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Web studio business plan. Ready-made business plan with calculations using the example of a web studio

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A well-thought-out web studio business plan will allow novice entrepreneurs to avoid many mistakes when starting their own business. Today, making money on the creation and promotion of Internet resources is in great demand, since every large company now operates in the field of high technology.

Not only a qualified specialist with the necessary knowledge in the field of IT and web design can earn money in this area. Many masters start their career as a freelancer, gradually gaining experience and improving their skills, and eventually open professional web studios.

Stages of creating a business

Having decided to open a web studio, the first thing you need to think about is a plan of action in order to properly organize the business. The path of an entrepreneur to creating a successful business can be divided into the following stages:

registration;

To conduct commercial activities, a businessman must officially register as an individual entrepreneur or LLC. At first, it is recommended to issue an IP, but if the company expands, it should be converted into an LLC. You will also need to draw up a standard contract for the services provided and open a personal bank account.

services;

It is important to think in advance what services the web studio will provide. As a rule, programmers create websites, develop an individual design, fill them, promote them, and provide ongoing or periodic support. In addition, other services may be provided, such as advertising or logo design. In order for clients to be visually convinced of the high quality of the company's services, it is important to collect a portfolio with the best works and constantly update it.

room;

Most webmasters start their own business working from home, but in order to reach a professional level and receive orders from large clients, you need to rent an office. It should consist of several rooms, for example, a meeting room, a manager's office and 1-2 work rooms.

office furnishing;

Attractive design and comfortable furniture are important aspects, but special attention should be paid to technology. Computers must have high performance and power, they should be equipped with licensed software.

working staff.

Finding good specialists is not difficult, but they tend to ask for high salaries. An excellent solution would be to search for beginner programmers with good potential. Their abilities can be easily checked with a test task, and for further development it is recommended to organize staff training. The permanent staff of employees must include a web designer, programmer and SEO optimizer. An accountant can be hired periodically, or even use online accounting.

Attracting and interacting with customers

If you want to open a web studio, then you also need to look for clients on the Internet. It is unlikely that anyone will respond to simple announcements, because. potential customers are looking for professionals, which means that without creating your own website, it will not be possible to attract their attention.

You should start developing a resource even before opening a web studio, and after solving organizational issues, you can open it.

High-quality advertising is important for the successful promotion of the site, so you should not save on paying for the services of professional PR specialists.

Interaction with customers is the most sensitive moment. It should be noted that people have different training in the field of IT. And if one person is well versed in terminology and can state all his wishes, then the other may not even have an idea of what exactly he wants to receive. In this case, a portfolio will help: it will clearly show what the site might look like and help the client decide on the design. When all the nuances are discussed, it is advisable to draw up a layout of the future site. As a rule, web studios sign a contract with customers so that there are no disputes in the future, such as refusal to pay, or a complete break in cooperation when the work is almost done.

Calculating business income

A web studio as a business can bring high profits if its work is properly organized. Satisfied customers will leave laudatory reviews and recommendations, the flow of new customers will gradually increase, which means that revenues will also increase. But before you calculate the profit, you need to think about the costs. To start the company, 100 thousand rubles will be enough, which will be used for paperwork, office rental, purchase of furniture and equipment.

As for income, it will depend on the number of orders and wages of employees. For example, if there are 3 employees in the state, and during the month they complete 4 orders worth 20 thousand rubles, then the profit of the web studio will be 80 thousand rubles. Of the total amount, about 60% should be spent on wages, i.e. 48 thousand rubles Thus, net income will be equal to 32 thousand rubles. To save some money, you can take on part of the work, as well as involve remote workers in cooperation. In this case, personal profit will increase significantly and will be at least 1 thousand dollars, not counting the cost of paying employees, office rent and utilities.

