A Business Proposal by:
Alina Ding
Joanna Gou
Annabella Seto
Gwen Yip
Presented on:
July 3, 2009
1.0
Executive Summary
Wishing Stone Photography is a new business, with its own photography studios and photography staff.
With studios located in Richmond, BC, and photographers available on location, Wishing Stone offers
high quality photography services for children, families, engaged couples, and anyone else celebrating
special occasions. Our mission is to capture the details for clients while they enjoy those special
moments in their lives.
Wishing Stone separates itself from competitors by offering themed pictures which cater to Chinese and
South Asian weddings. This is a unique service, which allows for couples of different nationalities to
experience weddings of different cultural backgrounds without having to leave the country. The
company offers its services mainly to the middle class families with income in the range of $100,000 to
$150,000.
Wishing Stone will be managed by an experienced operations manager who has a background in
photography. This individual is essential to the success of the business and a rigorous search will be
conducted to find the right fit for our company. A receptionist will be the first point of contact for clients.
The receptionist must be well-organized, friendly and have some photography background.
The projections in this business plan indicate that with an initial equity investment of $200,000,
investors will earn a return of approximately 33%. Dividends will be paid beginning in the fifth year of
operation. The critical variable in this business is sales and our focus will be to increase sales through our
marketing strategies and client retention.
The initial outlay for marketing is significantly higher in the first year of operations due to the need for
increased exposure and the development of a website. However, in later years, the marketing expense
is expected to drop drastically and then stabilize. Furthermore, revenue is expected to grow at 15% per
year, while capital expenditures increase by 5% per year.
ii
Table of Contents
1.0
Executive Summary.......................................................................................................................... ii
2.0
Introduction ..................................................................................................................................... 1
2.1
Our Vision .................................................................................................................................... 1
2.2
Our Mission ................................................................................................................................. 1
2.3
Goals and Objectives ................................................................................................................... 1
3.0
Industry Overview ............................................................................................................................ 2
3.1
Key Success Factors ..................................................................................................................... 2
3.2
Future Challenges and Opportunities ......................................................................................... 2
3.3
Business Model ............................................................................................................................ 3
3.4
Target Market .............................................................................................................................. 3
4.0
The Marketing Plan
....................................................................... 4
4.1
Business Analysis ......................................................................................................................... 4
4.2
Pricing .......................................................................................................................................... 5
4.3
Promotion .................................................................................................................................... 5
4.4
Place ............................................................................................................................................ 5
4.5
Strengths and Weaknesses.......................................................................................................... 5
4.6
Projection of Revenue and Marketing Expenses ......................................................................... 6
5.0
The Operations Plan
...................................................................... 7
5.1
Company Ownership ................................................................................................................... 7
5.2
Location ....................................................................................................................................... 7
5.3
Operations ................................................................................................................................... 7
5.4
Supply/Cost of sales Analysis....................................................................................................... 9
5.5
Cost of Sales and Operating Expenses......................................................................................... 9
5.6
Working Capital Plan ................................................................................................................... 9
5.7
Capital Budget ............................................................................................................................. 9
5.8
Cash Conversion Cycle ............................................................................................................... 10
6.0
Human Resources Plan
...................................................................................... 11
6.1
The Business .............................................................................................................................. 11
6.2
Operations Manager.................................................................................................................. 11
6.3
Receptionist ............................................................................................................................... 13
iii
6.4
Photographers ........................................................................................................................... 13
6.5
Set Designer ............................................................................................................................... 14
6.6
Make-up Artist ........................................................................................................................... 14
6.7
Projected Human Resource Costs ............................................................................................. 15
7.0
7.1
8.0
The Financial Plan
......................................................................................... 16
Risk Analysis............................................................................................................................... 16
Conclusion ...................................................................................................................................... 17
Appendix I – Wishing Stone Photography Floor Plan ................................................................................. 19
Appendix II - Statistics Canada Demographic Information ......................................................................... 21
iv
2.0
Introduction
Photographs play an important role in our lives as they capture significant events. Moreover, they allow
us to share our experiences with others and to treasure those feelings that the photographs evoke. This
has inspired the idea for Wishing Stone Photography, a photography studio located in Richmond, BC,
that provides photography services for people in all of the special moments in their lives. This is a
comprehensive business plan that outlines the vision, mission, and goals of the company, as well as the
marking, operating, human resources, and financial plans. We have secured debt financing, and have
received $100,000 of equity financing from investors Alina Ding, Joanna Gou, Annabella Seto, and Gwen
Yip. We require an additional $100,000 of equity financing to start the business.
2.1
Our Vision
At Wishing Stone Photography, we want to take a part of our clients’ lives, and allow them to capture
the important moments for all time, through high quality, and creative photographs and portraits.
2.2
Our Mission
Let us focus on the details, while you enjoy the moment.
2.3
Goals and Objectives
Our short-term goal (1-2 years) is to break-even on a cash flow basis and to make profits thereafter.
Over the long-term, we expect to:

Provide quality pictures for our clients while they enjoy their special moments.

Establish relationships with our clients and retain those relationships throughout their lives by
offering photography services for children and families.

Be well-known throughout the Lower Mainland of British Columbia for our specially-designed
outdoor studio.

To pay cash dividends within the first five years of operation.
1
3.0
Industry Overview
The industry has undergone significant changes over time, from using negative plates for developing
pictures to digital pictures, and the simplicity in developing and taking pictures has allowed many to
enter the photography industry.
Today, people can get their pictures taken at places such as Walmart, Zellers, or other photo studios,
where the quality and price of the pictures can differ significantly. Walmart and Zellers are considered to
be at the lower end of the spectrum with limited design options and normally cost about $100 for 20
portraits, whereas high end photo studios can cost up to thousands of dollars per package. There are
very few photo studios that provide a middle ground that focuses on providing quality at an affordable
price.
3.1
Key Success Factors
Photography is considered as a service business and there are two important key success factors for this
industry:
1. Quality of Service – Photography is about providing the image/picture by communicating with
the clients. It is important to be able to build relationships and understand customer needs
while building a professional and creative atmosphere.
2. Quality of Pictures – Clients rely on photographers to provide them with creative suggestions
and ideas. Therefore, in order to produce the “end product” that meets clients’ needs,
communication is crucial.
3.2
Future Challenges and Opportunities
Photography is considered as a luxury item and therefore, economic conditions will have a great impact
on its performance. Substitutes for studio quality pictures are to take pictures personally or visit a photo
studio at a department store.
With an increase in the immigrant population, there is a market to tailor the photo design to the specific
ethnic groups. In 2006 Statistics Canada Census, within the minority groups in BC, the Chinese
population earns the highest income followed by South Asians. Therefore, there is an opportunity to
tailor the studio design to these populations.
2
3.3
Business Model
With our indoor and outdoor studios, we can provide options and quality that clients demand while
maintaining reasonable pricing. Our business provides both an end product to the clients in the form of
pictures and a service component by creating ideas and experience for our clients.
Wishing Stone specializes in providing services in the following areas:
3.4

Babies and children

Graduations

Weddings

Families

Chinese and South Asian events
Target Market
Our strategy is to attract clients early on by focusing our services on children and family portraits. By
bringing them in early, we intend to build brand loyalty and customer relationships. Our mission
statement is “Let us focus on the details while you enjoy the moment” and our tag line is “There for
each moment of your life.” The mission statement emphasizes the importance of being detail-oriented
and our focus on serving people of all ages.
Our target market resides in the Greater Vancouver area, which has a very diverse population.
According to the 2006 statistics Canada Census, 50% of people living in Vancouver are legally married
and these are our targets for children and family portraits. Moreover, 30% are not married, which
includes children and people that are never legally married and they are our target group for the
children, graduation, and wedding pictures.
3
4.0
The Marketing Plan
1
The marketing plan discusses the product and services, pricing, and
promotion for the business.
4.1
Business Analysis
Our business has five business segments:

Chinese and South Asian events
We want to celebrate the diverse nature of residents of the Lower
Mainland, by recognizing different cultural traditions through our
photography. The Chinese and South Asian cultures value wedding portraits of the bride and
groom in numerous poses and elaborate costumes, against various backdrops.

Children’s Pictures
Portraits for children target babies to children under 12 years of age. With our props and
outdoor studio, we can also capture children at play. Parents and children may select different
theme packages or create their own individual unique portfolios. Some of the theme packages
are fruit, fairies, and holidays. Our theme selection also includes clothing for different minority
groups with a main focus on the Chinese and South Asian market.

