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24 Hours of Technology
   Panidea Inc. proudly announces the upcoming
    program, “24 Hours of Technology”, a global
    online program with a focus on technology
    commercialization. The program will be on
    Wednesday, July 13, 2011 with programs in Asia
    and will chase the sun across Asia, Australia, The
    Middle East, Europe, Africa, South America and
    North America. Speakers across the world will talk
    about their country, their programs, and their
    ideas, in a series of thirty minute presentations. By
    having live presentations in local time zones, we
    will demonstrate the movement of innovation
    around the globe.
The Business Plan
 Presentation   by Earle Hager, COO of
  Panidea
 Over 30 Years Experience with Businesses
 Global Project Work in Hungary, India,
  Chile, Mexico, Korea, and the United
  States
 Global Network of Contacts
The Business Plan
 Examples  of Good and Bad Ideas
 Discussion of Features and Options
 Presentation Tips
Guidelines for Presentation
 10 Slides
 3 Points Per Slide
 No Eye Charts
Business Plan Examples
 Two  examples will be offered for each
  issue
 Providing specific detail and justification
  for all points is key
 Vague promises of savings should be re-
  evaluated
Business Plan - The Product
    or ‘The Elevator Pitch’
 One  slide
 15 seconds of talking
 Describe product, problem, and saving
 End result – why they should listen
 Assume your audience understands your
  business – you do not need to explain
  how hospitals work
Business Plan - The Product
    or ‘The Elevator Pitch’
 The technology is a smartphone
 application which will allow medical staff
 to scan patient information and
 medications and upload them to the
 patient accounting system via hospital
 WiFi. Cost savings will be found in more
 efficient inventory tracking and more
 accurate patient billing.
Compelling problem with Cost
 Problem   Definition is Key
 Establish interest of listener who will follow
  your solution
 Assume listener is knowledgeable in your
  business area
Compelling problem with Cost
         - Example
 Administrative   time for keying information
  – 12%
 Lack of timely inventory management
 More efficient order management
 More accurate patient billing
Bad Example - Compelling
problem with Cost
 Hospital staff must enter information on
  patient medicines on a regular basis
 Time savings from use of scanning system
 Less mistakes
 Everyone has a smart phone
Discussion of how product is
             used
 Demonstrate   your knowledge of the
  business and the products currently in use
 Demonstrate why your idea is an
  improvement on the current systems
 Justify why your solution is unique or
  protected by patent
Discussion of how product is
       used - Example
 Nurses  scan information at patient
  bedside
 Synchronization occurs automatically on
  predefined intervals or events
 In the event a bar code is unreadable,
  the information will be manually
  reentered at the nurses’ station
Bad Example - No discussion
of how Product is used
 Nursesscan patient and medical bar
 codes and therefore save time using our
 system
Documentation of ROI
 Definition of the problem leads to
  definition of the cost of fixing the problem
 Key step is to identify the groups who
  have the problem and can justify
  spending to fix the problem
 ROI includes the cost of not fixing the
  problem, which is an option
Documentation of ROI -
          Example
 Efficienttracking allows more thorough
  accurate billing of products
 More efficient tracking of administrative
  costs / overhead associated with the
  product
 Updated inventory management allows
  for more efficient order quantities and
  floor stocking
Bad Example - Poor
Documentation of ROI
 Less administrative time for nurses
 Less nurses and hospital staff required
 Low cost to enter information
Not Everyone is a Customer
 Startups   cannot focus on ‘everyone’ as a
  target
 Defining targets by a problem area or size
  allows you to allocate resources for
  specific groups
 Building on successes at one customer will
  allow you to use their testimonial at similar
  customers
Not Everyone is a Customer -
          Example
 Targeting  100-500 bed hospitals in the EU
 Larger hospitals have their own systems
 Smaller hospitals will not see the ROI
 There are 252 hospitals in the EU who fit
  our profile
Bad Example - Everyone is a
Customer
 All
    hospitals give medicine to patients and
  need to track the accounting
 We need to cover all hospitals
There is Competition
 Competition    is necessary – it defines a
  market which has needs you can address
 Competition allows you to define your
  solution in terms of options on the market
 Competition allows you to develop a
  sales strategy in terms of products already
  in the marketplace
There is Competition - Example
 Multiple competitors exist in larger IS
  systems for hospitals
 There is a low barrier to entry in the
  development of smartphone applications
 Under current billing processes, hospitals
  may not have a compelling reason to
  implement the system
Bad Example - There is no
Competition
