C1 Bp1

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C1 Bp1

  1. 1. Patricia Salguero I cannot teach anybody anything, I can only make them think. Socrates
  2. 2. Patricia Salguero <ul><li>Business Plan Concept </li></ul><ul><li>Management and Corporate structures in Asia and the west </li></ul><ul><li>EXECUTIVE SUMMARY </li></ul><ul><ul><li>Highlights plan </li></ul></ul><ul><ul><li>The Components </li></ul></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Mission </li></ul></ul><ul><ul><li>Key to success </li></ul></ul><ul><ul><li>Executive summary common mistakes </li></ul></ul><ul><ul><li>Suggestions </li></ul></ul><ul><li>COMPANY SUMMARY </li></ul><ul><ul><li>Company history </li></ul></ul><ul><ul><li>Company location and facilities </li></ul></ul>
  3. 3. Patricia Salguero <ul><li>PRODUCTS </li></ul><ul><ul><li>Products facing a new economy </li></ul></ul><ul><ul><li>Product description </li></ul></ul><ul><ul><li>Competitive comparison </li></ul></ul><ul><ul><li>Sales literature </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Future products </li></ul></ul><ul><li>COMPETITIVE ANALYSIS. </li></ul><ul><ul><li>Why do you need competitive analysis </li></ul></ul><ul><ul><li>How will competitive analysis help your company </li></ul></ul><ul><ul><li>Forces influencing competition in the industry </li></ul></ul><ul><ul><li>Current and Potential direct and indirect competitors, substitutes </li></ul></ul><ul><ul><li>Competitive advantages. </li></ul></ul>
  4. 4. Patricia Salguero <ul><li>MARKET ANALYSIS SUMMARY </li></ul><ul><ul><li>Concept </li></ul></ul><ul><ul><li>Types of markets </li></ul></ul><ul><ul><li>Building your assumptions </li></ul></ul><ul><ul><li>How to size a market </li></ul></ul><ul><ul><li>Tools for sizing </li></ul></ul><ul><ul><li>Market segmentation </li></ul></ul><ul><ul><li>Importance of Market segmentation </li></ul></ul><ul><ul><li>Criteria for segmentation </li></ul></ul><ul><ul><li>The Techniques </li></ul></ul><ul><ul><li>Target market segment Strategy </li></ul></ul><ul><ul><li>Market segmentation process </li></ul></ul><ul><ul><ul><li>Market needs </li></ul></ul></ul><ul><ul><ul><li>Market Trends </li></ul></ul></ul><ul><ul><ul><li>Market Growth </li></ul></ul></ul><ul><ul><ul><li>Main Competitors </li></ul></ul></ul>
  5. 5. Patricia Salguero <ul><li>STRATEGY AND IMPLEMENTATION SUMMARY </li></ul><ul><ul><li>Strategic Pyramid </li></ul></ul><ul><ul><li>Value proposition </li></ul></ul><ul><ul><li>Competitive Edge </li></ul></ul><ul><ul><li>Marketing Strategy </li></ul></ul><ul><ul><ul><li>Positioning Statements </li></ul></ul></ul><ul><ul><ul><li>Pricing Strategy </li></ul></ul></ul><ul><ul><ul><ul><li>Cost plus pricing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Competitive pricing strategy </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Cream skimming pricing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Premium price strategy </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Market Penetration price </li></ul></ul></ul></ul><ul><ul><ul><li>Promotion Strategy </li></ul></ul></ul><ul><ul><ul><ul><li>The pulling promotional strategy </li></ul></ul></ul></ul><ul><ul><ul><ul><li>The pushing promotional strategy </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Dimensions of advertising effectiveness </li></ul></ul></ul></ul><ul><ul><ul><li>Distribution Strategy </li></ul></ul></ul><ul><ul><li>Sales Strategy </li></ul></ul><ul><ul><ul><li>Sales promotion tools and activities </li></ul></ul></ul><ul><ul><ul><li>Sales Forecast </li></ul></ul></ul>
  6. 6. Patricia Salguero <ul><li>MANAGEMENT SUMMARY </li></ul><ul><ul><li>Organizational Structure </li></ul></ul><ul><ul><li>Management Team </li></ul></ul><ul><ul><li>Personnel Plan </li></ul></ul><ul><li>FINANCIAL PLAN </li></ul><ul><ul><li>Important Assumptions </li></ul></ul><ul><ul><li>Key Financial Indicators </li></ul></ul><ul><ul><li>Break – Even Analysis </li></ul></ul><ul><ul><li>Projected Profit and loss </li></ul></ul><ul><ul><li>Projected Cash Flow </li></ul></ul><ul><ul><li>Projected Balance Sheet </li></ul></ul><ul><ul><li>Business Ratios </li></ul></ul><ul><li>  </li></ul>
