Table of contents Executive summary 2

Annual Pro Forma 2 Year P&L

Annual Pro Forma 2 Year Revenue Statement

Annual Pro Forma 2 Year Cash Flow Statement

Annual Pro Forma 2 Year Balance Sheet

Proforma Balance Sheet
	Year 1	Year 2
Balance Sheet
Assets
Cash and term deposits	$76,461	$486,862
Accounts receivable	$40,567	$154,071
Current Assets	$117,027	$640,933
Capital Assets		$60,000
	$60,000
Acc Depreciation	($3,500)	($9,500)
Capital Assets, net	$56,500	$50,500
Total Assets	$173,527	$691,433
Liabilities and Equity
Accounts payable and accruals	$61,698	$119,390
Current Liabilities	$61,698	$119,390
Financing Requirements	$300,000	$300,000
Long term Liabilities	$300,000	$300,000
Total Liabilities	$361,698	$419,390
Equity
Retained surplus (deficit)	($188,171)	$272,043
Total Liabilities and Equity	$173,527	$691,433

Detailed Pro Forma Cash Flow Statement – Year 1

Detailed Pro Forma Balance Sheet – Year 1

Detailed Pro Forma Revenue Statement – Year 1

Conclusion

There are two client groups for Dachabor, the first of which is a lodging provider, and the second of which is the end user. A new entrant like GSV might offer a viable distribution option for travel providers seeking alternative distribution methods at a cheaper cost by delivering a better service to end customers searching for travel accommodation services and also by concentrating on a particular market niche.
Very few OBC rivals exist in the golf and ski activity travel markets. Rather of providing an online travel reservation service that can accommodate a high number of consumers at any same time, the majority of organizations are just typical travel agencies that specialize in golf and ski trip planning. Dachabor might effectively establish itself as an online golf and ski reservation expert given the size of the target market and the services those consumers are looking for. An smart positioning approach combined with a well-thought-out marketing strategy and an aggressive entrance strategy might help Dachabor gain considerable portion of this specialized market share.

References

Chan, K. , Mauborgne, R. (1999), Creating New Market Space, Harvard Business Review
In Finding the Right Path, Harvard Business Review Destination Analysts Inc. (2010), The State of the American Traveler, Vol. 10, No. 7, July 2010, authors Capron and Mitchell
It was published by Stoddart in 1999: Boom Bust and Echo 2000.
J. Fuller, Lodging Industry Outlook: Supply Dynamics During the Recession, PhoCusWright Inc., 2009.
Strategy and the Business Landscape by P. Ghemawat, Prentice Hall
"The World of Travel Planning and Purchasing Continues to Evolve," R. Gupta (2010). Retrieved from www.hospitalitynet.org on October 24, 2010.
"The Role and Value of Global Distribution Systems in Travel Distribution," by C. Hoffman, PhoCusWright Inc. (2009)
Skiing and Snowboarding on Trips in the U.S.: Lang Research: TAMS 2006 Activity Profile
Research: TAMS 2006 U.S. Travelers' Activity Profile: Golfing on Trips
On Marketing by Levitt, Harvard Business School Press, 1991
D. Meer, Harvard Business Review, 2006, Rediscovering Market Segmentation
"How Has Electronic Travel Distribution Been Transformed: A Test of Newly Vulnerable Markets Theory," by Nelson G; Kauffman R; and King B. (2008) Available on http://graziadio.pepperdine.edu/ professor ngranados
"Analysis of Multisource Leisure-Oriented Distribution Platforms" by B. Offutt (2010), PhoCusWright, Inc.
Porter, M.E. (2001), Strategy and the Internet, Harvard Business Review
Porter, M.E. (1996), What Is Strategy?, Harvard Business Review
Starkov, M., (2010) Deja Vu: The Billion Dollar “Leakage” Continues to Drain the Hospitality Industry, HospitalityNet, Available at
Starkov,M. (2009 ) Growing Tension between hoteliers and OTAs, Available at