same time, it can also be quite rewarding. Lawyers have the privilege of providing a vital service to the business world and to individuals as well.
Lawyers serve as protectors, advisers, and advocates, which is why they are considered experts in communication, analysis, and persuasion, giving them prestige and leverage in society.
Jefferson & MacArthur Law Firm LLP is a law firm that will be located in Inc. 268 13th Street, Suite 1110 Oakland, California 94612. The company will operate as a litigation law firm and also handle other related aspect of law as requested by our clients.
Our services will cover areas such as; breaches of contract, securities-law breaches, class-action lawsuits, antitrust actions, employment-related problems, white-collar crime, and any other related cases.
We are aware that businesses these days require diverse and sophisticated legal services. This is why we will position our law firm to offer a wide range of legal services as requested by our clients. We handle offer legal services ranging from mergers and acquisitions to Product liability, from intellectual property to real estate.
Jefferson & MacArthur Law Firm LLP is a client-focused business law firm that provides broad-based experience at an affordable fee that won’t in any way put a hole in the pocket of our clients.
We will offer a complete range of legal services to our local, state, national, and multi-national clients and we will ensure that we work hard to provide the legal services and counsel needed by our clients to accomplish their business goals and objectives.
At Jefferson & MacArthur Law Firm, our client’s best interests come first, and everything we do is guided by our values and professional ethics. We will ensure that we hire attorneys who are well experienced in a wide variety of transactional and litigation matters.
We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely. We will cultivate a working environment that provides a human, sustainable approach to earning a living, and living in our world, for our partners, employees and for our clients.
Jefferson & MacArthur Law Firm will at all times demonstrate her commitment to sustainability, both individually and as a firm, by actively participating in our communities and integrating sustainable business practices wherever possible.
Jefferson & MacArthur Law Firm, LLP is founded by Jefferson Carson and his son MacArthur Carson. The organization will be managed by MacArthur Carson; he graduated from Cumberland School of Law and Brock School of Business at Stamford University.
He has extensive experience in a diverse range of transactional matters, and his legal practice is concentrated in the areas of commercial real estate, commercial finance, construction, and general business contracts.
Jefferson and MacArthur Law Firm, LLP proposes to offer a variety of services within the scope of the law industry in the United States of America. Our intention of starting our law firm is to make profits from the industry and we will do all that is permitted by the law in the US to achieve our aim and ambition. Our business offering are listed below;
Our Business Structure
Jefferson and MacArthur Law Firm, LLP will build a solid business structure that can support the growth of our business. We will ensure that we hire competent hands to help us build the business of our dream. Below is the business structure that we will build Jefferson and MacArthur Law Firm, LLP on;
Patent Attorney
Legal Secretary
Admin and HR Manager
Business Developer
Front Desk Officer
Founder and President:
Legal Office Assistant
Jefferson and MacArthur Law Firm, LLP hired the services of a core professional in the area of business consulting and structuring to assist the firm in building a solid law firm that can favorably compete in the highly competitive law industry.
Part of what the business consultant did was to work with the management of the firm in conducting a SWOT analysis and preparing a law firm marketing plan for Jefferson and MacArthur Law Firm, LLP. Here is a summary from the result of the SWOT analysis that was conducted on behalf of Jefferson and MacArthur Law Firm, LLP;
Our core strength lies in the power of our team; our workforce. We have a team that can go all the way to give our clients value for their money. We are well positioned and we know we will attract loads of clients from the first day we open our doors for business.
As a new law firm, it might take some time for our firm to break into the market; that is perhaps our major weakness.
The opportunities in the law industry is massive and we are ready to take advantage of any opportunity that comes our way.
Some of the threats that we are likely going to face as a law firm operating in the United States are unfavorable government policies, and global economic downturn. There are hardly anything we could do as regards these threats other than to be optimistic that things will continue to work for our good.
Quite a number of distinct trends have emerged in recent times in the legal industry, which is why law firms are positioning their organizations to survive the peaks and troughs of an ailing economy.
As a matter of fact, most of these trends aid law firms and organizations to become more creative, competitive, efficient, and productive in a global market. Some other trends in the legal industry could be attributed to changing demographics, attitudes and work styles.
Another trend that is gaining momentum in the legal industry is that clients have the options of seeking legal assistance from a growing number of non-lawyer professionals such as; paralegal technicians, legal document preparers, legal self-help sites, virtual assistants and offshore legal vendors.
