“SBCOM” Limited – Business Plan

Business Plan – SBCOM LTD

Strictly Private & Confidential

-- for internal use only --

Confidentiality
This document is only to be issued following the receipt of the Non Disclosure
Agreement (NDA). This document may not be disclosed to any third party without
the prior written authorisation by “SBCOM” Limited. This document may only be
disclosed to your officers and professional advisers on condition that they too
agree to be bound by the terms of the NDA.

Basis of Information Memorandum

This document has been prepared to provide a guide to the Business implementing
its growth strategies and the detail has been checked and approved by the
Directors of the Business. However the Directors of the Business are not making
any Representation or Warranty as to the fairness accuracy or completeness of the
contents of this document.

Potential acquirers, investors or lenders must conduct their own reviews and
satisfy themselves in terms of the Business and its prospects for the future. The
Directors accept no liability for any loss or damage whatsoever which may occur as
a result of reliance on the information in this document.

Questions and requests for further information regarding the Business should be
made in strictest confidence to:

URSU BORIS
Managing
Director
“SBCOM” Limited

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 “SBCOM” Limited – Business Plan

“SBCOM”LTD
Business Plan

Section Description Page

A Executive Summary 4
B Background 5
C The Organisational Business Model 6
D Intellectual Property and trademanks 7
E The Target Market – Installation Services 7
F Sales and Marketing 11
G Competition 14
H The Directors & Management Team 16
I Financial Information 17

Appendix A – Vertical Sector Growth Drivers 18

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 “SBCOM” Limited – Business Plan

A. EXECUTIVE SUMMARY
“SBCOM” Limited is a construction of commercial buildings company with a focus on high
levels of projects customer support based in High Wycombe, England. It is managed by its
one founding directors and has an annual turnover of just under £1mil, a customer base of
around 100 customers and a team of 1 employees. It is growing its revenue slightly above
the industry average and exceeds industry best practice KPIs

The Construction market in the UK is set to grow by 11.5% CAGR over the next 5 years from a
base of £746m in 2008. This growth being driven to by factors that fit well with the economic
climate
– cost reduction, increased efficiency, scalability and flexibility. In addition, the Construction
market is populated with a wide range of similar product offerings often only differentiated by
relatively small technical variables. Being competitive in this market relies on adding value by
additional or peripheral services such as high level of consultation, design, maintenance,
installation.

The opportunity for “SBCOM” lies in providing value-added services that deliver cost
reduction, increased efficiency, scalability and flexibility.

“SBCOM” has a product range to compete with the best providers with ready-to-go server
systems through to highly complex solutions. It is the leading supplier of Skanska in the UK
and is a Construction Partner. In addition “SBCOM” already positions itself in the market as a
providing significant added value through its service levels. It provides a superior level of
hand-holding and installation support that differentiates itself from other construction
providers.

“SBCOM” is well positioned to convert this opportunity into significant growth with its existing
product range and high service levels but has identified a need to increase its market visibility.
It has therefore created a plan to develop its sales and marketing structure which will
capitalise on this opportunity and double its revenue over the next three years. Core to this
plan is investment in three target growth areas with low cost of sale that provide low risk and
potential high return. This will increase its currently low visibility with its customers and in the
market place, develop new sales channels and increase large customer sales.

With 75% of revenue currently generated through solid and predictable monthly recurring
business, and cash providing 4x cover of its monthly overheads the company is in a stable
financial position. It is able to support its growth plans with its current borrowing and need to
anticipate further loan.

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B) BACKGROUND
“SBCOM” Limited is a middle tier construction company based in High Wycombe, England, with an
annual turnover of £780k in the full year to April 2023. It was established 10 years ago to provide
consultation, design, maintenance, installation services

The Company has a client base of around 100 small, medium and large businesses
operating both internationally and in the UK that include Skanska, Mace Group, Kier
Group PLC, Balfour Beatty PLC.

Clients are served by agency staff who provide a 24/7 managed service environment
and a range of expertise that includes Linux, MySQL Server, Cisco & Jupiter
Networks, HP and Dell storage, IIS and Apache Servers, SAP, PHP, Ajax and .NET.

The Company is run by Managing Director Ursu Boris, who has over 20 years of Construction
industry experience, who has guided the growth of the company as Financial and Administrative
Director.

