2. Page 2 of 25
I. Table of Contents
I. Table of Contents .................................................................................................................................... 2
II. Executive Summary ................................................................................................................................ 3
III. Business Description .............................................................................................................................. 5
IV. Business Environment Analysis ............................................................................................................ 8
V. Marketing Plan ....................................................................................................................................... 10
VI. Operational Plan .................................................................................................................................... 12
VII. Financial Plan ......................................................................................................................................... 15
XI. Appendices ............................................................................................................................................. 23
3. Page 3 of 25
II. Executive Summary
Energomera Insurance Company is JSC “Energomera Corporation” captive company. It will be formed as an
open joint-stock company. This plan is written as a guide for financing, start-up and management of this new
business and will also serve as the basis for measurement. The following is a summary of the main points of
this plan.
Energomera Insurance Company is a start-up provided insurance services for JSC Energomera
Corporation and small business companies.
Attracting of the new client provided by efficient marketing plane which was made by top managers of
the company and some specialists and experts who was engaged to analyze market situation and create
marketing plan.
The keys to success for Energomera Insurance Company are quality of business services and products,
personal contact, timely and accurate service, development of one-to-one relationships, and a reputation
of honesty and integrity.
Energomera Insurance Company has efficient structure. It is not many employee in the company, so it is
very efficient-controlled organization.
1.1 Objectives
The main objectives Energomera Insurance Company are:
• Profit - to create enough prosperity for the owner and employees to have a secure and comfortable
lifestyle.
• Growth - to grow the business at a rate that is both challenging and manageable.
• Assistance - to assist in JSC «Energomera Corporation» further growth.
1.2 Mission
Energomera Insurance Company is dedicated to providing insurance products and business services that
provide high quality, protection, and value pricing. We wish to establish a successful cooperation with our
mother company that respects its interests and goals.
1.3 Keys to Success
4. Page 4 of 25
The keys to the success Energomera Insurance Company are:
• A high quality of business services and insurance products that are affordable, available and
understandable.
• Personal contact and service that meets or exceeds the expectations of our clients.
• Services and products that are delivered with accuracy and timeliness.
• Relationships with our clients that fosters renewal business.
• A reputation in the community for it's honesty and integrity.
In conclusion, as shown in the highlights chart below, this plan projects rapid growth over the next three
years with a profit forecasted in the second year of operation and continuing into future years of operation.
Based on the realistic sales projections and conservative forecasts, Energomera Insurance Company will
achieve profitability in the second year of operation. Monthly profitability is first achieved in the next year,
but due to reserve fund’s accumulation and developing a customer base, the first year of operations reflect a
loss. After the second year of operation, the reserve fund will reach 324 million rubles. The amount of
insurance payments is assumed to be 150 million rubles Net profit will reach 104 million rubles.
Implementing this plan, will ensure that Energomera Insurance Company becomes a profitable venture.
400000
350000
300000
Yearly net
250000 profit, thousand rubles
200000 Gross margin, thousand
rubles
150000
Reserves, thousand rubles
100000
50000
0
-50000 Year 1 Year 2 Year 3
5. Page 5 of 25
III. Business Description
Energomera Insurance Company is a start-up company located in Stavropol, Stavropol Region. Captive
Energomera provides insurance services for JSC «Energomera Corporation» and small business
organizations.
Company Ownership
Energomera Insurance Company is open joint-stock company. Authorised capital of the Company divided
into shares 90% of which are owned by JSC «Energomera Corporation». 10% of the shares divided between 3
top Managers of the company.
Start-up Summary
Energomera Insurance Company start-up costs include different kinds of expenses.
Marketing Services costs include research and analysing of the market and business environment;
different kinds of promotion and positioning.
Website Development: professionally developed business website on the Internet.
Business Cards: the printing of business cards with company logo.
Brochures: development and printing of brochures for marketing the business.
Exhibitions one of the most important part of our promotion. That’s why organizing of the impressive
pavilion is important part of costs.
Office inventory.
Other costs
Services
Energomera Insurance Company provides insurance services for:
its mother company - JSC «Energomera Corporation»;
small business companies of the Stavropol Region.
6. Page 6 of 25
Depending of the companies Energomera Insurance Company provides:
For JSC «Energomera Corporation» we insure Actives of the company, production lines, some trade
actions and trade contracts with suppliers and customers, different kinds of risks.
For small business our main insurance services are insure of trade actions and trade contracts with
suppliers and customers and some kind of risks.
In the future we intend to offer the following services:
Making of the concrete recommendations to deal with risks.
Control of the recommended actions execution and making adjustments.
