PROPOSED ENTERTAINMENT

PRODUCTIONS COMPANY
BUSINESS PLAN DRAFT

1.0 Executive Summary

1.1 COMPANY & INDUSTRY
The Company, name to be decided, (TBD) will capitalize on the growing
entertainment market across the world through the production of high quality
media. Located in Las Vegas, Nevada.
1.2 PRODUCTS & SERVICES
The company has established it will not limit itself to just full productions but will
also do photoshoots, music videos, and editing work.
1.3 MARKET ANALYSIS
TBDs competition consists of photography studios and independent film
companies. Local photography contracts like the ones setup with local schools are
decided by the school board, it being pointless to try and tap into that market TBD
focuses on working with local models, musicians, and DJs for its photography and
editing for it film projects. TBD will be releasing its 1 st full length production in the
form of a short (under 30min) film that will be submitted to film festivals all across
the country by the end of Q4 2016. TBD currently leads its competition in the local
sector and will demonstrate this again
1.4 STRATEGY & IMPLEMENTATION
TBD maintains strong affiliations in the entertainment industry. TBD has been
offered projects with top entertainers across the world. The company will profit from
the work it puts forth to maximize the success of its clients. TBD will continue to
wow the consumers of its services and exceed their expectations as well as produce
its own independent masterpieces. TBD will also work with major film companies as
it sees fit. No stone worth its weight will be left unturned.
1.5 MANAGEMENT
TBD has formed an experienced, award-winning management team. The years of
experience maintained in both the business and creative sides of a studio enable
TBD to generate profitable revenue immediately.
1.6 FUNDS REQUIRED & USE

TBD's directors are seeking $15k, the market average required for a low budget HPV
short film, by the close of Q3 2016.
TBDs directors will then be seeking $100k for a low budget HPV full feature film by
the close of Q2 2017.
TBD expects to generate a minimum of $20 million by Q1 2018.

2.0 Company Summary

2.1 LEGAL ENTITY & OWNERSHIP
TBD will be incorporated in the State of Nevada. The Board of Directors, TBDs
founders, Raymond Quezada and Donato Santoli will own this corporation. The
assets will be held under an LLC(s-elect).
2.2 FACILITIES & LOCATION
The majority of TBDs work will be done on-site at TBDs headquarters but the
company is remote and can/will operate anywhere in the world as it sees fit.
2.3 KEY ASSETS
TBDs President, Raymond Quezada, is a media professional with years of on the job
experience. His demonstrated success is what drives our company to make the
success of our clients a reality.
TBDs COO, Donato Santoli, has overseen the success of hundreds of businesses.
His drive will move all sales goals to the top and ensure the correct asset protection
of all the companies dealings.

3.0 Market Analysis Summary

3.1 TARGET MARKET
The target market for TBD is very diverse, as the company releases productions it
will source its projects to the most lucrative medium. This could be to wholesalers,
larger productions companies, and even feeder companies in China working for big
names like Disney and Viacom.
3.2 MARKET SIZE
Independent studios have been described by knowledgeable media industry
professionals as "the lifeblood of the business." They make up about 70 of the 300
films that hit theaters every year on average.
3.3 MARKET TRENDS
Entertainment is big business in the United States. It is expected, that the sector as
a whole generated 564 billion U.S. dollars in revenue by the end of 2014. Forecasts

predict that the entertainment industry will grow to over a trillion US dollars in value
over the next four years, proving its worth in domestic markets and as a major U.S.
export. The film industry is one of the biggest, if not the biggest, player in the
broader entertainment sector; it is considered a cornerstone of the industry.
The industry has evolved considerably, and now digital distribution has become the
primary method for selling media to consumers. This has opened the door for
smaller studios to compete with major studios on an equal footing.

4.0 Strategy & Implementation

4.1 PRODUCT DEVELOPMENT
TBD will continue to develop both full feature films and smaller productions until it
sees fit to only produce full feature films. Sale will go through wholesalers and
distributors and eventually move into an autonomous process done completely in
house and sold directly to the public.
4.2 GOALS

Build a profitable, reputable, and stable entertainment company.

Release a short film at Festivals nationwide, with full script in hand, by the
end of 2016.

Position the company to allow investment partners, founders and employees

the opportunity to financially capitalize on TBD's profitability.

4.3 EXIT STRATEGY

As TBD reaches profitability and becomes a stable operation, several lucrative exit
scenarios become viable. TBD may be acquired by a major studio company, or the
shareholders may liquidate their ownership positions through sale of shares to
management or outside investors.

5.0 Management Summary

5.1 ORGANIZATIONAL STRUCTURE
TBD follows a typical hierarchical structure with each Vice President reporting to the
President, who in turn reports to the Board of Directors.
5.2 LEADERSHIP
Raymond Quezada, President and Chairman of the Board, provides the vision for
TBD's future. A renowned producer and professional.
Donato Santoli will operate as TBD's COO/CFO. Mr. Santoli attended University of the
People studying Business Management and Administration and has years of
experience in sales and business development.

6.0 Financial Plan

6.1 REQUIREMENTS
With $15,000 TBD projects to make a production that will be picked up by a larger
company for anywhere between $1.5 million - $20 million.
Alternatively, with $115k a full length feature can be made and sold to distributors
for $5 million - $35 million.
With $750,000 a full length feature can be produced 100% in house and distributed
across the world with a projected box office revenue of over $30 million.
6.2 USE OF FUNDS
Funds will be used to create media projects to be sold to artists, distributors,
investors, and the general public.
6.3 INCOME STATEMENT PROJECTIONS
By the close of the first year TBD intends on grossing $30million
TBD will generate the majority of its revenue from the sale of media services
products and film projects
6.4 CASH FLOW PROJECTIONS
After 23 months, TBD will become cash flow positive and self-sustaining. The
company will maintain a cash balance of at least nine months of operating expenses
to ensure an adequate buffer for collecting receivables and unforeseen costs
associated with this industry.
6.5 BALANCE SHEET
After four years it is projected that TBD will hold approximately $X million in cash
and liquid assets, with a total assets equating to over $X million. With only $X
million in liabilities, retained earnings are projected to grow quickly, leading to
higher net worth for stockholders.