To date the company has been funded by a mixture of loan and equity finance secured by
the current directors of the company.

The company is in a stable financial position with good recurring business but has yet to reach
its full market potential. With the experience of the current directors and operations team and
the recruitment of experiences sales and marketing personnel it has developed a growth plan
that will see its revenue double over the next three years to around £3 mil.

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C) THE ORGANISATION BUSINESS MODEL

“SBCOM” offers a complete range of managed constructions projects - from project
management, ready to go system, pre-construction services, co-location to highly
complex solutions specifically designed and engineered to meet the most demanding
business needs. Core services include:

- Project Management - acquisition, management and projects domains.

- Ready-To-Go-System - a range of fixed price Virtual Private Server systems that
can be live within one working day of a purchase, as well as pre-priced dedicated
server systems.
- Pre-construction services - a build to order service that utilises all of our projects
to cost effectively create more complex construction environments for customers
with specific design or commercial needs. This can include system deployments
across multiple constructions services.
- Co-Location - making our construction centre facilities available to customers who
wish to own their hardware but have it deployed in a securely 24x7 managed
environment.

“SBCOM” positions itself in the market as a providing significant added value through its
service levels. It does not aim to compete on price with its larger competitors but instead
provides a superior level of hand-holding and management support that differentiates itself
from other construction providers. It is from this added value that it gains a sustainable
competitive advantage over other mid-size and large competitors.

The Operational delivery of “SBCOM” services is driven by an established team of 2

agency staff including an experienced operations manager. This team supplies a 24x7
managed service environment. Management support is provided by 'real people' on a 24
hour basis sharing a common management platform. Operations are managed within
“SBCOM”’s secure data centre in the UK.

“SBCOM”s customer list numbers over 200 made up of a mix of small, medium and large
businesses operating internationally as well as within the UK. Existing construction contracts
are split between 3 large very profitable customers that will account for around 25% of sales
in 2020/21 and medium and small customers that will account for the remaining 75% of
sales.

85% of Sales revenue is generated predominantly from core installation services and fees
collected by monthly invoicing. Other services design for the remaining 15% of sales are
invoiced upon delivery on standard 30-day terms also.

75% of sales are currently generated through solid and predictable recurring repeat business.
The remaining 25% of sales is generated through new business sales. The “ SBCOM” web- site,
which has recently been re-designed to focus on core business offerings and ready-to-go
solutions, acts as a sales channel and generates around 15% of new business annually. New
business sales from existing customer referrals account for the remaining 10% of sales. Where
new proposals for larger customers are required the Managing Director is responsible for the
sales process and for developing client proposals.

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D) INTELLECTUAL PROPERTY AND TRADEMARKS

At present “SBCOM” does not have any protectable intellectual property, trademarks or
exclusive agreements in place.

E) THE TARGET MARKET – Construction Services

Current Global Market

The global market for construction services1 was $21,746.0 million in 2007.

Of the Global market the Banking, Financial Services & Insurance (BFSI) sector was the
biggest spender on construction services with $4,758.9 million or 21.9 percent of the
market in 2007. Manufacturing and services sectors spent $3,960.4 million and $2,261.2
million, accounting for 18.2 percent and 10.4 percent of the total market, respectively.

Construction Services Market Size by Vertical (2007)

Vertical Market Size ($

million)
BFSI 4,758.9
Manufacturing 3,960.4
Services 2,261.2
Government 1,973.7
Communications 1,973.7
Retail 1,359.7
Education 1,109.3
Healthcare 927.8
Wholesale 745.6
Transport 657.9
Utilities 636.0
Media 482.5
Construction 239.0
Oil & Gas 219.3
Mining 177.6
Entertainment 153.5
Agriculture 109.7
Total 21,746.0

Source: TechNavio Analysis

Current EMEA & UK Market

At $6,750.2 million, EMEA was the second largest market in 2007 and accounted 31 percent of
the global market. In 2007, UK was the services market in EMEA accounting for 19.7 percent
($1,333.1m or £746m2).

1
Exchange Rate used : £1 = $1.78607

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The UK Construction and Internet Services Market

The UK construction market for core packages such as dedicated, co-location and virtual
private construction is well populated with large companies and is a price competitive
market. From competitor research it seems clear that here is no easy or accepted
categorization of companies within the internet services market. Companies describe the
nature of their business in a variety of ways and, whilst this categorization of their services
may differ, there is often overlap in types of services offered.