Risk management system in the company.
Our principles of risk management:
create value
be an integral part of organizational processes
be part of decision making
explicitly address uncertainty
be systematic and structured
be based on the best available information
be tailored
take into account human factors
be transparent and inclusive
be dynamic, iterative and responsive to change
be capable of continual improvement and enhancement
Business Philosophy:
Efficiency of work. Energomera Insurance Company should make profit not only for itself, but for every
client.
New technologies. Using of the new technologies should make Energomera Insurance Company work faster.
Economic. Only economic methods of making business.
Range of options. All clients can choose different kinds of services.
Gain of work. Good work – good payment.
Original. Original and innovation area of work and methods of work.
Market. Market oriented work.
7. Page 7 of 25
Ease of work. Only ease atmosphere of work can create efficient nice impression.
Risks. Risks – one of the main factor which we consider every day.
Actual. All our work must be interesting for the market.
The most important strength of Energomera Insurance Company is situation when this company is only one
company in Stavropol Region which main specialty and alignment is small business (now we don’t speak
about JSC «Energomera Corporation»).
Even if new companies choose the same business, Energomera Insurance Company would have a big
advantage – time.
Energomera Insurance Company top managers are one of the best specialists. And their skill would play great
role in Energomera Insurance Company business.
8. Page 8 of 25
IV. Business Environment Analysis
JSC «Energomera Corporation» is our mother company which is the main sphere of our activity.
Joint-Stock Company “Energomera Corporation” was founded in January, 1994, in the south of Russia in
Stavropol. Today there are more than 6000 people working at enterprises. The Corporation consists of top-
rated Russian enterprises: measuring equipment factory “Energomera”, electronic materials factory
“Monocrystal” and, finally, electro-technical factory “Energomera”.
Product portfolio includes complete model range of electronic devices and energy measuring systems, service
and metrology equipment, equipment for electrochemical protection of underground pipelines from
corrosion. It has gained the leading positions in Russia in terms of sales revenue and technical level of the
products.
Here are its main financial results of activity:
Results of Activity, thousand rubles
Revenue 4 728 911
Gross margin 1 481 493
% from revenue 31 ,3
Operating income 874 623
% from revenue 18,4
EBITDA 1 143 892
% from revenue 24,2
Net profit per ordinary share, rub 0,48
Basic Data of Consolidated Balance Sheet, thousand rubles
Non-current assets 3 344 315
Fixed assets 2 526 253
Intangible assets 811 887
Current assets 4 186 927
Funds and their equivalents 402 043
Total assets 7 531 242
Shareholders' of the parent company capital 2 859 013
Total: commitment, taking into account the minority 4 672 229
interest
Total: loans and credits, including short-term 4 077 667
9. Page 9 of 25
Insurance market of Stavropol Region is in a complex contradictory development reflecting and reacting to
all the processes occurring both in politics and economy of the region and Russia.
In the 1991 as a result of de-monopolization of the insurance business the number of insurance companies’
branches increased, insurance services market was created. Reinsurance and investment activities of insurance
companies have developed. At the same time, it is worth noting that the de-monopolization was carried out
without a clear program of market development, without sufficient prorated insurance legislation and
government regulation. In this regard, currently the regional insurance market is characterized by a number of
problems:
minor of the capital in insurance companies;
low degree of their self-organization;
weak insurance culture of the potential consumers;
low purchasing power of people and companies.
Stavropol Region has high percent of the compulsory insurance in the structure of insurance payments –
72.3%.
Insurance companies realize their activities by 41 thousand of agreements, three quarters of which were
concluded with companies.
About 50% of insured generally not satisfied with the quality of services of their insurance company. In
basically, this dissatisfaction is associated with bureaucracy and a large number of documents that must be
completed, as well as the excessive length of proceedings. Two other fairly significant factor of dissatisfaction
with insurers - partial payment of insurance money and lack exactly those services that are needed to insured.
The level of awareness about insurance is low: less than half insurance services to assess their knowledge in
this area as satisfactory.
When choosing an insurance company for the insured the most important criteria are the personal
recommendations, the duration of the company in the market, clarity insurance conditions, reliability and
known company.
10. Page 10 of 25
V. Marketing Plan
The main aim of our company is to keep financial resources of the JSC «Energomera Corporation» in the
company. Another aim is to attract new clients from small business in our region. So we have two markets:
JSC «Energomera Corporation» and small businesses in Stavropol Region.
All in all small business market in Stavropol Region is 12.7 thousands companies. But we are interesting more
in manufacturing industry. And this market is much more smaller – 1.7 thousands companies. If we could
attract a third of this companies it would be a great success.