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Full name: LLC WEB DESIGN STUDIO "WEB WORKSHOP"

TIN: 7606084322

Type of activity (according to OKVED): 62.09 - Activities related to the use of computers and information technologies, other

Form of ownership: 16 - Private property

Legal form: 65

Reporting is done in thousand rubles

See detailed verification of the counterparty

Accounting statements for 2011-2017

1. Balance sheet

Name of indicator	Code	#DATE#
ASSETS
I. NON-CURRENT ASSETS
Intangible assets	1110	#1110#
Research and development results	1120	#1120#
Intangible search assets	1130	#1130#
Tangible Exploration Assets	1140	#1140#
fixed assets	1150	#1150#
Profitable investments in material values	1160	#1160#
Financial investments	1170	#1170#
Deferred tax assets	1180	#1180#
Other noncurrent assets	1190	#1190#
Total for Section I	1100	#1100#
II. CURRENT ASSETS
Stocks	1210	#1210#
Value added tax on acquired valuables	1220	#1220#
Accounts receivable	1230	#1230#
Financial investments (excluding cash equivalents)	1240	#1240#
Cash and cash equivalents	1250	#1250#
Other current assets	1260	#1260#
Total for Section II	1200	#1200#
BALANCE	1600	#1600#
LIABILITY
III. CAPITAL AND RESERVES
Authorized capital (share capital, authorized fund, contributions of comrades)	1310	#1310#
Own shares repurchased from shareholders	1320	#1320#
Revaluation of non-current assets	1340	#1340#
Additional capital (without revaluation)	1350	#1350#
Reserve capital	1360	#1360#
Retained earnings (uncovered loss)	1370	#1370#
Total for Section III	1300	#1300#
IV. LONG TERM DUTIES
Borrowed funds	1410	#1410#
Deferred tax liabilities	1420	#1420#
Estimated liabilities	1430	#1430#
Other liabilities	1450	#1450#
Total for section IV	1400	#1400#
V. SHORT-TERM LIABILITIES
Borrowed funds	1510	#1510#
Accounts payable	1520	#1520#
revenue of the future periods	1530	#1530#
Estimated liabilities	1540	#1540#
Other liabilities	1550	#1550#
Section V total	1500	#1500#
BALANCE	1700	#1700#

Brief balance sheet analysis

Graph of changes in non-current assets, total assets and capital and reserves by years

financial indicator	31.12.2011	31.12.2012	31.12.2013	31.12.2014	31.12.2015	31.12.2016	31.12.2017
Net assets 1	14	27	120	665	828	596	707
Autonomy coefficient (norm: 0.5 or more)	0.88	0.39	0.26	0.66	0.53	0.36	0.48
Current liquidity ratio (norm: 1.5-2 and above)	8	1.6	1.4	1.3	1.5	1.3	1.7

1 excluding the debt of the founders on contributions to the authorized capital

2. Profit and loss statement

Name of indicator	Code	#PERIOD#
Revenue	2110	#2110#
Cost of sales	2120	#2120#
Gross profit (loss)	2100	#2100#
Selling expenses	2210	#2210#
Management expenses	2220	#2220#
Profit (loss) from sales	2200	#2200#
Income from participation in other organizations	2310	#2310#
Interest receivable	2320	#2320#
Percentage to be paid	2330	#2330#
Other income	2340	#2340#
other expenses	2350	#2350#
Profit (loss) before tax	2300	#2300#
Current income tax	2410	#2410#
including permanent tax liabilities (assets)	2421	#2421#
Change in deferred tax liabilities	2430	#2430#
Change in deferred tax assets	2450	#2450#
Other	2460	#2460#
Net income (loss)	2400	#2400#
FOR REFERENCE
Result from the revaluation of non-current assets, not included in the net profit (loss) of the period	2510	#2510#
Result from other operations, not included in the net profit (loss) of the period	2520	#2520#
Cumulative financial result of the period	2500	#2500#