Graduations
We have gowns for graduations from high school, as well as universities. We also have
photographers that are available to attend graduation ceremonies.

Wedding Pictures
Wedding packages are available through a combination of our indoor themed weddings as well
as outdoor garden views. On-site photographers are also available to capture that special day in
your life.

Family Portraits
Our two indoor studios can accommodate up to approximately 30-50 members for family
pictures.
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4.2
Pricing
Wishing Stone will charge two types of fees: sitting fees and portrait fees. The sitting fee will be charged
for setting up the studio and taking the pictures, which includes the number of frames. Additionally, for
certain packages, make-up and clothing will be included in the sitting fee. The sitting fee will range from
$50 to $100, with an addition $50 for additional photographs taken outside.
The portrait fee will be charged for the end product, depending on the number and sizes of photos
purchased. Portfolio packages will range from $1,000 to $3,000, with individual pictures ranging from
$50 to $100. A digital copy of the pictures will cost $150.
4.3
Promotion
Extensive promotion is needed at the initial stage of operation to promote awareness of our business.
Our company will set up a website with our portfolio and pricing packages listed. Also, pictures of our
outdoor studio will be presented. The main focus of our website will be to promote the outdoor studio.
We will also advertise using brochures at wedding chapels for wedding pictures, hospitals for baby and
family pictures, and in school newsletters for graduation pictures. To attract and expand our customer
base, we will provide discounts for first time clients.
In the long term, less advertising will be needed and the main source of promotion will be through
word-of-mouth referrals.
4.4
Place
Wishing Stone Photography will be situated in the Steveston area of Richmond, British Columbia. This
location allows us to have an outdoor studio at a relatively fair price and is in close proximity to the
metropolitan area for client convenience. With our theme packages that are designed for Canadians as
well as minorities, which focus on the Chinese and South Asian market, locating the business in
Richmond allows us to be in closer contact with our target market.
4.5
Strengths and Weaknesses
Our competitive advantage resides with our variety of props as well as the outdoor studio. We offer a
range of services to meet our clients’ needs. With our variety of props the clients have a wide selection
5
of clothing and theme packages that our clients can choose from. Some of the theme packages are
specifically designed to target minorities, such as the Chinese and South Asian communities since they
have the highest income level on average. The outdoor studio also allows clients to incorporate nature
views into their pictures without the cost of traveling to different locations.
However, this outdoor studio also has the disadvantage of limiting the clients’ choices to what we have
in the studio. To accommodate those that want personalized pictures, we have photographers that can
be in attendance at events to take pictures.
4.6
Projection of Revenue and Marketing Expenses
As there will be growth in our capital assets such as the addition of props, our revenue will also grow
along with additional purchases. However, revenue is expected to grow faster than capital purchases, as
props can be reused. For every 1% growth in capital assets, our revenue is expected to grow by
approximately 3 times. With 5% annual growth in capital expenditures, the revenue growth is expected
to be 15%.
Marketing expenses do not fluctuate significantly with the change in revenue since these are mainly
upfront expenditures. The website maintenance cost would be higher initially since information
regarding promotions and portfolios need to be updated. However, as our business becomes more
established, minimal website maintenance will be needed and the cost levels off, to approximately
$2,000 per year which consists mainly of the costs for the website server and promotional updates. Due
to the long-term goal of relying on word of mouth for business promotion, the marketing expense in the
future is minimal. The initial decrease in market expense is approximately 75% since extensive
marketing is needed at the initial stage. During later periods, the annual decrease in marketing expense
will be approximately 30% per year.
Project revenue ($)
Projected marking expenses ($)
Year 1
Year 2
Year 3
Year 4
Year 5
379,200
449,162
532,033
630,193
746,464
26,000
8,000
5,500
4,450
3,715
6
5.0
5.1
The Operations Plan
2
Company Ownership
The business will be run as a corporation to limit liabilities and ease
transfer of ownership. Creators Alina Ding, Joanna Gou, Annabella Seto,
and Gwen Yip will each contribute $25,000 to obtain equal ownership.