And we have big chance to achieve this aim because niche of the insurance in the small business is not very
developed in Stavropol region.
The main idea of our marketing strategy to attract new client.
Product of our company is insurance services of business sales, cargo, equipment and responsibility of
contract members.
If we draw attention on the today situation on the market, we can see that many companies make many deals
with big risk. If one side of the contract haven’t done conditions of contract, it is a big problem to restore
rights of another.
But if client came in our company, made a contract and choose interesting for him services, we would help
him to restore all his rights.
How our company would attract clients?
We must say that our business is quite new for our region and many potential clients know nothing about it.
That’s why direct marketing is the most efficient way to attract clients. More than that for the initial period we
can ourselves invite those client whom we are interested in.
Another way to attract clients is to take part in different conferences and fairs. Only when we could explain
all pluses for our clients we can attract them to trust our company.
And one of the main systems which would help us to contact with our clients would be website of our
company. Full information about our business, different economic articles, including articles of our managers,
system question-answer and more would be available for our clients and people who are interested in.
SWOT-Analysis
11. Page 11 of 25
If we speak about different sides of our business we must say some words about Strengths and Weaknesses.
As we said one of the main strength of Energomera Insurance Company is its new services in Stavropol
Region. That’s why at the beginning our company would be only one insurance company with same specialty.
Another strength is that every time we have a constant client – JSC «Energomera Corporation». That’s why
we would have a real profit always.
Energomera Insurance Company is not very big. That’s why it is efficient and well controlled.
What about weaknesses? The main weakness is that Energomera Insurance Company is a new company and
we should do big work to attract new clients.
But Energomera Insurance Company has real opportunities to open new services if it would be necessary.
Real opportunities of growth are other strengths.
Main threats of our company depend mainly on the economic and political situation. Different crises or new
laws can make big organization problem.
Calculation of expenses on marketing campaign
# Type of marketing Quantity per Price, rub Costs, rub
year, pcs.
1 Web-site 1 40 000 40 000
2 Brochures 200 11 2 200
3 Business cards 1000 2 2 810
4 Exhibitions 4 15 000 60 000
TOTAL: 105 010
12. Page 12 of 25
VI. Operational Plan
Location
The office of Energomera Insurance Company will be situated in the Stavropol business centre. Required
space is going to be 192 m2. There is going to be 3 private offices for chief officers, 3 rooms for managers, 1
reception room, 1 canteen, 1 WC and 1 pantry. The estimated rent cost is 78 000 rubles per month,
maintenance is 10 000 rubles per month, the business hours – from 9 a.m. to 7 p.m. 5 day business week.
Legal Environment
Licensing and bonding requirements:
documents confirming state registration;
approved charter of the company;
decision of founders on firm establishing;
business plan;
documents confirming payment of at least 50% of the share capital of the firm;
evidence of payment of state taxes;
layout of insurance reserves;
rules for the types of insurance according to the insurance laws and the general conditions of the validity
of deals.
samples of insurance contracts and certificates
Personnel
Organizational structure
13. Page 13 of 25
Chief Executive Officer
Sales Manager (agent)
Chief Accounting Officer Chief Financial Officer Office Manager (agent)
(2)
Assistant Manager Assistant Manager
Marketing Manager
(agent) (agent)
Chief Executive Officer - Ivan Kovalev. Ivan Kovalev was graduated from Moscow State University in
1985, where he studied Economics. He has 20 years experience in insurance sphere. Before his appointment
to Energomera Insurance Company he was chief operating officer in Capital Insurance Company and prior to
that he held positions with Max Insurance Company of chief financial officer.
Chief Accounting Officer – Oleg Kotov. Oleg Kotov was graduated from from Moscow State University in
1998, where he studied Economics. Before his appointment to Energomera Insurance Company he was chief
accounting officer in JSC «Energomera Corporation».
Chief Financial Officer – Alexandr Akimenko. Alexandr Akimenko was graduated from Moscow State
University in 1998, where he studied Economics. He has 9 year experience in financial sphere. He worked as
a head of department in the Ministry of Finance.