Some basic distinctions can be drawn between companies by a review of their work on web-
sites. Whilst other companies use similar format to deliver the services the market focus
may vary. At a product level one such distinction is between consumer and business
services. Within the business services sector a further one is between non-managed and
managed services.

Despite these distinctions it is often the case that mid-size and large companies compete
across these categories. Mid-size and small companies therefore may often find themselves
competing with larger companies able to secure significant economies of scale. Being
competitive may therefore relies on adding value by additional or peripheral services such
as consultancy and high levels of installation service.

Over the past few years the construction market has seen consolidation and it is anticipated that
this will continue.

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Market Growth
According to TechNavio, the global market for construction services3 is forecast to grow from
$21,746.0 million in 2017 to $31,294.0 million in 2020, growing at a CAGR of 12.9 percent
over the forecast period.

The EMEA market is estimated to reach $9,357.1 million in 2020, growing at a CAGR of 11.5
percent.4 The UK can realistically expect to grow in line with this and grow to around $1,850m
by 2020

Drivers of Market growth

The Technavio report identifies the key drivers of growth in the construction market are:
- green IT initiatives
- reducing energy cost
- increasing willingness to outsource management of both public facing websites and
internal infrastructure

Further drivers include:

- interest in flexible service options
- data centre power and cooling requirements
- growth of eCommerce

For the largest five vertical markets there are a number of common drivers – cost
reduction, efficiency, scalability and flexibility.

Cost reduction is being sought by migrating customers to low-cost channels like e-services or
CRM, offering pay-as-you-go functionality, reducing up front expenditure/investment and
lower training costs.

The benefits of increasing efficiency through management projects are seen as reducing
the wastage of time, expense and business disruption, improved resilience, availability of
expert staff, fast implementation, and lower maintenance.

Scalability and flexibility benefits are seen as stemming from the choice of different
designs and architectures, instant upgrades, accessibility anywhere any time, reduced
incremental costs of new solutions, and ease of installation.

Market Opportunity - Potential Growth Opportunities for Rapid Host

Operationally focused solutions such as CRM, ERP, Exchange and Collaboration provided as
managed applications give opportunities for cost-reduction. scalability at flexibility. In
providing turn-key solutions, a resilient construction environment and the availability of expert
staff through end user service support efficiency gains can also be made.

Technically focused solutions such as Virtual Private construction also provide clear
opportunities for cost reduction, Scalability and Flexibility and have a very good future market
potential.

A detailed breakdown of the vertical sector drivers and potential matching of hosted services
to meet that demand is at Appendix A.

3
Technavio Insights – Hosting Services Technology Report – July 2008

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Impact of global economic downturn on Market Opportunity

“SBCOM” has already seen fewer enquiries and orders for new business over the past 3
months compared with the same period last year and fully recognizes the impact that
economic downturn will have on the construction market through increased energy costs
and customer focus on cost-reduction. In anticipation of this the company is focused on
keeping operating costs to a sustainable level.

“SBCOM” has assumed a CAGR growth rate of 10% in the UK construction market over the
next 5 years which is below that suggested by the latest industry research (2008 5) of 11.5%.
It has also written in a cumulative attrition rate into its revenue estimates through to early
2020 equivalent to about 1.25% (one and one quarter percent) of forecasted revenue. In
addition it has accounted for bad debts at 0.5% (one half of one percent) of total forecasted
sales revenue.

Market opportunities highlighted above coincide substantially with the potential impact on the
market of a downturn – price sensitivity and the seeking for alternative and flexible solutions
that allow customers to scale up and down as required. The downturn therefore go to
emphasise these opportunities and is likely to increase competitiveness in these areas. With
this in mind the provision of additional value to existing and potential customers through low-
cost/no-cost services such as cost management packages, disaster recovery and off-site back
up will help to improve competitive positioning.

5
Technavio Insights – Hosting Services Technology Report – July 2008

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F) SALES AND MARKETING

Sales and Marketing Strategy
To date the company sales and marketing strategy has been developed and actioned by the
Managing Director. The business relies substantially on repeat business and a limited amount
of marketing activity has been undertaken. Some hard mailings in 2019 were undertaken but
business has in the past been generated largely through a few partners and customer
referrals.