As a result of this trend, the decisions about how legal services are delivered which include staffing, scheduling, strategies and most importantly how firms charge for their services – are increasingly being influenced by the clients, and not by the law firms as it used to be in time past.
No doubt, as the cost of legal services continues to increase and as corporate spending falls, new legal delivery methods will continue to emerge and gain momentum going forward. In addition, the market for legal services has shifted from a sellers’ market to a buyers’ market.
Lastly, it is now becoming trendy in the legal industry for smaller law firms to merge with bigger law firms and for bigger law firms to acquire smaller law firms; mergers and acquisitions. Many law firms all over the United States are coming to the conclusion that the bigger the better for them.
Although Jefferson and MacArthur Law Firm, LLP will initially serve small to medium sized businesses, from new ventures to well established businesses, but that does not in any way stop us from growing to be able to compete with the leading law firms in the United States.
We hope to someday merge or acquire other law firms and expand our legal services beyond the shores of the United States of America.
As a full service business law firm, Jefferson and MacArthur Law Firm, LLP have a variety of practice areas to help startups grow.
While we works with a variety of organizations and industries, Jefferson and MacArthur Law Firm, LLP will also specialize in working with startups, real estate investors, and contractors, manufacturers and distributors, banks, lending and financial institutions.
Our target market cuts across people of different classes and people from all walks of life, local and international organizations as well. We are coming into the industry with a business concept that will enable us work with the highly placed people and companies in the country and at the same with the lowly placed people and smaller businesses.
In other words, our target market is the whole of the United States of America and subsequently other parts of the world. Below is a list of the people and organizations that we have specifically design our products and services for;
Our Competitive Advantage
A close study of the legal industry reveals that the law firm market has become much more intensely competitive over the past seven years. As a matter of fact, the supply of legal services has significantly exceeded demand. In other to position to take on the market, most law firms have begun to merger or acquire other law firms.
Jefferson and MacArthur Law Firm, LLP might be a new entrant into the law industry in the United States of America, but the management staffs and board members are considered gurus. They are people who are core professionals and licensed legal practitioners in the US. These are part of what will count as a competitive advantage for us.
Lastly, our employees will be well taken care of, and their welfare package will be amongst the best within our category (startups law firm) in the industry – meaning that they will be more than willing to build the business with us and help deliver our set goals and achieve all our objectives.
Jefferson and MacArthur Law Firm, LLP is established with the aim of maximizing the profits in the law industry and we are going to go all the way to ensure that we do all it takes to attract clients on a regular basis. Jefferson and MacArthur Law Firm, LLP we generate income by offering the following legal services for individuals and for organizations;
As long as there are people living in the United States of America and business starting and growing in the U.S., the services of law firms will always be needed.
We are well positioned to take on the available market in the U.S, and we are quite optimistic that we will meet our set target of generating enough income / profits from the first month or operations and grow the business and clientele beyond Oakland, CA to other states in the U.S. and even the global market
We have been able to critically examine the law market and we have analyzed our chances in the industry. We have been able to come up with the following sales forecast. The sales projection are based on information gathered on the field and some assumptions that are peculiar to startups in California.
Below is the sales projection for Jefferson and MacArthur Law Firm, LLP, it is based on the location of our law firm and the wide range of legal services that we will be offering;
N.B : This projection is done based on what is obtainable in the industry,
We are mindful of the fact that there is stiffer competition in the legal market in the United States of America; hence we have been able to hire some of the best business developer to handle our sales and marketing.
Our sales and marketing team will be recruited based on their vast experience in the industry and they will be trained on a regular basis so as to be well equipped to meet their targets and the overall goal of the organization. We will also ensure that our excellent job deliveries speaks for us in the market place; we want to build a legal business that will leverage on word of mouth advertisement from satisfied clients (both individuals and organizations).
Our goal is to grow our firm to become one of the top 20 law firms in California, which is why we have mapped out strategy that will help us take advantage of the available market and grow to become a major force in the. Jefferson and MacArthur Law Firm, LLP is set to make use of the following marketing and sales strategies to attract clients;
We have been able to work with our consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market.
We are set to take the law industry by storm which is why we have made provisions for effective publicity and advertisement of our firm. Below are the platforms we intend to leverage on to promote and advertise our property development business;
Hourly billing for legal services is long – time tradition in the industry. However, for some types of work, flat fees make more sense because they allow clients to better predict legal costs. As a result of this, Jefferson and MacArthur Law Firm, LLP will charge our clients a flat fee for many basic services such as; business formation and document drafting and review.