Brief analysis of financial results

Schedule of changes in revenue and net profit by years

financial indicator	2012	2013	2014	2015	2016	2017
EBIT	21	113	563	162	-139	168
Profitability of sales (profit from sales in each ruble of revenue)	3.8%	9.8%	4.7%	10.7%	-7.3%	9.1%
Return on equity (ROE)	83%	128%	139%	13%	-22%	26%
Return on assets (ROA)	39.5%	35.7%	74.4%	7.4%	-9.6%	10.8%

4. Cash flow statement

Name of indicator	Code	#PERIOD#
Cash flows from current operations
Income - total	4110	#4110#
including: from the sale of products, goods, works and services	4111	#4111#
lease payments, license payments, royalties, commissions and other similar payments	4112	#4112#
from the resale of financial investments	4113	#4113#
other supply	4119	#4119#
Payments - total	4120	#4120#
including: to suppliers (contractors) for raw materials, materials, works, services	4121	#4121#
in connection with the remuneration of employees	4122	#4122#
interest on debt obligations	4123	#4123#
corporate income tax	4124	#4124#
other payments	4129	#4129#
Balance of cash flows from current operations	4100	#4100#
Cash flows from investment operations
Income - total	4210	#4210#
including: from the sale of non-current assets (except for financial investments)	4211	#4211#
from the sale of shares of other organizations (participatory interests)	4212	#4212#
from the return of loans granted, from the sale of debt securities (rights to claim funds from other persons)	4213	#4213#
dividends, interest on debt financial investments and similar income from equity participation in other organizations	4214	#4214#
other supply	4219	#4219#
Payments - total	4220	#4220#
including: in connection with the acquisition, creation, modernization, reconstruction and preparation for the use of non-current assets	4221	#4221#
in connection with the acquisition of shares of other organizations (participation interests)	4222	#4222#
in connection with the acquisition of debt securities (the rights to claim funds from other persons), the provision of loans to other persons	4223	#4223#
interest on debt obligations included in the cost of an investment asset	4224	#4224#
other payments	4229	#4229#
Balance of cash flows from investment operations	4200	#4200#
Cash flows from financial transactions
Income - total	4310	#4310#
including: obtaining credits and loans	4311	#4311#
cash deposits of owners (participants)	4312	#4312#
from issuance of shares, increase in participation	4313	#4313#
from the issuance of bonds, bills of exchange and other debt securities, etc.	4314	#4314#
other supply	4319	#4319#
Payments - total	4320	#4320#
including: owners (participants) in connection with the redemption of shares (participatory interests) of the organization from them or their withdrawal from the membership	4321	#4321#
to pay dividends and other payments	4322	#4322#
on the distribution of profits in favor of the owners (participants) in connection with the redemption (repurchase) of bills of exchange and other debt securities, the return of loans and borrowings	4323	#4323#
other payments	4329	#4329#
Balance of cash flows from financial operations	4300	#4300#
Balance of cash flows for the reporting period	4400	#4400#
Balance of cash and cash equivalents at the beginning of the reporting period	4450	#4450#
Balance of cash and cash equivalents at the end of the reporting period	4500	#4500#
The magnitude of the impact of changes in the foreign exchange rate against the ruble	4490	#4490#

6. Report on the intended use of funds

Name of indicator	Code	#PERIOD#
Balance at the beginning of the reporting year	6100	#6100#
Funds received
Entry fees	6210	#6210#
Membership fee	6215	#6215#
earmarked contributions	6220	#6220#
Voluntary property contributions and donations	6230	#6230#
Profit from income-generating activities of the organization	6240	#6240#
Other	6250	#6250#
Total funds received	6200	#6200#
Funds used
Expenses for targeted activities	6310	#6310#
including:
social and charitable assistance	6311	#6311#
holding conferences, meetings, seminars, etc.	6312	#6312#
other events	6313	#6313#
The cost of maintaining the administrative apparatus	6320	#6320#
including:
payroll expenses (including accruals)	6321	#6321#
payments not related to wages	6322	#6322#
travel and business travel expenses	6323	#6323#
maintenance of premises, buildings, vehicles and other property (except for repairs)	6324	#6324#
repair of fixed assets and other property	6325	#6325#
others	6326	#6326#
Acquisition of fixed assets, inventory and other property	6330	#6330#
Other	6350	#6350#
Total funds used	6300	#6300#
Balance at the end of the reporting year	6400	#6400#