With its limited sales capacity the company has seen limited growth in 2019/20 as a result of
the focus by the Managing Director on acquisition negotiations. As such the company has a
limited new business pipeline. However, “SBCOM” has significant potential to increase revenue
by actively marketing its services.

Sales and Marketing Strategy – 2018-2023

A new sales and marketing strategy has been put in place to focus on developing three target
growth areas with low cost of sale that provide low risk and potential high return:

1) Upselling and Price Rises for existing customers

2) Direct Sales – Large customers
3) Hardware and ISV sales channels

The company has taken steps to overcome the previous limitations of its structure by
recruiting extra sales and marketing resource. “SBCOM” has engaged a marketing consultant
who will provide weekly input into the development and implementation of “SBCOM’’s new
marketing strategy. In addition, is in the process of appointing an experienced Interim Sales
Manager to develop Direct Sales and build a clear sales pipeline for the business. The sales
Manager will be supported by the Managing Director. This position will be recruited as a full-
time permanent position within the next 24 months.

1) Upselling and Price Rises for existing customers

“SBCOM” customers do not use all the services available to them and there is a
significant opportunity to add an estimated 40% revenue over a full year starting in
2024 by upselling existing services. This is a low cost of sale process that requires
minimal investment. “SBCOM”’s customer base has not seen any price rises over the
past 3 years. Whilst it is anticipated that some customers will leave it is estimated
that the net effect of price rises will be 10% growth in revenue in 2023/24.

2) Direct Sales – Large customers

A large customer is classified as one that spends in the region of £22k per month on
materials and consulting services. “SBCOM”’s largest customers are its most profitable.
The high service levels offered by position the company well in this market. The Sales
Cycle for large customers is estimated at 10 months based on previous sales in this
area. One of “SBCOM”’s customers is already in the process of upgrading its level of
service that will increase it from a medium to a large customer. This will bring the
number of large customers to 3.

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3) Hardware and ISV sales channels

Hardware resellers and ISVs require construction solutions. Securing partners in this
area will provide “SBCOM” with a low cost and low risk route to market. It is also
seeking other partners offering managed applications in the B2B space.

The Buying Process

This relies on an assessment by the buyer at some level of the technical variables within that
product offering. The knowledge of the buyer (or their agent) is a factor in the buying
process. There is clearly a wide variety of buyer construction knowledge in the business
market ranging from the installation illiterate where the needs of the buyer are not clearly
understood by the buyer to the expert who works from a clear specification requirement.

To address the wide range of product offerings and companies in the sector a number of
“20” installation rankings are maintained. These try to cut through the complexity and
frequently changing market offerings to provide a hierarchy of providers in various product
areas as well as a simple ranking of top providers. This goes some way to giving the
inexperienced buyer a reference point in this fast changing market.

Marketing - Immediate Action Plan

The focus of the immediate action plan is to increase market awareness of “ SBCOM”
services to existing and potential customers and facilitate sales activity in the three target
growth areas.

- Business As Usual - continue with inbound sales handling

- Adwords - directed to new web-site
- Customer Audit:
o facilitating a price rise decision
o looking for up-sell opportunities
o helping determine vertical focus areas
- Partners: Projects Resellers - potential for new sales projects & helping with
vertical/installation focus areas
- Customer Panel - improved customer communication
- Direct Selling - investigate/plan for specific vertical sectors

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Sales – Targets by growth area

Based on the above marketing strategy and taking into account UK market growth estimates
the following sales targets have been identified:

Targeted New Business Sales 2018/19 2019/20 2020/21

Existing Customers & Organic Growth Upsell and Price Increases

Large Customers

Hardware and Software Resales

Total

Sales Action Plan

Existing Customer Base.
“SBCOM” will be using its knowledge of its customers and the services that “ SBCOM” provides
to identify gaps between the two. It is planned that “ SBCOM” will identify key services that are
straightforward to implement and during the course of year and approach its customers
through a mixture of email, post and telephone selling.

Upselling and Price Increases.

