BUSINESSPLAN

BUSINESSPLAN

PERSONA COMPANY

PERSONA

CONFIDENTIALITYAGREEMENT The undersigned reader of PERSONA Plan herebyacknowledgesthattheinformationprovided¬¬¬iscompletelyconfidentialandthereforethereaderagreesnottodiscloseanythingfoundinthebusinessplanwithouttheexpresswrittenconsento.

Itisalsoacknowledgedbythereaderthattheinformationtobefurnishedinthisbusinessplanisinallaspectsconfidentialinnature,otherthaninformationthatisinthepublicdomainthroughothermeansandthatanydisclosureoruseofthesamebythereadermaycauseseriousharmandordamagetoSupremeDataReserve.

Uponrequest,thisbusinessplandocumentwillbeimmediatelyreturnedtoSupremeDataReserve.

Thisisabusinessplan.Itdoesnotimplyanofferofanysecurities.

Thiscontractshallbegovernedbythelawsofthestateandanyapplicablefederallaw.

_____________________ __________________Signature PrintedName

CONFIDENTIAL-DONOTDISSEMINATE.Thisbusinessplancontainsconfidential,trade-secretinformationandissharedonlywiththeunderstandingthatyouwillnotshareitscontentsorideaswiththirdpartieswithouttheexpresswrittenconsentoftheplanauthor.

DISCLAIMER

Some ofthe statements contained in thisBusinessPlan,includesinformationincorporatedbyreference,discussfutureexpectationsandprojectedfinancialsuccessgatheredbythemanagement,whichisbelievedtobeultimatelysignificant.Thosestatementsaresubjectedtobothknownandunknownrisks,uncertaintiesandotherunforeseenfactors,whichcouldbebeyondthemanagementcontrol.

Importantfactorsthatmaycausetheactualresultstodifferfromthoseexpressedwithinmayinclude,butarenotlimitedto:

❖ Thesuccessorfailureofthecompany’sefforttosuccessfullymarketitsservicesasscheduled.

❖ The company’s abilityto maintainsubstantiallevelofreturnedcustomerandagrowingreferralbase.

❖ Theeffectofchanginglegislationandgovernmentregulation.

However,theassumptionsdisclosedhereinarethosethatmanagementbelievesaresignificanttothegrowthofthecompany.

TABLEOFCONTENT

CONFIDENTIALITYAGREEMENT 1DISCLAIMER 2TABLEOFCONTENT 31.0EXECUTIVESUMMARY 5

1.1MANAGEMENTTEAM 61.2RISKMANAGEMENT 71.3GOALSANDOBJECTIVE 7

OURGOALS 7OUROBJECTIVES 81.4SUCCESSFACTORS 81.5COREVALUES 91.6GUIDINGPRINCIPLES 102.0COMPANYOVERVIEW 11COMPANY’SCOMMITMENT 112.1MISSIONSTATEMENT 122.2VISIONSTATEMENT 122.3COMPANY’SDESCRIPTION 133.0PRODUCTSANDSERVICES 13SERVICEDESCRIPTION 134.0MARKETRESEACHANALYSIS 15FINANCIALSERVICESINDUSTRYOUTLOOK 15KEYTAKEAWAYSFROMTHEWINTER2022FINANCIALSERVICESINDUSTRYOUTLOOK16BANKING 16GROWINGDISPARITIES 18SPECIALTYFINANCE 23ASSETMANAGEMENT 25INSURANCE 30MARKETSTRUCTURE(DEFI) 35BIBLIOGRAPHY 38

IMPORTANCEOFTHISRESEARCHTO SUPREMEDATARESERVE 384.2TARGETMARKETS 38

4.3COMPETITORSANALYSIS 384.4SWOTANALYSIS 415.0STRATEGYANDIMPLEMENTATIONPLAN 435.1COMPETITIVESTRATEGY 435.2MARKETINGSTRATEGY 43MARKETINGOBJECTIVES 43MARKETINGSTRATEGIESOFSUPREMEDATARESERVE 446.0MANAGEMENTSUMMARY 466.1MANAGEMENTDESCRIPTION 466.2MANAGEMENTSTRUCTURE 467.0FINANCIALPLAN 487.1STARTUPANALYSIS 48IMPORTANTASSUMPTIONS 487.2FINANCIALOVERVIEW 497.3PROFITANDLOSS 507.4CASHFLOWSTATEMENT 527.5BALANCESHEET 557.6BREAK-EVENANALYSIS. 57

1.0EXECUTIVESUMMARY

Themoneymarketisacomponentoftheeconomywhichprovidesshort term funds.Themoneymarketdealsinshort-termloans,generallyforaperiodofayearorless.Asshort-term securitiesbecameacommodity,themoneymarketbecameacomponentofthefinancialmarketforassetsinvolvedinshort-termborrowing,lending,buyingandsellingwithoriginalmaturitiesofoneyearorless.Tradinginmoneymarketsisdoneoverthecounterandiswholesale.Thereareseveralmoneymarketinstrumentsinmost Western countries, includingtreasurybills,commercialpaper,banker’s acceptances,deposits,certificatesofdeposit,billsofexchange,repurchaseagreements,federalfunds,andshortlivedmortgage andasset-backedsecurities.Theinstrumentsbeardifferingmaturities,currencies,creditrisks,andstructures.

Supreme Data Reserve is a financialserviceandamoneymarketorganizationlocatedinHQMinnesota.Ourwiderangeofserviceisspreadthroughinvestorswhodon’thaveaMoneyMarketAccount,newbusinesswhoneedassetmanagement,bankgrowth,ownershipfromabank,alsocompanieswhoneedcontracts.Weown,webuyequipmentandcovercompanyvehiclesandinsuretheproperties.

Wehaveourauthenticbroadrangeofspecificactivitiesasamoneymarketorganizationthatpurchaseshome-equityloans,credit-cardreceivables,autoloans,mobilehomeloansandstudentloansthatbecomesasset,makingitanAsset-backed-security.We have a wide rangeofinnovationinopening

offeringforassetinvestments,businesspurchasesandautoandbusinessinsurance.

SupremeDataReserveisbirthedoutofthedebtceilingcrisisthatisgradually becoming something unhealthyforthepeopleandtheenvironmentatlarge. Supreme Data Reserve believes in buildinglifelongrelationships,strategizing solutions forgrowth.Withlong-lasting,distinctive,andsubstantialsolutions,wesustaintoimprovenetworkandcommunicationperformance.Webelieveinperformingthebestanddelivermaximumleveragetoourcustomers,buildingabrighterfuturetogether.

Wewillcarryoutcriticalmarketingstrategiestoboostbusinesspublicityand awareness and ensure thatthe necessaryunderstandingandadvertisementareachievedlocallyandnationally.Wewillimplementdigitalmethods as wellas conventionalstrategies,willbeimplementedinreachingourtargetaudience. A keyfactorofbusiness we shallnothandlewithlevityisclients’satisfaction.Wewillensurethehighestqualityofservicesatalltimestomeetorsurpasstheclient’sexpectations.Wewillensurethattheclient’sneedsandrequestsaredulyandcorrectlyunderstoodtounderstandthebestangletocomeinandofferourservices.

1.1MANAGEMENTTEAM

TheorganizationmanagerofSupremeDataReserveisNumonieJones, apassionateandopen-mindedindividualwhoissupportedbyateamofcredibleandcommittedindividuals,readytoharnessalltheirstrength,

availability,andprofessionalism tocatapultthebusinesstoagreaterheight.

SupremeDataReservehasaninsatiabledesiretocreatevaluebybuildinguponhiscapabilitiesthroughcollaborationandmotivationtotakeaction

whileprovidingsupportandguidancethroughtheprocesstoachievegreatness.

1.2RISKMANAGEMENT

SupremeDataReserveisnotexemptedfromtherisksmoneymarketorganizationisexposedto.Withtheemergenceofourbusiness,thepossiblerisksarewideacceptabilityasaviablesubstituteforothers,capitalinjectiontolaunchandstabilizebusinessgrowthandtheneedforapositivelystrongmarketingprogram.

Differentstrategieswillbeputinplacetoascertainthattheriskstoourbusinessarecontrolledorminimized.Thesestrategiesinclude;

Investing sufficientfunds into the businesstomeetallrequiredbusinessoperationrequirements. ● Adoptingeffectivestrategiestopromoteourbrandandgeneralservices● Minimizingoverheadcosts,whichincreasesthebottom-lineprofit● Buildingstrategicandsymbioticpartnershipswithnecessarycompanies.● Buildingasufficientclientbase ● Providingaconstantandeffectivecommunicationlink

1.3GOALSANDOBJECTIVE

OURGOALS

Thegoalofeverybusinessistobesuccessful.Bysuccess,itmeansalarge clientbase,constantly increasing patronage,andhence,rapidbusinessgrowth.