Calculations of annual payroll of the staff of Energomera Insurance Company
# Post Category Number of Monthly wage, Annual payroll, rub
staff units rub
1 CEO Chief 1 45 000 540 000
2 CAO Chief 1 40 000 480 000
3 CFO Chief 1 40 000 480 000
4 Office Manager Employee 2 25 000 600 000
5 Marketing Manager Employee 1 20 000 240 000
6 Sales Manager Employee 1 20 000 240 000
7 Assistant Manager Specialist 2 15 000 360 000
Total: 9 205 000 2 940 000
Bonuses 30% of Annual Payroll 882 000
TOTAL: 3 822 000
14. Page 14 of 25
Inventory
Calculations of depreciation deduction per year
Name of equipment Cost, Standard period of Quantity of Depreciation deduction
rub usage, years equipment, pcs. per year, rub
Apple iMac 21' 55 600 5 6 66 720
Apple MakBook Pro 15' 50 000 4 2 25 000
hp 2015 11 550 8 1 1 443
Lighting system 20 000 10 1 2 000
Office furniture 20 000 10 7 14 000
Canteen furniture 80 000 10 1 8 000
TOTAL: 117 163
The aggregate value of property of the firm will be 685150 rubles.
Risk assessment
Risk assessment in insurance activity
Risk factor Probability Time loss Expected Damage, taking Actions to reduce
(person- damage, rub* into account the damage
days) probability, rub
Natural disasters 0,25 40 44 000 11 000 Creation of equalization
payments
Armed conflicts 0,20 80 88 000 17 600 Expansion of services
Failure of 0,15 15 16 500 2 475 Penalties in contracts
conditions of with contractors
contacts by
contactors
Strikes 0,10 100 110 000 11 000 Penalties in contracts
with supporting firms
Insufficient 0,15 180 198 000 29 700 Informational system
information to form improvement
a business plan
Changing the tax 0,15 100 110 000 16 500 Creation of equalization
code payments
TOTAL 1 88 275
* expected damage was calculated according to the average daily labor productivity (1100 rub)
15. Page 15 of 25
VII. Financial Plan
The most important part of our plan is calculation of insurance premiums of JSC «Energomera Corporation».
These premiums will be the base of our insurance and financial activity. After the identification of potential
risks we assessed them as to their potential severity of loss and to the probability of occurrence. The table
below is combined project of calculations of expected damages and insurance payments for the first year.
# Groups of risk factors Insurance Time Expected Expected Damage, taking
rates loss physical damage, into account the
(person- damage, thousand probability and
days) thousand rubles * insurance rates,
rubles thousand rubles
1 Industry risks: 0,50% 3 000 - 2490000 12 450
supply and demand
fluctuations;
sales and profit
decline;
competitors' positions'
strengthen;
2 Country and regional risks 0,50% 4 400 - 3 652 000 18 260
3 Financial risks: 1,90% 4 500 - 3 735 000 70 965
currency risks;
changing of interest
rate;
inflation;
timeliness of
consumers’ payments;
4 Legal risks: 0,50% 3 500 - 2 905 000 14 525
imperfection of
Russian legal system;
imperfection of
judicial remedies;
unreasonable actions
of state institutions;
5 Production risks 1,90% 1 100 4 184 000 5 097 000 96 843
spoilage;
production breaks;
6 Property risks 1,50% 1 900 2 526 253 4 103 253 61 548
7 Life insurance 1,00% 2 200 - 1 826 000 18 260
TOTAL: 292 851
* Expected damage was taken according to the average daily labor productivity (830 rub) and expected physical damage.
16. Page 16 of 25
To ensure that the implementation of insurance obligations of insurance company on such terms and
conditions established by the legislation of the Russian Federation, we will form the following insurance
reserves:
1. Life insurance reserve
2. Unearned premiums reserve
3. Losses reserve
Insurance reserves formed according to the methods of forming insurance reserves, regulated by Federal
Service for Insurance Supervision. Reserves are determined on the basis of information on the flow of
insurance premiums, pay structures and other indicators of the insurance company.
Insurance reserves structure for the first year (in thousand rubles):
Сost item:
Life insurance reserve 59337
Unearned premiums reserve 77656
Losses reserve 156976
TOTAL: 293969
12-Month Profit and Loss Projection
Based on the realistic sales projections and conservative forecasts, Energomera Insurance Company will
achieve profitability in the second year of operation. Monthly profitability is first achieved in the next year,
but due to reserve fund’s accumulation and developing a customer base, the first year of operations reflect a
loss.
Net Profit Monthly,
thousand rubles
0
-500
-1000
-1500
-2000
17. Page 17 of 25
Gross Margin Monthly,
thousand rubles
0
-500
-1000
-1500
Three-Year Profit Projection
After the second year of operation, the reserve fund will increase on 10% and reach 324 million rubles. The
amount of insurance payments is assumed to be 150 million rubles Net profit will reach 104 million rubles.
