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Business Plans For The Real World Business Plans For The Real World

Why a Business Plan? l Strategic Guide l Lenders l Investors Why a Business Plan? l Strategic Guide l Lenders l Investors

Strategic Guide l l l Where Do You Want To Go? How Are You Strategic Guide l l l Where Do You Want To Go? How Are You Going to Get There? What Market Niches? How Much is it Going to Cost? Greatest Profit Opportunity?

Lender Expectations Good Business Track Record l Ability to Repay l Staying Power l Lender Expectations Good Business Track Record l Ability to Repay l Staying Power l Collateral l

Investor Expectations l l l l Competitive Advantage Huge Market Strong Management Team Strong Investor Expectations l l l l Competitive Advantage Huge Market Strong Management Team Strong Marketing and Sales Plan Some Skin in the Game Obscene Return Exit Strategy

Entrepreneurs Start Businesses: To Capitalize on an Invention l To Pursue a Passion l Entrepreneurs Start Businesses: To Capitalize on an Invention l To Pursue a Passion l To Be Their Own Boss l To Get Rich l ---All Need an Exit Strategy

Exit Strategies Selling the Business l Transferring the Business to a Family Member l Exit Strategies Selling the Business l Transferring the Business to a Family Member l Taking the Company Public l Being Acquired by a Larger Company l

Funding Sources: l l l Savings Friends and Family Financial Institutions / Banks Angel Funding Sources: l l l Savings Friends and Family Financial Institutions / Banks Angel Investors Venture Capital

Business Plan Content l l l Executive Summary Company Description Product/Services Description Industry Overview Business Plan Content l l l Executive Summary Company Description Product/Services Description Industry Overview Market Analysis Competitors

Business Plan Content l l l Customers Marketing and Sales Plans Development Operations Management Business Plan Content l l l Customers Marketing and Sales Plans Development Operations Management

Business Plan Content l l l Personnel Financial Summary Financials Offering Appendices Business Plan Content l l l Personnel Financial Summary Financials Offering Appendices

Executive Summary A mini-business plan in one or two pages l Highlights the most Executive Summary A mini-business plan in one or two pages l Highlights the most important points of your business plan l It is NOT an introduction to the plan l It must grab your reader, and entice him/her to read further l

Executive Summary Identify the company, its background, structure and location l Describe what the Executive Summary Identify the company, its background, structure and location l Describe what the company does, and the market it serves l Describe the market potential for the company’s products and services, market trends, etc. l

Executive Summary l Outline the backgrounds and experience of the top management team l Executive Summary l Outline the backgrounds and experience of the top management team l Describe the funding required, the purposes for which it will be used, the collateral available (if for a lender), and the expected outcomes

Company Overview l Brief Company Introduction – Mission statement – Location, size, history – Company Overview l Brief Company Introduction – Mission statement – Location, size, history – Market and products – Overview of company capabilities – Objectives

Products/Services l Products / Services – What does it do? – Uniqueness – Competitive Products/Services l Products / Services – What does it do? – Uniqueness – Competitive Advantage l Technology – Brief description – Applications l Commercialization Status – Brief overview

Industry Overview Set The Stage l Industry Definition and Description l – Major players Industry Overview Set The Stage l Industry Definition and Description l – Major players within the industry – Factors driving dynamics – New products and developments Legislation and Policies Driving the Industry l Historical and Future Trends l

Market Analysis l Market Definition – Primary Market – Secondary Markets l Market Size Market Analysis l Market Definition – Primary Market – Secondary Markets l Market Size and Trends – Current total revenues – Predicted annual growth rate

Competitors l Direct Competitors – Who are they? – Size and product breadth – Competitors l Direct Competitors – Who are they? – Size and product breadth – Revenues and profitability – Strengths and weaknesses – Market shares l Indirect Competitors

Customers l Customer Characteristics – Who are they? – Why do they buy? – Customers l Customer Characteristics – Who are they? – Why do they buy? – Need satisfied by the product/service – How is the need currently filled? – What are the alternatives? – Who makes the decision to buy? – How frequently do they purchase?