Supreme Data Reserve’s paramountgoalistoprovideeffective,

efficientandcustomer-focusedsolutions.

OurgoalistogainmoneymarketaccountsandCentralbankswhogetthediscountednotes
Ourgoalistoaccumulateproperaccountsandcontinuetoholdastrongmoneymarketcompany
Ourgoalisalsotorunabusinessthatwillnotonlysucceedinrevenueandsizebutwillalsohavealandmarkimpactlocallyandnationally.

OUROBJECTIVES

Thefollowingaretheaimsandobjectivesofthecompany:

Maintainasteadygrowthinsalesvolumethatwillsustainthebusinesslong-term. ● Topromoteandenhanceourbusinessineveryramificationthroughpremiumqualityandwell-structuredservicemeasures.
Tohelpbusinessownersandindividualsreachtheirbusinessgoalsandbuildanefficientandeffectiveteam.
Tolaunchalaser-focusedmarketingcampaigninacontrollableandmeasurablemarketthatwilldrivecustomerstowardthecompany’swebsite.
Tobuildagoodreputationandconnectionsintheindustry.● Establishaminimum 96%clientssatisfactionratetoestablishlong term relationships with ourclientsandcreateword-of-mouth

marketing

Toachieveaconsistentlyincreasingmarginalprofit
Tohelpindividualstoreachtheirpersonalandprofessionalgoals● Exceedclientexpectationswithsuperiorpricing.

1.4SUCCESSFACTORS

Acriticalsuccessfactorthatispertinenttothegrowthofourcompanyisthenumberofclientsweareabletoattractwithourstandardservice.Oureffortasacompanywillcontinuallyfocusonincreasingandimprovingourclientbase.

Thiswouldeasilybeachievedthroughascertainingthefollowing:

❖ FluidTransition:Wewillensurethatweflowwiththetrendsandstayrelevantandpromoteourbusinesspracticesbyintegratingmoreinnovativeandcreativeservicemethods.

❖ BudgetAdherence:Themostcriticalsuccess

factorfacedbythecompanyispropermanagementof

its budget and successfulcompletionofthecompany’sinitialfunding ❖ Improvements:Inanefforttoearnandmaintainanimpeccableimage,wewillalwayslookforinnovativeandcreativemethodstowardsimprovingourservices.Wewillnotslowdownabitinourpursuitto alwayssatisfyourcustomerswithnew,modernandinnovative methods and approachestowardsdeliveringqualityservices.

❖ KnowledgeabouttheIndustry:Weaimtocontinuetoupdateour

knowledgewithlatestandmostprofitableindustrytechniquesandideasthatcomplywithlocalandinternationalindustrystandardsbykeenlyfollowingthetrends,andlearningfromestablishedplayersaswellasbringingaboutnewideologies.

❖ Communication:Wewilladoptaflawlesscommunicationchanneltoallclients,whichwillenableexcellentbusinesstransactionsaswellasaplatform to makeenquiresandprovidesolutionstotheminstantly.

❖ SocialMediaFootprint:Itwillbenecessaryforthecompanytocreateand maintain a strong socialmediaplanwithexperiencedprofessionalstoexecutetheplan. ❖ Continuallylearnfromclient’sfeedback

1.5COREVALUES

AtSupremeDataReserve,wewillupholdpremiumanddistinctvaluessuchas:

♣ EffectiveServices ♣ EfficientSolutions ♣ Integrity

♣ Customer-focusedanalysis ♣ Quality

♣ Affordability

♣ Excellentclientrelationship

1.6GUIDINGPRINCIPLES

ThefollowingaretheprinciplesthatguideSupremeDataReserve;notonly

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collectivelyasa companybutalso asanindividualassociatedwithSupremeDataReserve. – Wewillbetruetoouraspirationsandourselves.

– Wewillplanforsuccessandexecutetheplan.

– Wewillbuildenduringandmeaningfulrelationships.

– Wewillcommunicatewithclarityandprofessionalism.

– Wewillcultivateawinningculture. 2.0COMPANYOVERVIEW

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COMPANY’SCOMMITMENT AtSupremeDataReserve,weunderstandtheneedtobeflexibleandresponsive,tosatisfyourclientsbyofferingthemwhattheywant,whentheywantit,andbeatthecompetition.Webelievethatcustomerserviceshouldbeproactive,informativeinnature,intent-driven.

Supreme Data Reserve is committedtobuildingitsbusinessonprofessionalism,courtesy,reliability,anddemonstratesitsdedicationwhilebuildingrelationshipswithcustomerstoensureconstantrevenuefromitsservices.With the intentto build a nationallyrecognizedbrand,the

companywillhirereliableemployees,staypresent,keepagoodbusinesscreditrating,keepclaimstoaminimum,andachieveitsgoalsquicklyanddevelopastrongreputationforexcellence.

SupremeDataReserve willatall-timedemonstrateitscommitmenttosustainability,bothindividuallyandasacompany,byactivelyparticipatingin ourcommunities and integrating sustainablebusinesspracticeswhereverpossible.Wearecommittedtogrowingourbusinessthroughembracingtechnology,developingstrongpartnershipsandbyemphasizingonprovidinghighlevelsofcustomersatisfactionandensurethatweprovidetherightresourcesattherighttimetomaximizeourclients’businesspotential.

Wewillensurethatweholdourselvesaccountabletothehigheststandardsbymeetingourclients’needspreciselyandcompletelywhenevertheyuseourplatform.Wewillcultivateaworkingenvironmentthatprovidesahuman,sustainableapproachtoearningaliving,andlivinginourworld,forourpartners,employeesandforourcustomers.

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2.1MISSIONSTATEMENT

ThemissionofSupremeDataReserveistofundnewstartups,loanandcovercontracts.Wewanttoprovidethehighestlevelofourserviceswhileindividualizingeveryclientandmaintainingintegrity,fairness,andhonesty.Weseeourselvesasatrustedcompany.

2.2VISIONSTATEMENT

Wewanttocapturealargepercentageofthecountrylandscapeinjustafewyearsofbusinessoperation.Weaim toattaintheclimaxspotinthemarketassoonaspossibleaswell.Ourvisionreflectsourvalues:integrity,service,excellence,andteamwork.Ourvisionstatementgoesthus:Allthingsthatweregreatwascommonsensejustlikebankswithcommoncents.

Excellence

Integrity&

Teamwork

Service

Vision

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2.3COMPANY’SDESCRIPTION

CompanyName Location	SupremeDataReserve HQMinnesota
OrganizationManagment	NumonieJones
AuditSpecialist	Rogermoua
Website	Supremedatareserve.com
Email	Contact@supremedatareserve.com
PhoneNumber	+18338001160

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3.0PRODUCTSANDSERVICES

SERVICEDESCRIPTION

AtSupremeDataReserveOurwiderangeofserviceisspreadthroughinvestorswhodon’thaveaMoneyMarketAccount,newbusinesswhoneedassetmanagement,bank growth and ownershipfromabank,alsocompanieswhoneedcontracts.Weown,webuyequipmentandcovercompanyvehiclesandinsuretheproperties.

OurmainedgeovercompetitorswhichhassuccessfullyprovenustobethebestinthemarketingindustrytimeswithoutnumberisourSalesFunnelwhichhasconsistentlygeneratedmaximumprofitsforourclients.Weworkoneononewithprospectiveandcurrentclienttodevelopandmaximizeresultswhilestayingwithinanygivenbudget.

AtSupremeDataReserve,ourclient’sbestinterestwillalwayscomefirst,andourvaluesandprofessionalethicswillguideeverythingwedo.Wewillensurethatweholdourselvesaccountabletothehigheststandardsbymeetingourclient’sneedspreciselyandcompletely.

SupremeDataReserve willbeknownforexceptionalcustomerservice.Our potentialemployees willhave excellentproductandservicesknowledgeandwillbetrainedonthefitofeachofourproductsand

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servicestoguidecustomerstousageandpatronage.

4.0MARKETRESEACHANALYSIS

FINANCIALSERVICESINDUSTRYOUTLOOK Alongwithrapidtechnologicaladvancements,mattersofenvironmentalandsocialimportancearecontinuingtoshapesectorsacrossthefinancialservicesspace.Inthislatestquarterlyoutlookfortheindustry,weexaminehow bankscantap into new opportunitiesbycateringtohistoricallyunderservedcommunities,whatgrowingattentiononcleanenergyandsmallbusinessequitymeansforspecialtyfinancelenders,andhowclimatechange-relatedrisksareaffectinginsurers.