Losses incurred in the early years are expected to be used up quickly in
years of profit.
5.2
Location
The Steveston area has been chosen as it is a middle- to upper-middle class neighbourhood, which falls
into the niche of our target market. Business will take place in a bungalow home that is zoned for
commercial use. Please see Appendix 1 for the main floor and basement floor plan.
5.3
Operations
The studio will be open from Thursday to Sunday from 10 am to 5 pm and by appointment to
accommodate special requests such as an evening photo shoots at our outdoor studio. The operating
manager, two photographers, and a receptionist will work in the office on a day-to-day basis.
Rooms are placed with consideration to a regular house floor plan. When clients arrive to the house,
they enter the building through the front entrance. Upon entering the house, they are greeted by the
receptionist and introduced to Wishing Stone’s gallery of photos, which are displayed all around the
foyer. The receptionist determines what type of services the client wants by asking a series of questions.
An appointment will be made with the operations manager for a later date if a custom package is
required.
Otherwise, the receptionist will book an appointment for the client with one of the photographers on
staff. If the two photographers on staff are fully booked, the receptionist will record the date and time
that the client requests and contact a contract photographer on the company contractor list to book an
appointment. All appointments are entered and stored in a data base on the receptionist’s computer.
Also, upon booking of an appointment, a sitting fee is collected from the client. The receptionist
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contacts the clients one week before the scheduled appointment to confirm the day and time to avoid
missed appointments. The two photographers and operations manager check their appointments on a
daily basis.
If an appointment is required with the operations manager, then the client will have a meeting in the
office or consultation area on the main floor, in the NE corner of the house. The operations manager
will determine the pricing for the client and fill out a pricing form, which is directed to the receptionist.
The receptionist then enters the pricing information and books an appointment for the client on the
computer.
If the client chooses to have a photo shoot at the house, they will have their photos taken in the
basement in either Studio 1 or 2 or in the backyard for outdoor photos. A storage room is located in the
basement that stores extra props and costumes for photo shoots. Washrooms are located on the main
floor and basement for clients to change if required.
The two photographers stay on site taking photos for clients while make-up artist applying make-up for
the next customer. Once all clients have all left for the day, the operating manager will back-up the
computer and close the studio. Photographers will have access to the studio to accommodate afterhours appointments.
Photos are edited digitally before printing in the digital lab on the main floor, east of the receptionist
area. The printing of photos will be done in-house by photographers. There is also a laundry room and
kitchen on the main floor to accommodate client and staff needs.
If a photo shoot is taking place offsite, the photographer will make arrangements for their own travel,
and submit an expense report for reimbursement. During the initial appointment, the manager,
photographer, and client can determine the number of hours that the photographer will be working.
One of the shareholders will provide the studio with accounting services. Her duties are mainly
accounting related, and will be performed on weekly (bookkeeping, deposit), bi-weekly (payroll),
monthly (utilities bills, monthly financial statement) and annual basis (e.g. property taxes, annual
financial statements, tax returns).
8
5.4
Supply/Cost of sales Analysis
Supplies are mainly related to photo finishing, including laser paper and folders, folios, albums, easels,
and ink. No supplies will be kept on site except for a week’s supply of laser paper and ink. Clients will be
provided with a catalogue with pictures displaying the “end look” they can have. Based on a client’s
selection, supplies can be purchased from professional photography stores or an online supplier such as
Pro Studio Supply. Due to the wide selection of suppliers, the risk involved in supplies is low.
5.5
Cost of Sales and Operating Expenses
Projects costs of sales and operating expenses (excluding payroll) are as follows (Please see the financial
projections for detail):
Cost of sales ($)
Other operating expenses ($)
5.6
Year 1
Year 2
Year 3
Year 4
Year 5
274,289
280,880
297,775
317,582
339,909
186,948
175,923
179,402
184,643
190,495
Working Capital Plan
The following is a description of how working capital will be monitored and managed:

Liquidity Management – use of liquidity ratios and cash flow to manage liquidity. No significant
cash is on hand.

Inventory Management – Limited inventory is carried on hand. The only supplies we will carry are
one week’s supplies of laser paper and ink.

Accounts Receivable – We will not offer credit to our clients. All revenue will be paid either by cash
or credit card upon booking of an appointment or when pictures are purchased.

Accounts Payable – All picture supplies (i.e. frames, laser paper, etc.) will be paid by cash upon
purchase. We will take advantage of payment terms provided in other accounts payables such as
utilities, insurance and internet. On average, accounts payable will be outstanding for 15 days.
5.7
Capital Budget
The capital budget consists of the Steveston bungalow and property, lighting equipment, computer
equipment, software, props, studio backdrops, costumes, furnishings and appliances and renovations,
which total $606,300. Cameras will be personally owned by each photographer and therefore excluded
9
from the capital budget. The capital budget is expected to increase at 5% on an annual basis to account
for additional props, costumes and other miscellaneous items that may be purchased.
Steveston Bungalow and Property
Lighting equipment
Computer equipment
Software
Props (swing set, wishing well, gazebo
Studio backdrops
Costumes
Furnishings and appliances
Renovations
Total
5.8
Capital
Expenditures
525,000
5,000
5,000
800
8,000
4,000
3,000
8,500
50,000
609,300
Cash Conversion Cycle
Since there are no accounts receivable in the business, and the average days of payable is 15 days, the
CCC will be -15 days. In other words, we will obtain free financing from those accounts payables.
10
6.0
3
Human Resources Plan
Photography is a creative outlet, and Wishing Stone
Photography aims to allow its photographers and artists the
opportunity to share their creativity with clients. We want to
attract artists who want to share their talent, but not be
burdened with business responsibilities.
General Manager
Receptionist
Photographer
6.1
Photographer
Make-up Artist
(contracted)
Design Artist
(contracted)
The Business
We will promote an atmosphere of openness, creativity, and sharing. We encourage open
communication between all members of the group, as well as those invited to help us during busy
periods. We want our staff to work together, sharing ideas, and allowing their creativity to shine. A
general manager will oversee the operations, but seek ideas from other staff members. The
shareholders will also be actively involved in the administrative and accounting activities of the business.
6.2
Operations Manager
The operations manager will oversee the business and be the first point of contact for clients. He or she
will have initial meetings with clients, and determine what their preferences are. They will then match
the client’s needs to a photographer, and then introduce the parties. At that point, the photographer
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will become the client contact, with the operations manager providing full support. The operations
manager must be someone who is creative and understands photography, but also understands
business.
We will search for potential operations managers through discussion forums for photography,
publications and word-of-mouth.
Required Skills

Photography and editing

Problem-solving

Time management

Financial and budgeting

Understanding and communicating clients’ visions
Job Description
Daily

Oversee operations

Attract and hold initial meetings with clients

Assess and approve expenditures

Resolve conflicts with employees and clients

Discuss scheduling and ‘creative’ needs with staff
Monthly

Approve work schedules

Analyze financial results

Review client appointments (specifically for large events)

Assess need for contracting additional photographers

Communicate results with shareholders
Yearly

Evaluate managers and staff
12
6.3
Receptionist
The receptionist will be responsible for the day-to-day general and administrative tasks of the business.
This person will be the first person that potential clients see or speak with, so we are seeking someone
who is open and friendly, and well-organized.
We will search for potential receptionists through discussion forums on photography, publications,
employment websites, and word-of-mouth.
Required Skills

Organizational

Problem-solving
Job Description
Daily

Schedule appointments

Order supplies

Greet clients onsite

Invoice clients and process payments

Provide general assistance where needed
6.4
Photographers
We want to attract photographers who are creative and love what they do, but do not want to be
burdened with the business activities. We will seek potential photographers through trade publications
and word-of-mouth.
We will start with two photographers on staff during office hours, who will also be available for afterhour appointments, to accommodate client schedules. As we will have two studios, the yard, and be
available for on-site photography at events, we will be able to accommodate more than two parties at a
time. When this is the case, we will hire contract photographers. When operations are busy enough that
we frequently have to hire contractors, we will add another full-time photographer.
Required Skills

Photography and editing

Understanding and communicating clients’ visions
13

Ability to accept others’ ideas
Job Description
Daily

Meet with clients to understand their vision

Manage photo sessions (both onsite and offsite)

Develop/print portraits

Review portraits with clients

Advertise packages available
6.5
Set Designer
Our portraits are not plain and boring; they are set in unique backgrounds and landscapes. We require
someone who can picture clients sitting on large stones, with a waterfall flowing into the river behind
them. We want someone who can use the outside garden and gazebo to show a romantic evening with
flowers and candlelight. As not all clients will require specialized settings, we will contract a set designed
as needed.
Required Skills