“SBCOM” will look carefully at areas of the product portfolio that can be safely increased in
price, and implement these prices over the year ahead. It is anticipated that with such
increases low or no cost added value will be provided e.g. free remote backup service. In
addition a section of “SBCOM”’s customers are likely to be suitable targets for up-selling
e.g. additional space, or migration from Shared projects to Virtual Private Server projects.
These customers will be identified and approached through email and phone sales activity.

New Large Customer Sales

“SBCOM” has provided a level of service that has attracted two high value customers. It
already has one further customer whose revenue stream is forecast to become very significant
over the year ahead and another organisation which represents another high value integration
opportunity if the organisation’s plans proceed as expected. These leads have come entirely
through recommendation or customer’s own growth but “SBCOM” realises that this is not a
reliable source of new high value sales. Therefore “ SBCOM” has identified a major projects
reseller with its own sizeable sales team with a very significant customer base. It is
anticipated that through this relationship new mutually beneficial opportunities will emerge.

Reseller and ISV’s

“SBCOM” has found it difficult in the past to establish a suitable, efficient, successful sales
team. However we can deliver excellent, flexible solutions that can derive revenue for
ourselves and others. Therefore, initially using an interim sales resource, “ SBCOM’’ will seek
out a number of suitable organisations whose customer base would be suitable users of our
services. “SBCOM” already have a small number of such relationships and will use this
knowledge to grow new ones. After initial research identifying companies, “ SBCOM” will
approach these by telephone with the objective of deriving new recurring business for both
the partners .

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G) COMPETITION
The Construction market is populated with a wide range of similar product offerings that are
often only differentiated by relatively small technical variables. In this sense “SBCOM competes
with a broad range of construction providers for its core services.

“SBCOM” adds most value to its customers through installation expertise and support. It is this
– rather than price - on which it bases its service differentiation.

a) Financial Data
An overview of the financial Data for UK Internet Service Providers 6 shows “SBCOM” growing
its turnover in line with the industry average in 2019 and 2020 and slightly above the
industry average in 2021.
“SBCOM” shows a better than industry average gross and operating profit. However, despite
the fact that the industry averages exclude unusually high or low figures (i.e. plus or minus
two standard deviations from the mean) they include multinational companies with a diverse
product set (e.g. BT). Therefore care must be taken in viewing this as anything other than a
general indicator.
Results seem to indicate the ability of construction solution providers to maintain margins
within the market whilst scaling up.

b) Web-based data
On a simple Google search for the “SBCOM” product range it is clear that large, medium and
small companies (including resellers) provide competition fore “ SBCOM”. It is also clear that
from a simple price comparison “SBCOM” pricing is comparatively high for similar generic
offerings based on its higher service levels.

Perhaps because of the similar technological structure of construction companies, and the
struggle to differentiate, the definition of a product may vary substantially from one provider
to another. For example, whilst a installation product can be compared at a top level the
number of variables in server specification and service that delivers this type of product allows
companies to differentiate their offer.

6
Best Practice - Calculated using the data for companies that are both financially strong and have been
consistently profitable over previous years. Irregardless of size some companies are quite simply better
managed or better placed to take advantage of industry changes than others so these averages show the
potential for firms within this sector.

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Barriers to Entry for Competition

Barriers to entry for the construction market are relatively low on the sales side. In this area
there are an increasing number of construction reseller packages available to anyone wanting
to offer construction packages.

However, at the supply end of the construction market where “ SBCOM” has established itself,
higher management expertise and investment in a secure construction infrastructure and
customer acquisition would be necessary. With these taken into account a total investment
in the order of £2m-£4m would meet the requirements of a mid-sized construction company
like “SBCOM”. Speed to market for a new company in this area would be in the region of 12-
16 months. Thus, company wishing to go further by establishing its own data centre the cost
of market entry would be further increased and the timescale limited by constraint of power
availability.

Customer Retention
Whilst there is a relatively low cost of switching for customers in financial terms the “hassle”
factor of switching from one provider to another can be significant in preventing a change of
supplier. Interruption of email, exchange and sales related services resulting in business
interruption at some level can provide a significant deterrent.

Secure routes to market

Routes to market through sales projects or partners that offer services requiring independent
installation, is an established route to market for construction companies. Exclusive deals in
this area are possible but it is often through “preferred supplier” status that channels are
secured.