Wealsoassesshow assetmanagersarerampinguppressurearoundenvironmental,socialandgovernanceinitiativesbutarealsofeelingthispressurethemselves,andtherolesmartcontractsareplayinginreshapingcapitalmarkets.

“Playersinthefinancialservicesspacehaveanopportunitytobemoreintentionalinseekingoutwayswhereinnovation,customerexperienceandnewtechnologiescanhelpthem adapttoevolvingpriorities,includingESGandfocusingonunderservedcustomersandcommunities,”saysPeterBrady,nationalfinancialservicesindustryleaderatRSM.

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KEY TAKEAWAYSFROM THEWINTER 2022FINANCIALSERVICESINDUSTRYOUTLOOK

∙ Financially underserved individuals andbusinessesarelikelytorepresentnewcustomersandadditionalsourcesofgrowthforbanksasthe sectorfaces increasing competitionfromfinancialtechnologycompanies.

∙ Technologyasadisruptiveforce,cleanenergy,andequityinfinancialservicesarebroadthemesweexpecttocharacterizetheConsumerFinanceProtectionBureau’sregulatoryagendamovingforward.

∙ With assetsinvested in ESG strategiesgrowingrapidly,managers’responsibilityforexecuting theirstatedESGmandateshasdrawngreaterattentionfromregulatorsandinvestors.

∙ Insurershavetoprepareforthepotentialimpactofclimateriskfactorsand incorporate climate mitigation aspartoftheirenterprise-widecorporatestrategies,riskmanagement,andinvestmentportfolios.

∙ Thegrossvalueofassetslockedintosmartcontractshasbeengrowing,andsuchcontractshaveevenexpandedintotraditionalcapitalmarketfunctions.

BANKING

INSURANCE

SPECIALTYFINANCE

MARKETSTRUCTURE(DEFI) ASSETMANAGEMENT

BANKING

Thefinanciallyunderserved:Howbanksarepositionedtomakealasting

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impact

For the financially underserved in theUnitedStates—primarilysocioeconomicallydisadvantagedpeopleofcolorwhoareunbankedorunderbanked as well as minority-ownedsmallandmedium-sizedbusinessesthatlacksufficientaccesstothebankingecosystem—thewideningwealthgapandfinancialhardshipsresultingfromthepandemicarenotjustmediaheadlines.Theyareareality.

Hereinliesanopportunityforbanks.TherearemillionsofU.S.householdsthatareunbanked orunderbanked,accordingtotheFederalDepositInsuranceCorp.,andnearly1millionminority-ownedsmallbusinessesacrossthecountry,accordingtotheU.S.CensusBureau.Withoutaccesstothebankingsystem,thesegroupsoftenturntohigher-costalternativesfortheirbankingneedsandasaresultmaybeunabletobuildwealthforfinancialgoalssuchasretirementorahomepurchase.Thislackofaccessalsomeanspeopleinthesegroupsmaybeunabletoborrowtoattendcollegeorstartabusiness.

Thesegroupsneedthesupportandsecuritythebankingsystemoffers.Now,with morebanksassessing thefeestructuresoftheirdepositaccountsandfinancialproducts,financiallyunderservedindividualsand

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businessesarelikelytorepresentnewcustomersandadditionalsourcesofgrowthforbanksasthesectorfacesincreasingcompetitionfromnonbankfinancialtechnologycompanies.What’s more,bringingthefinanciallyunderservedintoabankingsystemthatfostersanenvironmentoftrustandpromotestheirfinancialwell-beingcandirectlybenefitU.S.economicgrowth.ArecentstudybyMcKinsey&Co.indicatesthatnarrowingthewealthgapforBlackAmericanscouldaddroughly$1trilliontotheU.S.economybytheendofthisdecade.

GROWINGDISPARITIES

HouseholdwealthintheUnitedStatescontinuestogrow,butalargenumberofpeoplestillmaylackfinancialassetssuchasstockmarketinvestmentsornonfinancialassetssuchasrealestate.

Data compiled by the Census Bureaushowsthedisparityin

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homeownershipratesamongvariousracialgroupsintheUnitedStates.

Asthepandemiccontinues,thedatashowsthathomeownershipratesforallraces,exceptwhiteAmericans,isdeclining.Further,thegapbetweenwhiteandBlackhomeownersisyetagainnearingitswidestpointsincetheCensusBureaubegantrackingthedata.

Andtheeconomicdisparitiesdon’tstopwithfinanciallyunderservedU.S.households.

DatapublishedbytheFederalReserveshowshowdeeplythepandemichasaffectedsmallbusinessesownedbypeopleofcolor.HerearesomeofthefindingsfromtheFed’s2021SmallBusinessCreditSurvey:

∙ “Ninety-two percent of Black-owned firmsreportedexperiencingfinancialchallengesin2020(upfrom 85%in2019),followedbyAsian ownedfirms(89%,upfrom 70%)andHispanic-ownedfirms(85%,up

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from 78%).White-ownedfirmsweretheleastlikelytoreportfinancialchallenges(79%,upfrom65%in2019).”

∙ “Blackbusinessownerswerethemostlikelytotapintotheirpersonalfundsinresponsetotheirfirms’financialchallenges(74%)comparedtoHispanic-ownedfirms(65%),Asian-ownedfirms(65%),andwhite-ownedfirms(61%).AlmosthalfofBlack-ownedfirms(46%)reportedconcernsaboutpersonalcreditscoresorlossofpersonalassetsasaresultoflatepayments,thehighestshareamongtheownergroups.Incontrast,white-ownedfirmswerethemostlikelytoreportthattherewasnoimpactontheowner’spersonalfinances.”

TheFedalsopointsouttheconcernsfacedbysmallbusinessesownedbypeopleofcolorinhow theyobtainfinancingneededtooperatetheirbusinesses.Fromthereport:

∙ “Acrossownergroups,Black-ownedfirmsthatappliedfortraditionalformsoffinancingwereleastlikelytoreceiveallofthefinancingtheysought (13%).Hispanic and Asian-ownedfirms(20%and31%,respectively)werealsolesslikelythanwhite-ownedfirms(40%)toreceiveallofthefinancingforwhichtheyapplied.”

∙ “Firmsownedbypeopleofcolorweretwiceaslikelyaswhite-ownedfirmstoreportthattheydidnotuseafinancialservicesprovider.TwelvepercentofBlack-andHispanic-ownedfirmsdidnotusefinancialserviceproviders,followedby11%ofAsian-ownedfirmsand6%ofwhite-ownedfirms.”

Thefinancingchallengesbeforethepandemic,coupledwiththeshockofthe pandemicitself,hascreated a perfectstormforminority-owned

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businesses.

ReturnINGTOTHEIRROOTS

Thecurrenteconomicenvironmentishighlightingtheneedtohelpthefinanciallyunderserved.Bankscanplayasignificantpartinthiseffort—asthey did in the early 1800s,when someoftheearliestbankingorganizationshelpedsupportpeopleandcommunitiesinneedbyprovidingameanstosaveorfinancethebuildingofhomesorbusinessactivities.

Because of the variety of needs amongfinanciallyunderservedcommunitiesintheUnitedStates,bankscandeploysupportinnumerousways.Herearesomeoptions:

∙ Investin communitydevelopmentfinancialinstitutions(CDFIs)orbecome CDFI-certified: CDFIs promoteeconomicopportunitiesinfinanciallyunderservedordistressedcommunitiesbyhelpingindividualsfinanceahomepurchaseorsmallbusinessandinvestinginlocalcommunityinitiatives.Forexample,BankofAmericahasinvestedover$1.6billioninmorethan250CDFIsacrossall50statesandWashington,D.C.,creatingadirectorythatcanconnectsmall-businessownerswithadditionalcapital.

∙ Createprogramstosupportcommunitydevelopmentactivities: Getcreativeinhowtheorganization,throughitsowncustomers,cansupportcommunitydevelopmentactivitiesinunderservedcommunities.SunriseBanks,anearly$2billioncommunitybankheadquarteredinSt.Paul,Minn.,hascreatedadepositimpactfund,whichwillhelpitdrivelocal

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developmenteffortsinunderservedareas.AtSunrise,acustomerorbusinesscanopenadepositaccountanddesignateitasanimpactdepositfund,andtheproceedswillthenbeusedtosupportthosecommunitydevelopmentefforts.Thefundsstillbelongtotheaccountowners,buttheiruseisallocatedtosupporttheseimportantefforts.