  7. 7. BUSSINES PLAN <ul><li>The business plan helps a prospective business owner to detail his/her idea by thinking through all the implementation steps. </li></ul><ul><li>This process helps the entrepreneur to see on paper whether the business has a chance to succeed. </li></ul><ul><li>The business plan is also written with bankers and investors in mind when the entrepreneur is looking for financing. </li></ul>Patricia Salguero
  8. 8. Patricia Salguero What is a Business Plan: <ul><li>A Business Plan is a detailed action programme or roadmap outlining every conceivable aspect of your proposed business venture. </li></ul><ul><li>It is a comprehensive, self explanatory plan of: what you intend doing; how you intend doing it; when you intend doing it; where you intend doing it; and why you believe your idea is viable. </li></ul>BUSSINES PLAN
  9. 9. Management and Corporate Structures in Asia and the West: 25 Key differences Large Western Firms Large Asian Firms <ul><li>Short time horizons in decision making </li></ul><ul><li>The company is driven by profits and/or market share </li></ul><ul><li>Corporate direction determine by overall corporate “Mission” and strategy </li></ul><ul><li>Highly structured </li></ul><ul><li>Wide ownership </li></ul><ul><li>Professionally managed </li></ul>Michael Bachman.” Asian Eclipse”,1999 <ul><li>Long time horizons in decision making </li></ul><ul><li>The company is growth-driven </li></ul><ul><li>Corporate direction determined by opportunity </li></ul><ul><li>Often poorly structured </li></ul><ul><li>Narrow Ownership </li></ul><ul><li>Family managed </li></ul>
  10. 10. <ul><li>More concentrated </li></ul><ul><li>Invest on the basis of research </li></ul><ul><li>Minority shareholders well treated </li></ul><ul><li>Dispersed decision making </li></ul><ul><li>Relatively small number of units </li></ul><ul><li>Prefer accrual accounting </li></ul><ul><li>Lots of contracting out and buying in </li></ul><ul><li>Highly diversify </li></ul><ul><li>Invest on the basis of connections </li></ul><ul><li>Minority shareholders abused </li></ul><ul><li>Centralized decision making </li></ul><ul><li>Large number of units/companies </li></ul><ul><li>Prefer cash accounting </li></ul><ul><li>High degree of vertical integration; lots of internal transactions </li></ul>
  11. 11. <ul><li>Reliant on external funding </li></ul><ul><li>Services are very important </li></ul><ul><li>R&D Intense </li></ul><ul><li>Participative management </li></ul><ul><li>Senior management is relatively aloof </li></ul><ul><li>Well-defined career ladder for staff </li></ul><ul><li>High priority given to transparency, auditing and disclosure </li></ul><ul><li>Prefer internal funding </li></ul><ul><li>Dislike services </li></ul><ul><li>Little or not R&D </li></ul><ul><li>Patriarchal management </li></ul><ul><li>Senior management is hands-on </li></ul><ul><li>Vague career ladder for staff </li></ul><ul><li>Low priority given to transparency, auditing and disclosure </li></ul>
  12. 12. <ul><li>Fringe benefits are generally a small part of total remuneration </li></ul><ul><li>Staff training is formal and structured </li></ul><ul><li>Employees tend to be promoted on the basis of their inherent productivity </li></ul><ul><li>Job descriptions are precise and employees are encourage to use initiative </li></ul><ul><li>Staff initiative expected and rewarded </li></ul><ul><li>Fringe benefits are a high component of salary </li></ul><ul><li>Staff are trained informally and on the job </li></ul><ul><li>Employees tend to be promoted on the basis of their connections and perceived loyalty </li></ul><ul><li>Job descriptions are vague and employees work as directed </li></ul><ul><li>Staff initiative discouraged </li></ul>

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