In the second year of operation, the reserve fund will increase on 11% and reach 360 million rubles. The
amount of insurance payments is assumed to be 165 million rubles Net profit will reach 104 million rubles.
Net Profit Yearly,
thousand rubles
140000
120000
100000
80000
60000
40000
20000
0
-20000 Year 1 Year 2 Year 3
18. Page 18 of 25
Gross Margin Yearly,
thousand rubles
200000
150000
100000
50000
0
Year 1 Year 2 Year 3
-50000
Reserve Funds Yearly,
thousand rubles
400000
350000
300000
250000 Losses reserve
200000 Unearned premiums reserve
150000 Life insurance reserve
100000
50000
0
Year 1 Year 2 Year 3
# Indicators Year 1 Year 2 Year 3
1 Income from insurance 293 969 000 324 372 100 359 939 710
premiums
1.1. Insurance premiums from 292 851 000 322 136 100 354 349 710
Energomera Corporation
1.2. Insurance premiums from local 1 118 000 2 236 000 5 590 000
companies
19. Page 19 of 25
2 Expenses
2.1. Insurance payments - 150 000 000 165 000 000
2.2. Rent payments 936 000 945 360 954 813
2.3. Depreciation 117 163 117 163 117 163
2.4. Salaries and bonuses 3 822 000 4 204 200 4 624 620
2.5. Marketing 105 000 105 000 105 000
2.6. Other costs 36 000 7 736 000 36 000
Total Operating Expenses 5 016 163 163 107 723 170 837 596
3 Reserves 293 969 000 324 372 100 359 939 710
3.1. Life insurance reserve 59 337 000 65 473 799 72 653 043
3.2. Unearned premiums reserve 77 656 000 85 687 401 95 083 080
3.3. Losses reserve 156 976 000 173 210 899 192 203 585
4 Taxes 1 351 403 27 657 428 32 339 220
4.1. Social tax 1 337 700 1 471 470 1 618 617
4.2. Property tax 13 703 13 703 13 703
4.3. Profits tax 0 26 172 255 30 706 900
5 Gross margin -5 016 163 130 861 277 153 534 503
5.1 Gross margin,% -2% 40% 43%
6 Net profit -6 367 566 103 203 848 121 195 282
6.1 Net profit, % -2% 32% 34%
Projected Cash Flow
Start-up costs come to 69 million rubles of which 62 million rubles are Authorised capital which will be on
90% financed by JSC “Energomera Corporation” and on 10% by the Energomera Insurance Company top
managers. 7 million rubles will be borrowed from bank.
20. Page 20 of 25
Cash
7000
6000
5000
4000
3000 Net Cash Flow, thousand rubles
2000 Cash Balance, thousand rubles
1000
0
-1000
-2000
Year 1 Year 2 Year 3
Cash received
Income from insurance premiums 293 969 000 324 372 100 359 939 710
Insurance premiums from Energomera 292 851 000 322 136 100 354 349 710
Corporation
Insurance premiums from local companies 1 118 000 2 236 000 5 590 000
Subtotal cash received 293 969 000 324 372 100 359 939 710
Expenditures
Expenditures from Operations
Cash spending
Bill payments 5 016 163 155 407 723 170 837 596
Reserve Accumulations 293 969 000 30 403 100 35 567 610
Additional Cash Spent 0 0 0
Taxes 1 351 403 27 657 428 32 339 220
Principal Payment of Current borrowing 0 0 0
Other Liabilities Principal Repayment 0 0 0
Long-Term Liabilities Principal Repayment 0 7 700 000 0
Purchase Other Current Assets 0 0 0
Purchase Long-term Assets 0 0 0
Dividends 0 0 0
Subtotal Cash Spent 300 336 566 221 168 251 238 744 427
Net Cash Flow -6 367 566 103 203 848 121 195 282
Cash Balance 632 434 103 836 282 225 031 565
21. Page 21 of 25
Balance Sheet for the first year
Assets
Current Assets
Cash 369866687
Accounts Receivable 0
Other Current Assets 0
Total Current Assets 369866687
Long-term Assets 685150
Depreciation 117163
Total Long term Assets 802313
Total Assets 370669000
Liabilities and Capital
Current Liabilities
Accounts Payable 6367566
Current Borrowings 0
Other Current Borrowings 0
Other Current Liabilities
Subtotal Current Liabilities
Long-term Liabilities 7700000
Total Liabilities 14067566
Authorised capital 62000000
Retained Earnings (Reserves) 293969000
Earnings 632434
Total Capital 356601434
Total Liabilities and Capital 370669000
Break-Even Analysis
Break-Even Point is 25 761 503 rubles