∙ Increaseeducationaloutreachtotheunder-orunbanked: WhilethelatestdatacompiledbytheFDICindicatesthatroughly5.4%ofU.S.householdsareunbanked,itdoesn’ttakeintoaccounttheadditionalU.S.householdsthatarenotfullyengagedwiththefinancialservicessystem.Thisreferstohouseholdsthathaveanaccountataninsuredinstitutionbutalsoobtainfinancialproductsorservicesoutsideofthebankingsystem.

Inanefforttoattractmorehouseholds,bankscanlooktoincreasetheirmarketingcampaignsandawarenesseffortsaroundtheimportanceofparticipationinthebankingsystem.Throughanewinitiative,WellsFargo plans to redesign roughly 100branchesinunderserved

communities to create a more comfortableandaccommodativeenvironmenttoeducatepeopleabouttheimportanceofbankingaccessandfinancialhealth,whetherone-on-oneorthroughgroupseminars.

∙ Support minority communities throughcharitablegiving:Considerallocatingahigherportionofcharitablegivingtounderservedorminoritycommunities.In2021,69%—or$1.9million—ofcharitablegivingmadebyPacificPremierBank,anearly$21billionbankwithbranchesacrossthe westand desertsouthwest,waspledgedtosupportminoritycommunities.

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Banksdon’tnecessarilyneedtobecreativewithwaystosupportthefinanciallyunderserved,buttheydoneedtobeintentional.

Duringthecurrenteconomicrecovery,bankshavebeenviewedmuchmorefavorablythantheywerecomingoutoftheGreatRecession.Butinthenearterm,workingtoblunttheincreasingwealthgapandsupportthefinanciallyunderservedwilllikelybekeyareasinwhichbankscanmakethebiggestdifferenceandalsocultivateincreasinglyfavorableviewsfromcustomersandthebroaderpublic.Indoingso,bankscanunlockameanstonewgrowthwhilesimultaneouslysupportingcontinuedeconomicexpansion.

SPECIALTYFINANCE

TheConsumerFinancialProtectionBureau’semergingagenda

Sinceitsformationin2011,theConsumerFinancialProtectionBureauhasbeen perhaps the mostsignificantfederalregulatoryagencyforthespecialtyfinancesectorandmiddlemarketfinancialservicecompanies.NearlyayearintotheBidenadministration,recentannouncementsarestartingtoshedlightonafew broadthemesthatwillcharacterizethe

CFPB’sregulatoryagendamovingforward:

1.Technologyasadisruptortotraditionalfinancialservices: Thereisnothing new aboutthe rapid digitaltransformationoftraditionalfinancialservices companies.Throughthedevelopmentofnewtechnologies and partnership with establishedtechnologyfirms,

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traditionalfinancialservicesinstitutionsarechangingthewaysinwhichtheyacquire,engagewithandservicetheircustomers.Ascompanies change how they do business,itischallengingforregulatorstoenforceexistingrules.

Twiceayear,theCFPBpublishesanagendaofitsplannedrule-makingactivities.ThemostrecentagendaindicatesthattheCFPBrecognizestheroleoftechnologyandtheneedforareevaluationofcurrentregulations.Onelong-term topicontheagency’sactionlistisartificialintelligence.The CFPB recognizes theimpactonconsumersof

increasingdeploymentofAI,includingmachinelearning,acrossawiderangeoffinancialservicesfunctions.

Use cases forAIhave emerged inareassuchasassessingcreditworthinessofborrowerswithlimitedcredithistoryandintheuseofalgorithmstoautomatetheentireloandecisionprocess.Intheseexamples,AIcompletelytransformsthewayinwhichtraditionalfinancing decisions are made,replacinghumandecisionswithtechnology,adynamicnotfullycontemplatedbyexistingregulations.Furthermore,theCFPBstatesitis“continuingtomonitortheuseofAIandisevaluatingwhetherrulemaking,apolicystatement,orotherBureauactionmaybecomeappropriate.”

2.Financing clean energy:Theadministration’semphasisontheexpansionofcleanenergy,alongwithcompanies’andconsumers’growingawarenessofitsimportance,meansnewopportunitiesforspecialtyfinancecompanies.Businessesinthisspacecanplayarole

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infinancingresidentialsolarpanelsandothercleanenergysources.

TheEconomicGrowth,RegulatoryRelief,andConsumerProtectionActsignedinMay2018amendedtheTruthinLendingActtomandatethattheCFPBprescriberegulationsrelatingtoPropertyAssessedCleanEnergy(PACE)financing.ThePACEmodelencompassesthefinancing ofenergy-efficientand renewableenergyupgradesand

installationsinresidentialandcommercialproperties.In2019theCFPBtookthefirststepinfulfillingitsmandatebyissuinganadvancenoticeofproposedrule-makingrelatedtoPACEfinancing.

Initslatestagenda,theCFPBnotedthatitiscontinuingtoengagewithstakeholdersandispursuingquantitativedataontheeffectofPACEonconsumers’financialoutcomes.Asthistypeoffinancingbecomesmorepopular,itisreasonabletoexpectthattheCFPBwillissueapolicystatementorregulationsthatwillaffectthewayinwhichPACEfinancingisconducted.

3.Smallbusinessespromotingequity:InaproposedruleonSept.1,theCFPB acknowledgedtherolesmallbusinessesplayinwealthcreationforindividuals,familiesandcommunities.AccordingtotheSmallBusinessAdministration,morethan60millionAmericansworkinsmallbusinesses,andsmallbusinessescreatednearlytwiceasmanynewjobsaslargebusinessesdidbetween2010and2019.

Fairnessinlendingtosmallbusinessescanfostergreaterequityandcommunitydevelopment,whiletheabsenceoffairpracticeshighlightsexistinginequities.Toprovidebetterinformationaboutlendingto

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smallbusinesses,theCFPB’sproposedrulewouldrequirelenderstocollect and report data about creditapplicationsfromsmallbusinesses,includinginformationaboutwhetherthosebusinessesarewomen-owned orminority-owned.Theobjectiveistoincreasetransparencyoforganizationsthatlendtosmallbusinessesandtoensurethatsuchbusinesseshaveaccesstofairlypricedcredit.

Technologyasadisruptiveforce,cleanenergyandequityinfinancialservicescontinuetobeemergingareasoffocusinfinancialservices,specificallyinspaceswherespecialtyfinancecompaniesoperate.RecentcommunicationandactionbytheCFPBindicatesthattheseareaswillalsorequireregulatoryfocus,withthelikelyintroductionofnewrules.Anycompanyoperatingintheseareaswillneedtostayabreastofchangestotheregulatoryenvironment.

ASSETMANAGEMENT

AssetmanagersareturningupESGpressure—andfeelingit,too

InMay,EngineNo.1,asmallhedgefundwith$250millionofassetsundermanagement,pressuredoilgiantExxonMobiltorethinkitsbusinessmodelandembraceenvironmentallyfriendlypractices.ThepushcameinthewakeofExxonMobil’sdecliningprofitability,butitisalsoanotableexampleofincreasedinvestorinterestinmoresustainableandclimate-consciouscorporatepolicies.

The effort was a success for EngineNo.1.ItswinagainstExxonMobil—withits$250billionmarketcapitalization—wassignificantbecausewhilethehedgefundheldonlya$40millionstakeinExxonMobil,

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itwasabletotakethreeboardseats.EngineNo.1alsosecuredthesupportoftheoilcompany’stopthreeinvestors:Blackrock,StateStreetand Vanguard,whichcollectivelyarepushingfortheoilcompanytoprepareforafuturewithoutfossilfuels.

Thisproxybattlehighlightsthatinvestorsarelookingtoinfluenceeventhosecompaniesmanypeoplemaynotseeasfriendlytoenvironmental,socialandgovernanceinitiatives.

Thisproxybattlehighlightsthatinvestorsarelookingtoinfluenceeventhosecompaniesmanypeoplemaynotseeasfriendlytoenvironmental,socialand governance initiatives.Theyarealsolookingtoinfluencecompanyboards;inreviewingshareholderproxiesbytypeandisolatingenvironmentalproxies,44%ofallproxiesin2021relatedtoclimaterisk.Thispercentagewasonly22%in2016.

EngineNo.1’seffortcameduringayearthathasseenanuptickinthenumberofproxiesrelatedtoESG topicsandasignificantjumpinthesuccessratecomparedtolastyearasmeasuredbythepercentageofESGproxiesthatwereapprovedbyshareholders.

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Drawingontheinterestitgainedafterwinningtheproxybattle,EngineNo.1raisedadditionalcapital,nowhas$430millionundermanagementandrecentlylaunchedanexchange-tradedfund(ETF)focusedoninfluencingthedecisionsofthelargest500U.S.-listedcompanies.ThroughtheETF,EngineNo.1willattempttoholdcompaniesaccountableinprioritizingESGmatters.