Understanding and communicating clients’ visions

Able to accept others’ ideas

Can build and develop a set/backdrop

Landscaping
Job Description

Meet with clients to understand their vision

Attend photo sessions (both onsite and offsite)

Review portraits with clients

Advertise packages available
6.6
Make-up Artist
A make-up artist will be scheduled as needed for clients’ who wish for a little extra in their portraits. This
person will be hired on a contract basis, as not all clients will require his or her services.
Required Skills

Cosmetics
14

Understanding clients’ vision
Job Description
6.7

Meet with clients to understand their vision

Attend photo sessions (both onsite and offsite)

Assess materials/make-up needs
Projected Human Resource Costs
Salaries
Operations manager
Receptionist
Photographer 1
Photographer 2
Set Designer
Make-up artist
Total
Year 1
50,000
28,000
35,000
35,000
22,000
16,000
186,000
Year 2
52,500
29,400
36,750
36,750
23,100
16,800
195,300
Year 3
55,125
30,870
38,588
38,588
24,255
17,640
205,065
Year 4
57,881
32,414
40,517
40,517
25,468
18,522
215,318
Year 5
60,775
34,034
42,543
42,543
26,741
19,448
226,084
Accounts for an estimated 5% increase each year, to account for 3% inflation and general wage
increases.
Benefits
15% of Salaries
Year 1
27,900
Year 2
29,295
Year 3
30,760
Year 4
32,298
Year 5
33,913
15
7.0
4
The Financial Plan
Wishing Stone will generate most of its revenue from two
streams: graduations and weddings. The majority of the cost
of sales will consist of payroll expenses for the photographers
and make-up artists as well as 60% of overhead costs such as
utilities and insurances. Currently the gross margin is
approximately 28% and will be increasing every year at about
10% due to inflation of 3% and additional expected sales
growth.
7.1
Risk Analysis
There are some risk factors in the business due to the high leverage by financing the capital assets
through mortgages; over the projected period, we will have a debt-to-equity ratio of 2. However, our
ability to generate an average return on the assets of 8% will allow us to reduce the financial risk. Due to
this highly leveraged structure, our business expects to generate an average return on equity of 30%.
Since there are no credit sales, all of our revenue will be cash sales, which significantly reduces our
liquidity risks.
Year 1
Debt-to-equity
Return on assets
Return on equity
2
-9%
-28%
Year 2
2
0%
0%
Year 3
Year 4
2
9%
30%
2
15%
55%
Year 5
2
22%
92%
Average
2
8%
30%
Our financial projection also presents a worst case scenario whereby sales are decreased by 20%. Under
the worst case scenario, additional financing may be needed to finance the cash flows in the earlier
years. However, the worst-case scenario is less likely due to our specialty in theme weddings and our
outdoor studio.
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8.0
Conclusion
We are seeking an external equity investment of $100,000. Under the business model discussed above,
a 33% internal rate of return can be generated from the investment. We are looking for someone who is
not only willing to contribute the money but also interested in providing memories for others.
17
Appendices
5
5
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Appendix I – Wishing Stone Photography Floor Plan
Main
Floor
19
Basement
20
Appendix II - Statistics Canada Demographic Information
British Columbia
Total - Age groups
15 to 19 years
20 to 24 years
25 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 to 69 years
70 years and over
Aggregate after-tax
income $'000
93,351,357
1,012,905
3,745,331
12,868,880
20,761,738
23,776,104
16,336,186
4,571,204
10,279,259
93,351,501
20,128,477
56,096,632
3,302,554
Total - Legal marital status
Never legally married (single)
Legally married (and not separated)
Separated, but still legally married
Minority Groups
Chinese
South Asian
Black
Filipino
Latin American
Southeast Asian
Arab
West Asian
Korean
Japanese
6,971,894
4,502,660
449,640
1,550,185
475,917
557,246
144,441
473,278
563,135
740,077
Vancouver
15 years and over by legal marital status
Never legally married (single)
Legally married (and not separated) 3
Separated, but still legally married
Divorced
Widowed
Population
1,752,390
597,755
888,310
49,980
128,040
88,300
Immigrant population by age at immigration
Under 5 years
5 to 14 years
15 to 24 years
25 to 44 years
831,265
59,885
142,265
179,825
339,675
Source: Statistics Canada, 2006 Census, retrieved on June 22, 2009 from http://www.statcan.gc.ca/startdebut-eng.html
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