No data for this period

Name of indicator	Code	Authorized capital	own shares, purchased from shareholders	Extra capital	Reserve capital	retained earnings (uncovered loss)	Total
The amount of capital on	3200
Behind Capital increase - total:	3310
including: net profit	3311	X	X	X	X
property revaluation	3312	X	X		X
income attributable directly to capital increases	3313	X	X		X
additional issue of shares	3314				X	X
increase in the par value of shares	3315				X		X
	3316
Decrease in capital - total:	3320
including: lesion	3321	X	X	X	X
property revaluation	3322	X	X		X
expenses attributable directly to depreciation of capital	3323	X	X		X
depreciation of shares	3324				X
reduction in the number of shares	3325				X
reorganization of a legal entity	3326
dividends	3327	X	X	X	X
Change in additional capital	3330	X	X				X
Change in reserve capital	3340	X	X	X			X
The amount of capital on	3300

Additional checks

Check counterparty Download data for financial analysis

* An asterisk indicates indicators that are adjusted in comparison with Rosstat data. The adjustment is necessary to eliminate obvious formal inconsistencies in reporting indicators (difference in the sum of lines with the final value, typos) and is carried out according to an algorithm specially developed by us.

Reference: The financial statements are presented according to Rosstat data, disclosed in accordance with the legislation of the Russian Federation. The accuracy of the given data depends on the accuracy of the data submission to Rosstat and the processing of these data by the statistical agency. When using this reporting, we strongly recommend that you check the figures with the data of the paper (electronic) copy of the reporting posted on the official website of the organization or received from the organization itself. The financial analysis of the presented data is not part of the Rosstat information and is performed using a specialized

How to open a web studio

"With the right approach, the profitability should be 40-50%"

Mikhail Khristosenko, the founder of the Mikhail Khristosenko Studio of the same name, shared his own experience of creating a business from scratch.

Michael, what does your studio do?

"Mikhail Khristosenko Studio" is engaged in the development and promotion of Internet sites, the development of corporate identity, consulting. To date, we have more than 200 completed projects, clients in 11 cities of Russia.

How did you come up with the idea to start this particular business? What is the uniqueness of your idea?

I came up with the idea of starting this particular business by chance. After graduating from the institute, I had to earn some money, I didn’t really want to work. I decided to try to make a website for some company. Before that, I had experience in developing a couple of simple sites at the institute.

At the beginning, the proposal was no different from the existing ones - I offered the development of the most common sites. Now, of course, there is uniqueness - we have moved from understanding the site as a "technical development" to "solving business problems." We have simplified everything, discarded the terms, we offer an exclusive, selling design.

And if you look at the differences from competitors, in terms of building a business, then we just learned how to sell our services very well.

There was no uniqueness of the idea - everything was simple. I believe that uniqueness for the first project is not needed.

How long did it take to implement the idea?

Five years have passed since the first independently created projects. Although the project became a business in the normal sense of the word 3 years ago.

How did you embody the idea from its idea to the final implementation?

I didn’t know anything in business and didn’t know how, there was nothing. I decided to just call random companies and offer. On the very first day, I agreed on one meeting.

It was the first project, I did it completely myself.

On the third project, I realized that I would not do it myself, because it takes a long time and is not very professional. Hired an employee, and he was engaged in sales. This was the first key step.

We didn't have an office. I went to meetings on my own. If it was required to meet at “our office”, then we met at the office of an advertising agency, with which we had previously agreed. We also used the legal entity, account and accounting from this company.

Then I doubled my productivity and managed to double the number of calls I made. It is easy to guess that this led to a doubling of turnover.