ItmightbeeasytothinkofEngineNo.1asanisolatedcasethatwillnothaverepercussionsinthebroaderassetmanagementspace;however,thedatashowsthatinterestinESGisnotgoingaway.U.S.ESGassetsundermanagementnowexceedthoseofEurope,whichheldthenumberonespotbefore2020,accordingtoBloombergdata.Infact,duringthelasttwoyears,ESGassetsintheUnitedStateshavegrownmorethan40%andnowsitat$17trillion,ornearlyhalfofthetotalglobalESGassetsof$35trillion.Thisfigureisprojectedtogrowto$50trillionby2025,andatthatlevel,ESGassetswillrepresentalmostathirdofthetotal$140trillionofprojectedglobalassetsundermanagement,accordingtoBloomberg.

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AsassetmanagersturnupthepressurearoundESG,theythemselvesarealsosubjecttokeepingupwiththeseincreasinglyimportantcriteria.WithassetsinvestedinESGstrategiesgrowingrapidly,managers’responsibilityforexecutingtheirstatedESGmandateshasdrawngreaterattentionfromregulatorsandinvestors.

Regulatoryattention

Throughout2021,theSecuritiesandExchangeCommissionhasfocusedonthelackofuniform standardsaroundESG.WhentheSEC’sDivisionofExaminationspublishedits2021ExaminationPrioritiesinthefirstquarter,ESGreappearedafteralsobeingontheprioritylistin2020.Aroundthe

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sametime,theSECestablishedtheClimateandESGTaskForceintheDivisionofEnforcement,whichamongotherduties,will”analyzedisclosureandcomplianceissuesrelatingtoinvestmentadvisers’andfunds’ESGstrategies.”

Ariskalertfollowedinthesecondquarter,providingdetailonareasSECexaminers would focus on based on deficienciesobservedintheexaminationofinvestmentadvisersandfundsregardingESGinvesting.AttheSEC’sAssetManagementAdvisoryCommitteeJulymeeting,ESGfeaturedprominentlyontheagenda.Inhisremarks,ChairmanGaryGenslerdiscussedhisconcernsonfunddisclosuresandnamingconventionsinconnectionwithsustainabilityinvestingandthelackofdiversityintheassetmanagementindustry. Morerecently,speakingbeforeaEuropeanParliamentcommittee,Genslerreferredtofundsmarketingthemselvesas”green,””sustainable”or”lowcarbon”andindicatedthathehadaskedSECstaff”toreviewcurrentpracticesandconsiderrecommendationsaboutwhetherfundmanagersshould disclose the criteria and underlyingdatatheyusetomarketthemselvesassuch.” Giventhistonefrom thehighestlevelattheSEC,alongwiththecombinedeffortsoftheDivisionofExaminations,theClimateandESGTaskForce,andtheAssetManagementAdvisoryCommittee,weexpecttheSECtokeepputtingpressureonassetmanagersasitworkstoestablishclearerguidelines.

Lookingforward

TheSEC’sfocusonESG disclosuresandpracticeswillrequireasset

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managerstobemorevigilantwhencuratingESGmarketingmaterialsandmore deliberate aboutthe execution oftheirESGstrategyandthesupportingcomplianceprogram.ThethreatofenforcementactionforESGinfractionshasbecomerealinthewakeoftherecentnewsofEuropeanandU.S.regulatorslaunchinganinvestigationintopossibleviolationsbyDWS,aglobalassetmanageraffiliatedwithDeutscheBank.

Assetmanagersarealsofeelingtheheatfrominvestors.Large-assetownershavecontinuedtoputcompaniesandassetmanagersonnotice.Onesuchhigh-profileinvestorisHarvardUniversity’sendowmentfund,whichannouncedinSeptemberthatithaddivestedalldirectinvestmentsinfossilfuelcompaniesandplannedtomakenofurtherinvestmentsinsuchcompanies.Theannouncementfrom suchaprominentassetpoolis

significantandwillringloudintheassetmanagementcommunity.Foryears,limitedpartnershavebeenincreasingtheirincorporationofESGintothenew-managerselectionprocessthroughtheuseoftoolssuchastheUnitedNationsPrinciplesforResponsibleInvestment’sduediligencequestionnaires forhedge funds and privateequity.Thisfocushascontinued to grow,prompting organizationssuchastheInstitutionalLimitedPartnersAssociationtoupdatetheESG-linkedquestionsinitsduediligencequestionnairethisyear.

Heightenedscrutinyonassetmanagers’ESGinvestmentstrategieshaspromptedsometouselinesofcreditlinkedtoESGgoals,seekmoretransparencyonESGinitiativesandmakecommitmentstodomore.

Clearly investorswill continue to pushassetmanagersforESG

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accountabilityattheinvestmentstrategy/portfoliolevel—butincreasinglytheywillalsofocusonthisissueattheassetmanager’sownorganization.

INSURANCE

Riskwithoutreward:Climatechangeandtheinsuranceindustry

Againstthebackdropofthepandemic’sdisruption,millionsofpeoplehavealsoexperiencedextremeweatherdisasterssuchaswildfires,hurricanes,droughts,tornadoesandhailstormsoverthelastyearandahalf.Thesetypesofcatastrophiceventsexposetheinsuranceindustrytoclimate relatedliabilitiesforpropertyandcasualtyinsurers.

In2020,theUnitedStatesexperiencedover$20billionofdamagefromweatherandclimatedisasters,accordingtoinformationfromtheNationalOceanicandAtmosphericAdministration.Despitehavingfewersevereweathereventsin2021todate,storm-relatedcoststhisyearacrossthecountryhavealreadyexceededcostsin2020.

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With climate events expected to continueincreasinginseverityandfrequency,and loss frequency predictedtoriseaswell,insurancecompaniesmustunderstandclimaterisksandtheimplicationsgreaterexposurescanhaveontheirbusiness.

Climatefactorsaffectinginsurance

Insurersshouldprepareforthepotentialimpactofclimateriskfactorsandincorporateclimatemitigationaspartoftheirenterprise-widecorporatestrategies,riskmanagementandinvestmentportfolios.Climatechangeriskfactorsthatmayaffecttheinsuranceindustrytypicallyfallintothreemaincategories:physical,transition,andliability.

Climatechangeriskfactorsthatmayaffecttheinsuranceindustrytypicallyfallintothreemaincategories:physical,transition,andliability.

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1.Physicalrisksarisefrom extremechangesinweatherandtheclimate.Theyarecategorizedaseitherchronic(droughts,landslides,risingsealevels)oracute(wildfires,heatwaves,storms,floods)andmayincreaseinseverityorfrequencyovertime.

2.Transitionrisksrelatetotheprocessofadjustingtoalow-carboneconomy,ashiftthatcompaniesandgovernmentsaremakingtoaddressthe impactsofclimate change.Forexample,regulatorychangesandpoliciesaroundcorporateclimate-riskdisclosurescanpotentiallyadvance,accelerate,slowordisruptthetransitiontowardalow-carboneconomy.

3.Liabilityriskisatypeofoperationalriskthatacompanyoritsdirectorsandofficersassumeiffailingtodemonstratetheyhavetakenactionstomitigateclimatechangerisksorfailingtofairlyrepresentassetvalues in the contextofweather-relatedevents.

Commonclaimantallegationscouldbeabreachoffiduciaryduties,failuretocomplywithregulations,orreportingerrors.

Theseriskfactorsrelatedtoclimatechangeposethreatstotheinsuranceindustry on a macroeconomic scale frombothsupplyanddemandperspectives.Supply-sideshocksaffecttheproductivecapacityoftheeconomyintheformofshortagesofcommodities,diminishedlaborsupplyordamagetocapitalstockduetoextremeweatherevents.Rawmaterialandcommoditypriceincreaseshavebeenfurtherexacerbatedbythepandemic,andforinsurers,thiscandirectlycontributetorisingclaimcostsforcatastrophicevents.

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Demand-side shocks may include negativeimpactsonbusinessinvestmentsandlargefinanciallossesduetoextremeweatherevents.Anexamplewouldbeadecreaseincapitalflowinhighclimate-riskareas,leadingtogrowthheadwindsforinsurersconcentratedinthoseregions.Whilesomeinsurersmaytemporarilyoffsetalossinvolumewithhigher

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rates,long-term rippleeffectsmayincludeinsurersdecreasingcapacityinthoseareasanddivertingcapitalelsewhere.