Marketing and Sales Plans Statement of Opportunity l Marketing and Sales Objectives l Existing Marketing and Sales Plans Statement of Opportunity l Marketing and Sales Objectives l Existing Customers l Potential Customers l – Prospects targeted – How prospects will be targeted and qualified

Marketing Strategies l l l Product/Service Strategy Pricing Strategy Distribution Strategy Advertising and Promotion Marketing Strategies l l l Product/Service Strategy Pricing Strategy Distribution Strategy Advertising and Promotion Strategy Sales Strategy Marketing and Sales Forecasts

Marketing and Sales Plans l Marketing Programs – – – l Direct Mail Trade Marketing and Sales Plans l Marketing Programs – – – l Direct Mail Trade Shows Advertising Internet Publicity/Public Relations Marketing Budget Pricing – Basis for targeted price point – Margins and profitability by volume levels

Marketing and Sales Plans l Sales Plan – Sales force structure – (direct or Marketing and Sales Plans l Sales Plan – Sales force structure – (direct or reps) – Sales expectations/quotas – Margins given to intermediaries – Service and warranties – Sales Budget – Organizational chart indicating planned growth

Development l R & D Plan – Objectives – Milestones and current status – Development l R & D Plan – Objectives – Milestones and current status – Difficulties and risks – Staffing – R & D Budget and assumptions

Operations l Manufacturing/Production Plan – Objectives – Facilities – Staffing – Subcontractors – Quality Operations l Manufacturing/Production Plan – Objectives – Facilities – Staffing – Subcontractors – Quality Control – Budget / Operating Expenses

Management Company Organization l Management Team l Administrative Expenses l Management Company Organization l Management Team l Administrative Expenses l

Management Team l l l President VP Finance VP Sales VP Marketing VP Manufacturing Management Team l l l President VP Finance VP Sales VP Marketing VP Manufacturing Board of Advisors

Personnel l Human Resource Plan – Staffing Objectives – Organizational Structure – 3 -5 Personnel l Human Resource Plan – Staffing Objectives – Organizational Structure – 3 -5 year growth plan – Budget

Summary of Financials l Financial Objectives – Time to Cash Flow Positive – Time Summary of Financials l Financial Objectives – Time to Cash Flow Positive – Time to profitability Financial Assumptions l Capital Requirements l Exit Scenario l

Financials Pro-forma Cash Flow Projections l Pro-forma Profit & Loss Statements l Pro-forma Balance Financials Pro-forma Cash Flow Projections l Pro-forma Profit & Loss Statements l Pro-forma Balance Sheet l

l A pro forma financial statement is defined as l A pro forma financial statement is defined as "a financial statement prepared on the basis of some assumed events and transactions that have not yet occurred. " Historical financial statements are used to measure an organization's past financial performance and condition. Without historical financial statements, financial analysis and evaluation would not be possible and management, board members, investors, and customers would be largely in the dark about how well an organization has done.

Pro forma financial statements are similar to historical financial statements in appearance and use, Pro forma financial statements are similar to historical financial statements in appearance and use, except that they focus on the future instead of the past and are based upon assumptions rather than hard fact. Historical statements should be real, solid, and scientific, while pro forma statements allow management to exercise a certain amount of creativity and flexibility. Pro forma statements reflect a dynamic environment in which change is still possible and a variety of different alternatives can be followed. They take the same forms as historical statements, the most common being the income statement, the balance sheet, and the statement of changes in financial position.

Offering Investment Requirements l Pro-forma Valuation of Business l Offer l Offering Investment Requirements l Pro-forma Valuation of Business l Offer l

Appendices l l l Resumes of Key Management Patent Information Customer List Testimonials Supplemental Appendices l l l Resumes of Key Management Patent Information Customer List Testimonials Supplemental Financial Spreadsheets References

l l l http: //www. sba. gov/category/navigationstructure/counseling-training http: //www. sba. gov/content/starting-business http: //www. score. l l l http: //www. sba. gov/category/navigationstructure/counseling-training http: //www. sba. gov/content/starting-business http: //www. score. org/resources/business-plans-financialstatements-template-gallery http: //www. dothan. com http: //www. sba. gov/content/why-do-you-need-one

Questions? Questions?