At Jefferson and MacArthur Law Firm, LLP we will keep our fees below market rate for all of our clients by keeping our overhead low and by collecting payment in advance. In addition, we will also offer special discounted rates to disadvantaged individuals, nonprofits, cooperatives, and small social enterprises.
We are aware that there are some clients that would need regular access to legal advice and assistance; we will offer flat rate general counsel services that will be tailored to take care of such clients’ needs.
At Jefferson and MacArthur Law Firm, LLP, our payment policy will be all inclusive because we are quite aware that different people prefer different payment options as it suits them. Here are the payment options that we will make available to our clients;
In view of the above, we have chosen banking platforms that will help us achieve our plans without any itches.
Going by the report from our research and feasibility studies, we will need about $200,000 to set up a law firm in Oakland, California.
Generating Funding / Startup Capital for At Jefferson and MacArthur Law Firm, LLP
At Jefferson and MacArthur Law Firm, LLP is going to start as a private business that will be solely owned by Bar Jefferson Carson and family.
He will be the sole financial of the firm, but may likely welcome partners pretty much which is why he has decided to restrict the sourcing of his start – up capital to 3 major sources. These are the areas we intend generating our start – up capital;
N.B: We have been able to generate about $60,000 (Personal savings $40,000 and soft loan from family members $20,000) and we are at the final stages of obtaining a loan facility of $100,000 from our bank. All the papers and document has been signed and submitted, the loan has been approved and any moment from now our account will be credited.
It is easier for businesses to survive when they have steady flow of business deals / customers patronizing their products and services. We are aware of this which is why we have decided to offer a wide range of legal services. We know that if we continue to deliver excellent legal services, there will be steady from of income for the organization.
Our key sustainability and expansion strategy is to ensure that we only hire competent employees, create a conducive working environment and employee benefits for our staff members. In the nearest future, we will explore the options of either merging with other law firms or acquire law firms in order for us to increase our market share.
We know that if we implement our business strategies, we will grow our law business beyond Oakland, California to other states in the U.S in record time.
Check List / Milestone
Home Committees, Members & Career Services Small Law Firm Center Overview Small Firm Resources Writing a Business Plan for Law Firm – Law Firm Business Plan Sample
Business plans for lawyers.
New York City Bar Association Small Law Firm Committee
Writing a Business Plans for Lawyers – The Non-Financial Side
1 Why write a law firm business plan?
First and foremost, it’s a Management Tool, It f orces you to think through important issues you may not otherwise consider The recipe to grow your law practice
If you are going to buy a book, look for one that offers general advice and suggestions applicable to all businesses. And, if you choose a software package, eliminate the “techy” things like their numbering system; that is a dead giveaway that you’re using a software program. Also, eliminate sections that are irrelevant!
Suggestion: Don’t just buy one from an online bookstore. Take the time go through a table of contents and thumb through.
Examples available from Barnes & Noble:
No set formula for a successful practice
Before developing a plan for a lawyer, answer the following:
2 The Executive Summary
For some businesses this is the most important part of the business plan because it summarizes what the company does, where it is going and how to get there. Therefore, it must describe the company, the “product” and the market opportunities concisely.
It is written after the plan is complete but is the first and, sometimes, most important part read by investors.
How important this is for a legal business plan depends on your long and short term goals, e.g., whether they are to grow a partnership, join a firm, build up a practice that is enticing for acquisition by a larger firm, etc.
In order to provide that summary, go through a number of exercises:
3 Analysis of Your Market: The Legal “Business” that Affects You
Purpose: an accurate understanding of trends affecting law practice in general and your specializations, client demographics, client universe.
Keep track of impact factors, obstacles, opportunities and threats to better forecast and build the strategies.
4 Describing and Analyzing Your Own Firm
Strengths & Weaknesses are vis à vis your competitors, rather than your own history Focus on current competition and potential competition
5 Competitive Analysis and Target Market
Generate similar info for potential clients to help identify the target that will be most interested in you
A marketing plan must have a detailed description of the target market for your services, an analysis of the trends and conditions of that marketplace and how the trends affect that marketplace
6 Marketing & Strategy
Once you analyze your client needs you can build a comprehensive marketing strategy,
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We can't refund third-party processing fees (e.g. paid directly to our service partners or to facilitate fulfilling your order like courier fees) once you make a purchase. And, we can't refund filing fees once we submit your paperwork to the government. Attorney fees paid directly to lawyers (and not through our legal plans) are not covered.