Takingaction

Understanding climate risks and the implicationsforthecompany’sreputationisagoodplacetostartforinsurersthatunderstandtheneedtotakeactionnow.Asthenumberofextremeweathereventscontinuestoincrease,incorporating an enterprise-wideclimateriskstrategyisparamount.Insurersshouldfocusonthreekeyareas:

∙ Organizationalreadiness:Leveraginghistoricalclimate-relateddataandusing forward-looking climateriskscenarioswhiletakinglong-termactionstoprepareforeconomicresilienceandlong-termsustainability

∙ Climate-relatedmitigation:Integratingperil-specificinsightsandclimatechangeriskmodelinginmanagingclimate-relatedrisksandinvestmentdecisionsthroughproductsandservices

∙ Brand reputation:Maintaining strong relationswithinvestorsandunderstanding shifting societalexpectationstobetterdemonstrateclimatereadinesstoregulators,analystsandcustomers

Achieving a balanceofaffordability,availabilityandfinancialstabilityrequiresaplanrootedinriskmanagementandclimateanalyticstodriveinformeddecisions.

MARKETSTRUCTURE(DEFI)

How decentralized finance is reshapingcapitalmarkets:Thesmartcontract

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Thisisthesecondpieceinourseriesondecentralizedfinance,knownasDeFi.InourinitialpieceweintroducedtheconceptofDeFi,examineditscoreelements(thesmartcontract,thetokenandtheexchange),andtookalookatDeFi’sgrowingimpact.Inthisinstallmentwe’lltakeadeeperdiveintothefirstcoreelement,thesmartcontract,whichisthebackboneofDeFi.

Theabilitytorunasmartcontractisoneofthefeaturesthatseparatesacryptocurrency system like Ethereum fromthatofBitcoin.Bitcoin’sintendedpurposeistobeapeer-to-peerelectroniccashsystem.WhileBitcoinisfamouslyvolatileandoccasionallysubjecttonetworkcongestion,ithas proven to be largelysuccessful,andmanyconsiderittoberevolutionary.Itisgood,andgettingbetter,atwhatitsetouttodo.

IfwethinkoftheBitcoinblockchainasapocketcalculator,thentheEthereum blockchain—and its native currency,ether—ismorelikeacomputer:capableofhandlingmanytypesofapplications.AnyonecanwritelinesofcodetotheEthereum blockchainandsubmitatransactionwithinputsandcommandstorunthoselinesofcode.Theselinesofcodearecalledsmartcontracts.

Onebenefitofsmartcontractsisthateverythingisintheopen.Thecode,transactionsandoutputsareallwrittentothepublicEthereumblockchain,andanyonecanverifythatthattheexecutionofthecodewascorrect.Thisfeatureallowscounterpartiestoenterintoprogrammabletransactionsthatsettleinaccordancewiththecodewithoutothershavingtoevenknowwhothecounterpartyis.

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Here’sanexampleofhow itworksbasedonapredictionmarketcalledAugur,whichisoneofthefirstusesofsmartcontractsindAppsonEthereum:

JohnandTombothholdether.Johnthinksetherwillgodowninvalueinthefutureandwouldliketohedgeagainsthisposition.Tombelievesetherwillgoupinvalueandwouldliketoaddleveragetohisposition.JohnandTom couldsendtheirethertoasmartcontracttoaccomplishtheirindividualgoals.Thesmartcontractisopen-sourceandbothpartiescaninspectitsterms.JohndoesnothavetotrustTom,orevenknowhim.Ifonepartydoesn’tdeposittheappropriatecollateral,theother’sisreturned.Alternatively,thesmartcontractmaystayopenuntilthecounterpartypositionisfilled.

Oncebothpartieshavecontributedtheirether,thesmartcontractwouldholdthecombinedetheruntilanagreed-uponmaturitydate,muchlikeafuturescontract.Onthatdatethesmartcontractwillthenautomaticallycheckanagreed-uponpriceoracleanddistributetheappropriateamountofetherbacktoJohnandTom.Ifetherwentupinvalue,Tom wouldreceivemorethanhecontributed.Johnwouldreceiveless,butthesamevalueintermsofdollars.Settlementisfinalandnearlyinstantaneous.

More advanced smart contracts can operateasfullyfunctioningdApps—whichmayneedtorelyonreal-worlddatatoexecuteasintended.Thisbringsustotheconceptofanoracle,whichservesasanagreed-uponsourceoftruth.Itisadatafeedthatlinkstheblockchaintotherealworld,

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providingexternalandexecutableinformation.CreatinganoraclecanbeassimpleascodingadApptocheckESPN forsportsscoresorUSPSforconfirmation of delivery.There are alsoblockchain-basedoracleslikeChainlink,which serve to decentralizethefunctionoftheoracle,makingitmoretamper-proof. Marketimplications

Thegrossvalueofassetslockedintosmartcontractshasbeengrowingexponentially.Accordingtodatafrom DeBankandTheBlock,thereiscurrently more than $75 billion lockedintoEthereum-basedsmartcontracts,withanother$25billionlockedintoothersmartcontract-enabledblockchains.Ayearago,therewaslessthan$10billionlockedintoallsmartcontracts.

WhileassumingDeFicouldmaintainthisenormousrateofgrowthmaybeambitious,itisstaggeringtoimaginethatbasedoncurrentgrowththevaluelockedintoDeFicouldmatchtheassetsundermanagementby

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FidelityInvestments,$10.4trillion,injusttwoyears.

Growingfrom predictionmarkets,smartcontractshaveexpandedintotraditionalcapitalmarketfunctionstoo.WenowseeDeFiapplicationsoperating as lending platforms and decentralizedexchanges(DEXs).MakerDAO,aDeFilendingplatform,hasover$6billioninloansoutstanding.TheleadingDEX,Uniswap,regularlyseesdailytradingvolumeinexcessof$1.5billion.Onthatvolume,andwithfewerthan40employees,Uniswapgeneratesnearly$4millionindailyfees,allofwhichgoesstraighttotheliquidityproviders.

Smartcontractsfacilitatetheremovalofthefinancialintermediary,paircounterpartiesdirectlyontheblockchain,distributefeesdirectlytotheliquidityproviders,andcanscalewithnear-zerocost.Thiscombinationmaymakeforformidablecompetition.

BIBLIOGRAPHY

https://rsmus.com/what-we-do/industries/financial-services/industry outlook-financial-services.html

IMPORTANCEOFTHISRESEARCHTO SUPREMEDATARESERVEThescopeoftheseresearchesistogiveSupremeDataReserveageneralmarketview,trendsandstatisticsoftheservicesheisabouttooffer.Alsotoseehowitcanturnthemarkettabletoitsownfavor,byusingthisanalysistogainedgeoveritscompetitors.

4.2TARGETMARKETS

Beforearrivingattheconclusionofdevelopingourbusiness,wedidour

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assignmentandwewereabletoidentifythosewhowillbenefitgreatlyfromourserviceofferings.Asaresult,wefoundoutthatInvestorswhodon’thaveaMoneyMarketAccount,newbusinesswhoneedassetmanagement,bankgrowth,ownershipfrom abankandcompanieswhoneedcontractsmightjustbeourbestbet.

4.3COMPETITORSANALYSIS

Thepossibilityoftheemergenceofothermoneymarketorganizations(smallbanks)isnotwithoutournoticealso.Wehavedoneourhomeworkandwehavebeenabletohighlightsomefactorsthatwillgiveusacompetitive advantage in the marketplace;someofthefactorsarecompetence,trust,honesty,effectivenessandexcellentrelationshipmanagement.

Competence

Trust

Honesty

Effectiveness

ExcellentManagement

Wearecommitted toourclient’ssatisfactionandfulfillingtheirdemands.Thefollowingarewhatwebelieveinmakingusunique Professionalism:Everymemberassociatedwithourcompanywillappearasprofessionalaspossible,tohelpusachieveasignificantedgeinthebusiness.

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ExceptionalServices:Wewillapproachallourcustomerswithallsenseof

touchesofhumorsothattheyfeelthefunofpatronizingusmore.

Recommendation:Weareconfidentofdeliveringexceptionalcustomerservices;thus,itwillenhancetheconfidenceofourcustomerstoreferustoothers.Risksaremanagedevenbeforetheyareencountered.

Basedonthecompetitiveanalysis,someofthekeyfactorsthatwillgiveusanedgeoverourcompetitorsare;

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4.4SWOTANALYSIS

TheSWOTanalysisincludestheStrengthandWeaknesspossessedbySupremeDataReserve andtheOpportunitiesandThreatwefaceaschallengesaswegointoday-to-dayactivitiesandbusinessoperations.