Competitive Threat
Whilst there is a constant competitive threat in a market that is fluid and changing the forecast
growth in the market would seem to indicate that “SBCOM” is well positioned to defend its position
and capitalise on this growth potential. It seems more likely that any “threat” to the business will
come from a competitor within the construction services market which wishes to gain “SBCOM”s
high value customers or alternatively a company with an emerging application, product or
technology who wishes to secure a launch platform and route to market.

Substitutes & Buyer Power

The most obvious substitute in this market is internal for the construction. However, as we
have seen from the growth forecast, companies are moving away from this to find more cost-
effective and flexible solutions. Buyer power in the light of the economic downturn will
increase as companies examine their cost base and look more closely at construction
alternatives.

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H) THE DIRECTORS AND MANAGEMENT TEAM

The management team combines founder vision with market expertise.

Ursu Boris– Managing Director

Boris has lead “SBCOM’’ since its formation. Bringing with him over 20 years of experience in
the Construction industry, Boris has guided “SBCOM’’ from a development business, through
maintenance, consultation, to now purely a design services organization. Boris has been a
strong installation leader in the “SBCOM” but with the introduction of an experienced
construction team over the last 3 years this baton has been passed on.

Professional Services Team

“SBCOM” has established relationships with local professional management and design firms.

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I) FINANCIAL INFORMATION

Funding of Growth Plans

“SBCOM”s cash position at the end of March 2023 is £780k. It is able to support its growth
plans with its current borrowing and need to anticipate need for further loan.

The directors have given personal guarantees by way of deed of priority over their
private residence in favour of the company’s bankers in order to provide loan security.

Shareholding

Shareholding
Shareholder Share ClassShares
%
Ursu
Boris

Total A Ordinary Shares

By virtue of their owning 100% of the ordinary share capital, Boris control the company jointly.
No approved or unapproved share option scheme is in place.

A full 5 year financial forecast as per the attached excel.

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Appendix A – Vertical Sector Growth Drivers

Vertical Sector Vertical Sector Growth Drivers Potential Growth Services

Banking, Financial Regulation requiring significant installation investments Management projects-
Services and Increased efficiency by migrating customers to low-cost based client-facing
Insurance channels like e-banking and web-based CRM applications such as call
Improved resilience and lower operational risk with a centre and customer
stable, flexible, and scalable infrastructure relationship applications
Lower transaction costs through economies of scale (CRM)
Flexibility to embrace new innovative solutions

Manufacturing Cost reduction, fees based on a specific functionality and Enterprise Resource
capacity to use depending on individual requirements Planning (ERP)
Higher business value benefits, faster and at reduced costs
than a purchased solution Manufacturing Execution
Reducing the wastage of time, expense and business Systems (MES)
disruption associated with in-house applications
No upfront expenditure on licenses, maintenance contracts Supply Chain Management
and new staff (SCM)
Scalability
Availability of industry-specific functionality that best meets
a company’s needs
Availability of expert staff to address issues
Advantage of security and risk-mitigation capabilities
Services Pay only for the functions used (Pay-As-You-Go) Constructions solutions
Reduced training Costs - using the internet as
Access to the latest technology without installation an application platform
Investment
Increase efficiency and cost savings
Access to applications for a fraction of the cost
Quick implementation process and lower maintenance
responsibilities
Instantaneous upgrades based on necessity for software
products
Unprecedented reach and flexibility to access from anywhere,
anytime
Government Choice of different design and architectures Reduce the e-governance solutions
incremental cost for implementation of new
solutions as well as the time needed for design and development
Improved cost efficiencies for improved ROI
Provides a lower-cost option that eliminates traditional
investment, setup, and maintenance hurdles
Designed to meet the requirements, budgets and needs of
individual agency or a large organization
Scalability & Flexibility
Availability on a monthly subscription fee basis
Access securely anytime, anywhere, from any computer with
internet access
Lower total cost of ownership
Communications Projects to offer services that drive subscriber growth and Web-based back-office
profitability to meet the challenge of creating new revenue applications such as billing,
opportunities mediation, rating and
Tailored, industry-specific solutions to solve business subscriber management
challenges
Cost effective solutions, with managed servers and updates Web-based client-facing
projects platform to offer advanced services applications such as call
Complexity in upgrading legacy systems centre and customer
Ease of switching - Facility to switch solutions easily relationship applications
Efficient back up and security (CRM)
Anytime, anywhere accessibility