We can't guarantee specific legal outcomes when you use our products or services. For example, a trademark application might be filled out correctly but still get rejected by the government for reasons beyond our control. We can only refund our fee for issues we're directly responsible for. So if you purchase something and later change your mind, we can't issue a refund. For Registered Agent Services customers, you will first need to appoint a new registered agent for your business. If you need help locating the correct government form to change your registered agent with the state, please reach out to our Customer Care team. Updated: August 2, 2021
Nuestra política de reembolsos:.
Hacemos lo correcto por usted; así que le devolveremos nuestro arancel dentro de los primeros 60 días de la compra si no está satisfecho con nuestros servicios. Llámenos o escríbanos y procesaremos su reembolso en el término de 5 días hábiles.
No podemos reembolsar los costos de procesamiento de terceros (por ejemplo, los montos abonados directamente a nuestros socios de servicios o para facilitar el cumplimiento de su pedido, como los gastos de envío) una vez efectuada la compra. Tampoco podemos reembolsar los aranceles por inicio de trámite una vez que hayamos enviado su documentación al gobierno. Los honorarios legales que haya pagado directamente a un abogado (y no a través de nuestros planes legales) no están cubiertos.
No podemos garantizar resultados legales específicos cuando usted usa nuestros productos o servicios. Por ejemplo, es posible que una solicitud de marca comercial se realice correctamente y aun así el gobierno la rechace por motivos ajenos a nosotros. Solo podemos reembolsar nuestro arancel por cuestiones de las que seamos directamente responsables. Entonces, si usted compra algo y luego cambia de parecer, no podemos concederle un reembolso. En el caso de clientes con Servicio de Agente Registrado, primero deberá designar un nuevo agente registrado para su empresa. Si necesita ayuda para encontrar el formulario de gobierno correcto y cambiar su agente registrado en el estado, comuníquese con nuestro equipo de Atención al Cliente. Fecha de actualización: 2 de agosto de 2021
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No representation is made that the quality of the legal services to be performed is greater than the quality of legal services performed by other lawyers.
The choice of a lawyer is an important decision and should not be based solely upon advertisements.
Prior results do not guarantee a similar outcome.
Ryazan is about 200 km from Moscow by M5 federal road. As elsewhere in Russia , the road conditions differ greatly from a 4-lines highway to narrow bottle-necks with usual traffic-jams. Depending on traffic situation the way from Moscow may take from 2 to 6 hours (beware Friday evenings and Saturday mornings in the summer).
Being unhurried, you may visit on your way to Ryazan the historical cities of Bronnitsy and Kolomna located on M5 road within Moscow Oblast .
If you're hiring a taxi from Moscow to Ryazan, use only certified providers.
You can get around the city by taking a minibus, a taxi or a bus. The public transport system is represented by ancient trolleybuses which are pretty slow.
Drama Theater - beautiful old building
Puppet Theater - prize winning director Valeriy Shadskiy
Take a 3-hour boat trip from the Kremlin embarkment along Oka-river and back. With Russian pop-music and spontaneous dances on the top deck.
Visit bee and honey museum and horse-breeding institute in Rybnoe.
Konstantinovo - the estate and museum of Sergey Yesenin , a famous Russian poet. Great views of Oka river and beautiful rural scenery. About 50 km from Ryazan via the town of Rybnoe.
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1. Executive summary. An executive summary is a one-page, high-level overview of all the key information in your business plan. Law firm business plans can cover a lot, so it's worth having a succinct high-level overview to keep things simple (hint: While this section should come first in your plan, it's actually easier to write this section last, after you've laid out your plan).
The lawyer or lawyers who will make up the firm at the time of launch. The location of the firm and the areas it serves. The general approach the firm takes when representing clients. 3. Market Analysis. A competitive analysis is one of the most compelling components of well-written business plans.
A good business plan for a legal consultancy must reflect the unique aspects of the legal industry. To start, it is crucial to provide a comprehensive overview of the legal market. This includes current statistics and identifying emerging trends within the legal field, as illustrated in our legal consultancy business plan template .
The plan should also explain how you will know when you have met them. For example, you might have a growth goal of reaching five lawyers within two years. Or you might have a revenue goal of collecting $200,000 your first year. Too many businesses, including law firms, meander on their developmental path.
Here are a few sections we recommend including in any law firm business plan: Executive summary; Services; Market analysis; Marketing plan; ... Say you offer a unique combination of legal services in your market, such as financial compliance services for businesses and high-net-worth individuals. Your marketing plan is where you develop ...