Strength

Highlyexperienced,credibleanddeterminedmanagement.
Unitedandreputablemanagementteam
Competitive,easyandquickmarketpenetration
Ourunshakable plan to create a businessmodelthatattractprospectiveclients

Weakness

∙

Opportunities

Opportunitytooperateourbusinessthatstandsforuniquenessand

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exceptionalityintheUnitedStates. ● Opportunitytocoachindividuals,professionals,andentrepreneursintheprocessofachievingtheirgoals ● Opportunitytorunaprofitableandsuccessfulbusiness

Opportunitytocompeteandsecureastrongpositionintheindustry

Threats

Thepossibilityofbusinessimitation ● Theneedtogrowrapidlyoverthenext3-5years
Thenecessitytosecuresubstantialcapitalinjectionstofostergrowth
Oneofthemajorthreatsthatconfrontbusinessesallovertheworldis economic downturn;when theeconomyisbaditaffectsconsumersspendingwhichinturnaffectsbusinessesnegatively.

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5.0STRATEGYANDIMPLEMENTATIONPLAN

5.1COMPETITIVESTRATEGY Ourcompetitiveadvantagesarethefactorsthatdifferentiatethecompanyfromcompetitors.SupremeDataReserve willdifferentiateitselffromthecompetitorswiththefollowing:

Theguaranteedhighrateofsatisfaction

Specifically,personalizedservices Comfortableprice

Excellentcustomerservice Utilizingdataandstatisticstoprovidehighclassinformation

Socialexperienceandenjoyableplatformsforourcustomers

Modernequipmentandfacilitiesthatareprovenforpromotingourbusinesspractices.

Creationofprofitsgeneratingsalesfunnel.

SupremeDataReserve willusetheseabovefactorstothecompanyadvantageinordertoachieveoursetgoalsandbecomethebestbusinesscoachingandmarketingcompanyintheUnitedStates.

5.2MARKETINGSTRATEGY

MARKETINGOBJECTIVES

OuroveralladvertisingandpromotionalobjectivesatSupremeDataReserve

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Acquireclientsandgeneratesales. ● Positionourselvesasthemarketleader.
Swayclientsfromcompetitorstoourwebsite.
IncreasecompanyawarenessandbrandnamerecognitioninUnitedStates.

MARKETINGSTRATEGIESOFSUPREMEDATARESERVE

Everybusinessnomatteritslevelrequiresmarketinginordertothriveandthisiswhywehavesetasideabudgetformarketingourcompany.Marketingisvitalforthegrowthofanybusinessbecausenotonlydoesitgenerate revenue and boosta company’sgrowth,italsoallowsthe

companiesgenerateinterestandincreaseawarenessamongstitstargetmarket.ThemarketingstrategieswewoulddraftforourCompanyareonesthatwouldallowuspenetratethetargetmarketandgainahugeshare.

Beforedrafting ourmarketing strategies,wewillconductathoroughmarketingsurveyusingaccuratedatathatwillallowusunderstandourtargetmarketandcreateeffectivemarketingstrategies.Wewillleverageonconventionalandunconventionalmeansofmarketingourbrandtoallourexistingandpotentialcustomers.Themarketingstrategieswillcreateandwillallowushaveamarketingbudgetthatwewillchanneltotherightuse.

Wehavealsoempoweredourmarketingexecutivestoalsodrafttherightstrategiesthatshouldbeinlinewithourcorporatepoliciesandgoals.TheywillmodifyorremoveineffectivestrategiessothatwedonotwastemoneyusingthewrongchannelstomarketourCompany.

Thefollowingsarethemarketingstrategies,whichSupremeDataReservewilladopt:

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Utilizing friendsand familytopromoteawarenessforthebusiness
Leveragingsocialmediaplatformstobuildawareness
Engaginginsocialmediagiveaways
Activeinvolvementinlocalevents,parties,andotheractivitiesthatcanpromoteourproductsandweb-sales
Gettingonlinereviews ● Sharingourexpertisefreelybutconsciously
Expandingournetworksofcontactandprospectiveclients● LeveragedigitalmarketingplatformsuchasusingSocialmedialikeFacebook,Twitter,Instagram,etc.–bycreatingpagesonthesesocialmediachannelsandfloodingthemwithcreativecontents,stories,andtestimonials.
UtilizingGoogleAdWords ● Engage a professionalscriptwritertocreatefascinatingpromotionalscriptsandadcopiesforadvertisement

Searchengineoptimization–wewillusekeywordsrelatedtoourbusinesssothatourcompanywillappearonsearchresult.

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6.0MANAGEMENTSUMMARY

6.1MANAGEMENTDESCRIPTION HavingtherightbusinessstructureisveryimportanttousatSupremeDataReserve.Therefore,wehavelaidtherightplansthatwillensurethatourfoundationisnotonlyrightbutalsostaytruetoourcorevalues,missionandvisionasacompany.Wearesourcingforandwillhirecompetentprofessionalswhoarediligentandtruetoworkethicsintothevariouspositions,wehaveinourbusiness.

Ourcoremissionistoprovideanexcellentservicethatisnotonlywellacceptednowbutalsowhoseacceptanceandusewillcontinuetogrowatanacceleratedrateintothefuture.Wearesensitivetoourclients’needsanddedicatedtotheirsatisfaction.Thisiswhyallthestaffwewillhirewillnotonlyidentifywithouraims,goals,objectivesandmissionbutalsoknowwhatittakestotakeourcompanyfrom whereweareatpresenttowhere

weintendtoandshouldbeinthefuture.Ourstaffwillalsohavetheexpertiserequiredtoworkinthisindustryandbringittoastandardthatisenviedbyourcompetitors.

6.2MANAGEMENTSTRUCTURE Ourbusinessisguidedbyateam ofexperiencedmanagementstaffwith

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someyears’experienceintheindustry.Theywillbetaskedwithdifferentresponsibilitiesinthebusinessandwillmakekeydecisionstogether.However,the Owner willbe tasked withthefollowingrolesandresponsibilities;

RolesandResponsibilitiesoftheOrganizationManager-NumonieJones

✔ Dictatingthedirectionofthebusiness

✔ Cross-checkingtheeffectivenessofsalesandmarketingplan✔ Signingdocumentsrelatingtothebusiness

✔ Identifyproblems,makedecisions,andevaluatetheresult

✔ Periodicallyevaluateperformanceanddevelopactionplans.

✔ Developingmonthlysalesplan ✔ Organizingmeetingswithdifferentbodiesregardingthebusiness✔ Preparingmaterialsrelatingtothebusiness

✔ Successfullyimplementcompanypolicy

✔ Developstrategicplans ✔ Maintainaneffectivemanagementteam

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7.0FINANCIALPLAN ThefollowingsectioncontainsfinancialinformationforSupremeDataReserve.Tablesandchartsshowannualprojectionsforthefirstfivebusinessyears.

7.1STARTUPANALYSIS

StartupExpense

CapitalExpenditure	Cost
Licenses	$
Stationaries	$
Insurance	$
Computer	$
SuppliesandOtherExpenses	$

5,000

10,000

20,000

5,000

50,000

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TotalStartupExpenses	$
Loan	$

Chart:StartupExpenses

90,000 1,000,000

IMPORTANTASSUMPTIONS

Year1 Year2 Year3 Year4
TaxRate		6%	6% 6%	6%
Loan	$	1,000,000	0 0
InterestRate		0%	5% 5%	5%
LoanRepayment		0	$200,000 $200,000	$200,000

7.2FINANCIALOVERVIEW

Year5

0 0 5%

$200,000

Belowisthefinancialoverviewshowingtheprofitabilityofthebusinessasthesalesincreaseswithlittlechangeinthecost.Theprofitisseentoincreasewithsales.

Year1 Year2 Year3 Year4Year5

Total

Revenue

$ 5,000,0

$ 6,500,0

$ 9,750,0

$ 14,625,0$21,937,5

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Total

Expenses

$ 1,104,0$00

555,6$40

611,0$24

672,0$739,106

NetProfit

3,652,5$75

5,522,8$75

8,527,7$15

13,050,9$19,853,494

thatyouwillnotshareitscontentsorideaswiththirdpartieswithouttheexpresswrittenconsentoftheplanauthor.

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CONFIDENTIAL-DONOTDISSEMINATE.Thisbusinessplancontainsconfidential,trade-secretinformationandissharedonlywiththeunderstanding

7.3PROFITANDLOSS Thebelowtableistheprofitandlossprojectionforthefirstfivebusinessyears.Thesalesareseentoincreaseeachyear,causingaconsiderableincreaseinthenetprofittoo.