The next key step was hiring a sales manager.

In the end, I got my own office, several sales managers, full-time programmers and designers, my own column in a business newspaper, publications in leading Russian business magazines, a book, a mailing list, several business seminars held ...

How much did it cost you to start the project?

It didn't take any money to get started. It was pure business from scratch.

Many people think about starting their own business, but not everyone ends up opening it: the fear of uncertainty, instability, high risks, etc. stops you. Was it easy for you to decide to become an entrepreneur?

I didn't make the decision to become an entrepreneur as such. I just tried. It was uncomfortable, incomprehensible, but I tried. Happened.

There are no risks - if you do not run headlong to buy the first product that comes across, spend money on opening a legal entity, office, employees, advertising, etc.

You have to sell first. Himself. And to understand whether someone needs it or not.

What difficulties did you face in the initial stages of doing business?

All the difficulties are ultimately related to employees - how to find them, how to choose, how to train. Then they "stupid", fail projects, etc.

Have you recovered your initial investment?

Of course it paid off, because there were no investments and nebylo.

What can you say about the profitability of this business?

With the right approach, the profitability should be 40-50%. Personally, with less profitability, it would not be interesting for me to do this business. That is why we have exclusive projects, not discount sites.

Profitability ultimately depends on the ability to sell high and do well. Complete nonsense - that you need to sell cheaper in order to attract more customers. You need to sell more expensive, and correctly explain this to customers.

How do you promote your services? Name the main promotion channel. How is your sales network built?

There are 3 main channels for promoting my company's services. These are: the city's electronic business directory, customers from the site, the work of active sales managers.

Each of these channels provides approximately the same percentage of orders.

We also conduct seminars, have published a business book, and are looking for partners. Some clients come on the recommendations of previous ones.

Ultimately, all applications flow to sales managers who advise clients, make sales and conclude contracts.

Do you do direct sales, offering your services directly to companies, etc.?

Yes. Although this method will soon become obsolete due to its low efficiency. But while it is, we use it. It is imperative to have a clearly defined script for a telephone conversation, then everything will work out.

Who are the staff members of your company? How did you select key employees? How are they paid for their work?

The staff consists of sales managers, programmers, designers, layout designer. Key employees were selected from acquaintances. Now I understand that this is a mistake. Firstly, there should not be key employees, and secondly, it is impossible to work with acquaintances, friends and relatives.

There are vendors, of course. I took one ready-made, took the second with absolutely no experience and taught it myself. The results are the same. Although I still tend to believe that teaching a person without experience is more correct.

The work of sales managers is paid according to the scheme - a small salary plus good interest.

Obviously, during your work you have tried various ways of advertising. Which advertising media proved to be effective, and which ones did you eventually abandon?

How do you see the prospects for further development of your business?

The development prospects are simple - entering the Russian and foreign markets, increasing the quality and cost of services, working with social networks. Well, the increase in the number of employees, of course.

What can you say about the competition in your business?

Competition must be taken seriously. We have more than 50 studios in the city, and an endless number of students offering website development. 48 companies do it cheaper or significantly cheaper than we do.

I don't care.

A company will never be able to own most of the market. There will ALWAYS be competitors and someone will always buy from them.

No need to waste your energy and time comparing yourself to your competitors. You have to try to be better at something. Even if it's just "attitude to work" - it will be good.

What advice would you give to newbies just planning to start their own business?

The advice I would like to give is:

1. Don't procrastinate. Act right now.
2. Don't waste time coming up with an idea. Make a list of options, cross off all but one of them, and start.
3. Don't rush what to buy. Try to sell first. And only then make a buying decision.
4. Do not rush to rent an office, buy furniture, appliances, etc. In the beginning, you can arrange with any company to use their office if necessary. Money will appear - withdraw yours.
5. No need to be afraid of anything and complicate things. Try.
6. If you don’t know something or don’t know how, try it.

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