Patricia Salguero I cannot teach anybody anything, I can only make them think. Socrates

Patricia Salguero Business Plan Concept Management and Corporate structures in Asia and the west EXECUTIVE SUMMARY Highlights plan The Components Objectives Mission Key to success Executive summary common mistakes Suggestions COMPANY SUMMARY Company history Company location and facilities

Business Plan Concept

Management and Corporate structures in Asia and the west

EXECUTIVE SUMMARY

Highlights plan

The Components

Objectives

Mission

Key to success

Executive summary common mistakes

Suggestions

COMPANY SUMMARY

Company history

Company location and facilities

Patricia Salguero PRODUCTS Products facing a new economy Product description Competitive comparison Sales literature Technology Future products COMPETITIVE ANALYSIS. Why do you need competitive analysis How will competitive analysis help your company Forces influencing competition in the industry Current and Potential direct and indirect competitors, substitutes Competitive advantages.

PRODUCTS

Products facing a new economy

Product description

Competitive comparison

Sales literature

Technology

Future products

COMPETITIVE ANALYSIS.

Why do you need competitive analysis

How will competitive analysis help your company

Forces influencing competition in the industry

Current and Potential direct and indirect competitors, substitutes

Competitive advantages.

Patricia Salguero MARKET ANALYSIS SUMMARY Concept Types of markets Building your assumptions How to size a market Tools for sizing Market segmentation Importance of Market segmentation Criteria for segmentation The Techniques Target market segment Strategy Market segmentation process Market needs Market Trends Market Growth Main Competitors

MARKET ANALYSIS SUMMARY

Concept

Types of markets

Building your assumptions

How to size a market

Tools for sizing

Market segmentation

Importance of Market segmentation

Criteria for segmentation

The Techniques

Target market segment Strategy

Market segmentation process

Market needs

Market Trends

Market Growth

Main Competitors

Patricia Salguero STRATEGY AND IMPLEMENTATION SUMMARY Strategic Pyramid Value proposition Competitive Edge Marketing Strategy Positioning Statements Pricing Strategy Cost plus pricing Competitive pricing strategy Cream skimming pricing Premium price strategy Market Penetration price Promotion Strategy The pulling promotional strategy The pushing promotional strategy Dimensions of advertising effectiveness Distribution Strategy Sales Strategy Sales promotion tools and activities Sales Forecast

STRATEGY AND IMPLEMENTATION SUMMARY

Strategic Pyramid

Value proposition

Competitive Edge

Marketing Strategy

Positioning Statements

Pricing Strategy

Cost plus pricing

Competitive pricing strategy

Cream skimming pricing

Premium price strategy

Market Penetration price

Promotion Strategy

The pulling promotional strategy

The pushing promotional strategy

Dimensions of advertising effectiveness

Distribution Strategy

Sales Strategy

Sales promotion tools and activities

Sales Forecast

Patricia Salguero MANAGEMENT SUMMARY Organizational Structure Management Team Personnel Plan FINANCIAL PLAN Important Assumptions Key Financial Indicators Break – Even Analysis Projected Profit and loss Projected Cash Flow Projected Balance Sheet Business Ratios

MANAGEMENT SUMMARY

Organizational Structure

Management Team

Personnel Plan

FINANCIAL PLAN

Important Assumptions

Key Financial Indicators

Break – Even Analysis

Projected Profit and loss

Projected Cash Flow

Projected Balance Sheet

Business Ratios

BUSSINES PLAN The business plan helps a prospective business owner to detail his/her idea by thinking through all the implementation steps. This process helps the entrepreneur to see on paper whether the business has a chance to succeed. The business plan is also written with bankers and investors in mind when the entrepreneur is looking for financing. Patricia Salguero

The business plan helps a prospective business owner to detail his/her idea by thinking through all the implementation steps.

This process helps the entrepreneur to see on paper whether the business has a chance to succeed.

The business plan is also written with bankers and investors in mind when the entrepreneur is looking for financing.

Patricia Salguero What is a Business Plan: A Business Plan is a detailed action programme or roadmap outlining every conceivable aspect of your proposed business venture. 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. BUSSINES PLAN

A Business Plan is a detailed action programme or roadmap outlining every conceivable aspect of your proposed business venture.

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.

Management and Corporate Structures in Asia and the West: 25 Key differences Large Western Firms Large Asian Firms Short time horizons in decision making The company is driven by profits and/or market share Corporate direction determine by overall corporate “Mission” and strategy Highly structured Wide ownership Professionally managed Michael Bachman.” Asian Eclipse”,1999 Long time horizons in decision making The company is growth-driven Corporate direction determined by opportunity Often poorly structured Narrow Ownership Family managed

Short time horizons in decision making

The company is driven by profits and/or market share

Corporate direction determine by overall corporate “Mission” and strategy

Highly structured

Wide ownership

Professionally managed

Long time horizons in decision making

The company is growth-driven

Corporate direction determined by opportunity

Often poorly structured

Narrow Ownership

Family managed

More concentrated Invest on the basis of research Minority shareholders well treated Dispersed decision making Relatively small number of units Prefer accrual accounting Lots of contracting out and buying in Highly diversify Invest on the basis of connections Minority shareholders abused Centralized decision making Large number of units/companies Prefer cash accounting High degree of vertical integration; lots of internal transactions

More concentrated

Invest on the basis of research

Minority shareholders well treated

Dispersed decision making

Relatively small number of units

Prefer accrual accounting

Lots of contracting out and buying in

Highly diversify

Invest on the basis of connections

Minority shareholders abused

Centralized decision making

Large number of units/companies

Prefer cash accounting

High degree of vertical integration; lots of internal transactions

Reliant on external funding Services are very important R&D Intense Participative management Senior management is relatively aloof Well-defined career ladder for staff High priority given to transparency, auditing and disclosure Prefer internal funding Dislike services Little or not R&D Patriarchal management Senior management is hands-on Vague career ladder for staff Low priority given to transparency, auditing and disclosure

Reliant on external funding

Services are very important

R&D Intense

Participative management

Senior management is relatively aloof

Well-defined career ladder for staff

High priority given to transparency, auditing and disclosure

Prefer internal funding

Dislike services

Little or not R&D

Patriarchal management

Senior management is hands-on

Vague career ladder for staff

Low priority given to transparency, auditing and disclosure

Fringe benefits are generally a small part of total remuneration Staff training is formal and structured Employees tend to be promoted on the basis of their inherent productivity Job descriptions are precise and employees are encourage to use initiative Staff initiative expected and rewarded Fringe benefits are a high component of salary Staff are trained informally and on the job Employees tend to be promoted on the basis of their connections and perceived loyalty Job descriptions are vague and employees work as directed Staff initiative discouraged

Fringe benefits are generally a small part of total remuneration

Staff training is formal and structured

Employees tend to be promoted on the basis of their inherent productivity

Job descriptions are precise and employees are encourage to use initiative

Staff initiative expected and rewarded

Fringe benefits are a high component of salary

Staff are trained informally and on the job

Employees tend to be promoted on the basis of their connections and perceived loyalty

Job descriptions are vague and employees work as directed

Staff initiative discouraged