Year1 Year2 Year3 Year4Year5
	$		$	$ $	$
Sales
TotalSales	5,000,000		6,500,000	9,750,000	14,625,00021,937,500

TotalCostofSales		0	0	0 0	0

GrossMargin	5,000,000		6,500,000	9,750,000	14,625,00021,937,500
GrossMargin%		100%	100%	100%	100%100%

Operating Expenses
Phone	60,000		66,000	72,600	79,86087,846
OfficeSupply	240,000		264,000	290,400	319,440351,384
Insurance	84,000		92,400	101,640	111,804122,984
Utilty

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	120,000		132,000	145,200	159,720175,692
SuppliesandOtherExpenses		600,000	1,200	1,200	1,200 1,200
TotalOperating Expenses		1,104,000	555,600	611,040	672,024739,106

OperatingIncome	3,896,000		5,944,400	9,138,960	13,952,97621,198,394
OperatingMargin		78%	91%	94%	95%97%

EBITDA	3,896,000		5,944,400	9,138,960	13,952,97621,198,394
Depreciation& Amortization	0		0	0	00
InterestExpense		0 50,000		40,000	30,00020,000
TaxIncurred	243,500		371,525	571,185	872,0611,324,900

NetProfit	$ 2,500	3,65$875	5,522,$,775	8,527$915	13,050,$19,853,494
NetProfit/Sales%		73%	85%	87%	89%91%

thatyouwillnotshareitscontentsorideaswiththirdpartieswithouttheexpresswrittenconsentoftheplanauthor.

From theaboveanalysis,itisassumedthattotalrevenueof$5,000,000willbemadeinthefirstyearofbusinessactivities.Everybusinessalwaysaspirestoincreaseitssales.Withthemarketingstrategyadopted,itisassumedthatthiswillyieldanincreaseinthesubsequentyearsofbusinessactivities,causingtherevenueforeachyeartoincreasetoo.

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CONFIDENTIAL-DONOTDISSEMINATE.Thisbusinessplancontainsconfidential,trade-secretinformationandissharedonlywiththeunderstanding

Thevolumeofrevenueinfluencestheprofitthatwillbemadeduringtheyear,thereforerevenuegeneratedinthecourseofrunningthebusinessresultsinanincreaseinprofitmadebythebusinessaftertakingcareofallexpenses.

Chart:ProfitandLoss

7.4CASHFLOW STATEMENT Belowiscashflowstatementprojectionforfiveyearsshowsthemovementofcashwithinthebusiness.Theownerseeksaloanof$1,000,000forthebusinessfunding.Theloanhasanannualinterestrateof5%andarepaymenttermoffiveyears.Therepaymentkicksoffinthesecondyearofbusinessactivities.

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Year1 Year2 Year3 Year4Year5
	$		$	$	$$
CashFrom Operations
CashSales	5,000,000		6,500,000	9,750,000	14,625,00021,937,500
SubtotalCashFromOperations		5,000,000	6,500,000	9,750,000	14,625,00021,937,500

AdditionalCash Received
Investor’sFund		0	0	0	00
Owner’sInvestment		0	0	0	00
NewLong-term Liabilities		0 1,000,000		0	00
SalesofOther CurrentAssets	0		0	0	00
SalesofLong-termAssets	0		0	0	00
NewInvestment Received	0		0	0	00
SubtotalCash Received		6,000,000	6,500,000	9,750,000	14,625,00021,937,500

Expenditures		Year1	Year2	Year3	Year4Year5

ExpendituresfromOperations

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TotalCostofSales		0	0	0	00
TotalOperating Expenses		1,104,000	555,600	611,040	672,024739,106
InterestExpense		0 50,000		40,000	30,00020,000
TaxIncurred	243,500		371,525	571,185	872,0611,324,900
SubtotalSpenton Operations		1,347,500	977,125	1,222,225	1,574,0852,084,006

AdditionalCash Spent
OtherLiabilities PrincipalRepayment	0		0	0	00
Long-termLiabilitiesPrincipalRepayment	0	200,000		200,000	200,000200,000
StartupExpenses	90,000	0		0	00
PurchaseLong-termAssets	0		0	0	00
Owner’sDrawing		0	0	0	00
Investor’sDividends		0	0	0	00
SubtotalCashSpent	1,437,500		1,177,125	1,422,225	1,774,0852,284,006

NetCashFlow	$ 62,500	$ 322,875	4,5 5,$327,775	8,$850,915	12,$19,653,494
CashBalance	$		4,56 $ 9,	$ 18,	$ 31,0$50,7

thatyouwillnotshareitscontentsorideaswiththirdpartieswithouttheexpresswrittenconsentoftheplanauthor.

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CONFIDENTIAL-DONOTDISSEMINATE.Thisbusinessplancontainsconfidential,trade-secretinformationandissharedonlywiththeunderstanding

2,500

885,375

213,150

64,06517,559

Chart:CashFlow

Thegraphaboveshowsanupwardmovementofclosingcashbalancewhichindicatesthatthereisanincreaseincashbalanceattheendofeveryperiod.

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7.5BALANCESHEET Belowisthefinancialforecastofthebalancesheetforthebusiness.Thebelowtableshowsthesteadygrowthinthenetworthoftheorganization,thisshowsthatthebusinessisaveryprofitableone.

Table:BalanceSheet

Year1 Year2 Year3 Year4Year5 Starting Bal.
	$		$	$	$	$$
Assets

CurrentAssets
Cash	910,000		4,562,500	9,885,375	18,213,150	31,064,06550,717,559
OtherCurrentAssets	0		0	0	0	00
TotalCurrent Assets		910,000	4,562,500	9,885,375	18,213,150	31,064,06550,717,559

Long-term Assets
Long-term Assets	0		0	0	0	00
Accumulated Depreciation	0		0	0	0	00
TotalLong termAssets	0		0	0	0	00
TotalAssets	910,000		4,562,500	9,885,375	18,213,150	31,064,06550,717,559

6600


LiabilitiesandCapital

Current Liabilities
Accounts Payable	0		0	0	0	00
Current Borrowing	0		0	0	0	00
OtherCurrentLiabilities	0		0	0	0	00
Subtotal Current Liabilities	0		0	0	0	00

Long-term Liabilities		1,000,000	1,000,000	800,000	600,000	400,000200,000
TotalLiabilities	1,000,000		1,000,000	800,000	600,000	400,000200,000

Paid-inCapital			0 0	0	0	00
Retained Earnings	0	3,652,500		9,175,375	17,703,150	30,754,06550,607,559
Earning		0 3,652,500		5,522,875	8,527,775	13,050,91519,853,494
TotalCapital	910,000		4,562,500	9,885,375	18,213,150	31,064,06550,717,559
TotalLiabilitiesandCapital		1,910,000	5,562,500	10,685,375	18,813,150	31,464,06550,917,559

6611

NetWorth

90,000)

,562,500

(

$$085,375

3$613,150

9, 17,$,664,065

30$50,517,559

thatyouwillnotshareitscontentsorideaswiththirdpartieswithouttheexpresswrittenconsentoftheplanauthor.

Chart:NetWorth

7.6BREAK-EVENANALYSIS.

Break-evenisthepointwherethebusinessneithermakesprofitnorloss.Thismeansthatatbreak-even,thebusinessisonlyabletopayupitsexpensesbothfixedandvariablecostwithoutanyexcess.Theessenceofbreak-evenistodeterminethenumberofsalesthatcouldleadtoprofitability

6622

CONFIDENTIAL-DONOTDISSEMINATE.Thisbusinessplancontainsconfidential,trade-secretinformationandissharedonlywiththeunderstanding

Year1 Year2 Year3 Year4 Year5
Fixedcost	$ 4,000	1,10$5,600	55$1,040	61$,024	672$739,106
VariableCost%	0%		0%	0%	0%0%
GrossMargin%	100%		100%	100%	100%100%
BreakEven Income	4,000	$ 1,10$5,600	55$1,040	61$024	672,$739,106
Revenue	$ 0,000	5,00$0,000	6,50$0,000	9,75$,000	14,625$21,937,500

thatyouwillnotshareitscontentsorideaswiththirdpartieswithouttheexpresswrittenconsentoftheplanauthor.

Thebusinessisseentobreaktheeveninthefirstyearofbusinessactivities.Thismeansthattheremustbemorethan$1,104,848worthofsalesyearlybeforeanyprofitcanberecorded.Theaboveanalysiscanbeseeninthebelowgraphshowingthebreakevenincomeandrevenue.

6633

CONFIDENTIAL-DONOTDISSEMINATE.Thisbusinessplancontainsconfidential,trade-secretinformationandissharedonlywiththeunderstanding

6644

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