Law Firm Plan. Over the past 20+ years, we have helped over 1,000 lawyers to create business plans to start and grow their law firms. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a law firm business plan template step-by-step so you can create your ...
1. Executive summary. A business plan for lawyers, like any plan, should start with an executive summary. This section concisely outlines a business plan's key points, goals, and strategies. Ultimately, it serves as a snapshot for quick understanding and decision-making and should include the following parts:
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 match, but don't get hung up on the details. Your business is unique and will differ from any example or template you come across. So, use this example as a starting point and customize it to your needs.
Starting a law firm can be a rewarding and lucrative venture, but it requires careful planning and strategy. A well-crafted business plan is a crucial tool for any law firm looking to establish itself, secure funding, or grow its practice. The business plan will serve as a roadmap, outlining the law firm's objectives, strategies, and unique selling proposition
Business Overview. The Harris & Harris Law Firm is a startup up business that provides legal advice and services for clients located within the Scottsdale, Arizona region. The company is founded by Roger Harris and his son, Anthony. Roger Harris has been a partner in a well-established company, Foundations Law Firm, for over twenty years.
A good business plan includes: Vision. Create a picture of what you're building. Values. Identify the rules to guide your team's important work. Law Firm Business Model. What you offer, who you offer it to, and how you'll deliver your services. Targets and Priorities. Clarify metrics that indicate success.
Explore a real-world law firm business plan example and download a free template with this information to start writing your own business plan. ... While some public interest organizations receive their legal services for free (pro bono) from some attorneys, there is an extreme shortage of legal help for these organizations. Therefore, it is ...
A Sample Law Firm Business Plan Template 1. Industry Overview. The services of lawyers are needed in every part of the united states of America. Statistics has it that the United States of America has about 165,000 law offices and they generate about $180 billion in annual revenue.
Before developing a plan for a lawyer, answer the following: What skills and experience you bring to your practice. What legal structure to use: sole proprietorship, PC, partnership, LLP, etc. What clients you currently have and might potentially acquire. What other attorneys you can call upon to fill in practice gaps.
Get access to 20,000+ lawyers nationwide. Attorney consultations, document review and more. Identity Theft & Legal Service Plans from $14.95. Skip to content ... in some ways, is like your medical coverage. Rather than having access to in-network doctors, a legal plan connects you with a network of qualified attorneys at discounted or free ...
ary 6, 2014. The firm will hold an open house on Jan. 10, 2014. This business plan is designed to document the planning and implementation information agreed to by the partners during star. up meetings. The business plan covers the firm's structure and governance, financial projections, equipment, software and supplies that will be in place b.
Our business legal plans include: Unlimited 30-minute attorney consultations on new legal matters. Legal document review, up to 10 pages included ‡. Library of 150+ downloadable business and personal legal forms. Access to a rich editor to customize any document from our legal forms library. Unlimited access to eSignature.
Instead of paying a lawyer by the hour, you pay a small fee (starting at $24.95/month for personal and $49/month for small business) and have access to an independent lawyer that will provide a huge variety of legal services without a huge legal bill. Services like consultation with a lawyer, document review, drafting of debt collection letters ...
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1. Research and PlanningCareful preparation is the foundation of any successful business. Choose an ideal location, whether it's in a busy area, next to an office building, or near a university. Next, research other coffee shops and trucks in your selected location to assess your competition. Visit them frequently to assess their advantages, disadvantages, and any shortcomings. Keep in mind ...
Ryazan (Russian: Рязань, IPA: [rʲɪˈzanʲ] ⓘ; also Riazan) is the largest city and administrative center of Ryazan Oblast, Russia.The city is located on the banks of the Oka River in Central Russia, 196 km (122 mi) southeast of Moscow.As of the 2010 Census, Ryazan had a population of 524,927, making it the 33rd most populated city in Russia, and the fourth most populated in Central ...
Human occupation of the area of the Ryazan Oblast dates from at least the Upper Paleolithic period. East Slavs, Volga Finnic, Tatar tribes inhabited the area and merged into an ethnos, a process virtually completed by the 13th century CE.In 830 the Ryazan area became part of Rus' Khaganate.. Later the Ryazan area became part of the Kievan Rus' political system and came under the domination of ...
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Ryazan is an important transit rail hub. There are 2 train terminals in the city (Ryazan-1 and Ryazan-2). Most trains proceed to the east and arrive at the larger Ryazan-1 terminal, while those going to the south stop at Ryazan-2. An ordinary ride by elektrichka from Moscow 's Kazansky Rail Terminal (Казанский вокзал) takes ...