 There    are no competitors in this space
  who are focusing on the hospital market
 It is difficult to create systems which solve
  the problem we have described
IP Strategy
 IPallows you to mark off a space in the
  marketplace for your product
 Without IP, you must create a sales /
  marketing advantage for your product
 Both models will work
IP Strategy - Example
 We  have developed a provisional patent
  application in conjunction with our
  attorney
 The product is a sales / marketing play
  and we will be developing the name
  brand by trademarks and web site
  reservations
Bad Example - No IP Strategy
 We  have taken no steps to copyright,
  trademark, or patent our product line
 We have no strategy to create a name
  brand for products which are a sales /
  marketing play
Internal Experts and Advisors
 Seek  external advisors with industry
  experience
 Experts are critical for networking and
  introductions, not just advice
Internal Experts and Advisors -
           Example
 Key advisor – Herbert von Karajan, former
  hospital administrator, Berlin Philharmonic
  Hospital
 Beta site – Staff members of the PDQ
  Bach Hospital, Warsaw, Poland have
  agreed to help evaluate the product
  during the pre-beta and beta stages
Bad Example - No Internal
Experts or Advisors
 We   are a team of 5 programmers who
  have developed several games for the
  iPhone and Android phone
 Sales are small but we have
  demonstrated our ability to create and
  sell the game
Discussion of Systems
 Your   product is part of a larger system
 How the product is implemented and
  utilized is key to your success
 Your understanding of systems
  demonstrates your knowledge of the
  business issues
Discussion of Systems -
               Example
 The  smartphone application uploads a
  CSV file to the main hospital IS systems
  which can be imported
 The application uses the hospital WiFi for
  communications
 By scanning patient medicine bar codes,
  there will be no requirement to download
  information, only uploading data
Bad Example - No Discussion
of Systems
 The  smartphone application is a
  standalone device and can be used with
  any hospital information system
 It reads all bar codes
We need Cash to Grow our
          Business
 Demonstrate   strategic spending
 Limited resources must be allocated
  carefully
 Understand the idea of ‘Crossing the
  Chasm’
 Look for direct financial return on all
  spending
We need Cash to Grow our
      Business - Example
 We  will work part time on this project until
  the cash flow will allow us to leave our
  current positions to work full time
 We will conduct our meetings
  electronically and will not need office
  space
 We will leverage Skype, LiveMeeting, and
  other tools to manage client meetings
Bad Example - We need Cash
for our Salaries and Offices
 Our business plan includes $350K in
  salaries for our founders for the first
  eighteen months
 We will open an office in downtown
  Warsaw for client meetings
Sales Process
 Criticalto all planning
 Understand customer targets, length of
  time to close sale, time to place orders,
  time to supply, time to receive payment
 From the initial contact, this can be 6-9
  months on a successful sale
 Establish plan which allows you to survive
  between the sale and payment
Sales Process - Example
 Pilot
      of 1 hospital for beta phase
 Target 15 geographical advantageous
  hospital for first quarter
 Develop sales plan for additional 100
  hospitals for 2011
 Advance sales plan for additional 100
  hospitals in 2012-2013
Bad Example - No Sales
Process
 Rollout to 75 new hospitals each quarter
 System is self supporting
Partnerships for manufacturing
        and sales force
 As a startup, you have limited resources
  for infrastructure
 Use contract manufacturing and
  determine the point in sales when it is
  feasible to develop your own
  manufacturing
 Use relationships with complementary
  sales organizations to move product
Partnerships for manufacturing
  and sales force - Example
 We  plan to leverage relationships with
  groups who already sell to hospitals in our
  target market
 We plan to interface with other hospital IS
  systems and become key partners to
  these organizations
 For manufacturing, we have identified
  contract manufacturers
Bad Example - Create own
manufacturing and sales force
 We   will hire a small sales force to contact
  these hospitals and sell the product
 If there is manufacturing, we will need to
  build our own plant
Goal for End of Second Year
 Develop  a vision for your organization at
  the end of the second year
 Include revenue, staffing, customer base
 Develop implementation plan backwards
  from that point and create milestones
 Stay focused on goals
Goal for End of Second Year -
           Example
 Develop   stable business process by mid
  2012
 Develop network and relationships for
  growth with revenue target of $1.5M US
 Anticipated sales to 175 hospitals by late
  2013 with staffing levels of 15 people for
  sales, support, administration, and
  development
Bad Example - No Goal for
End of Second Year
 Continue to grow sales
 Add Asia and Middle East to targets in
  2013
Realistic Financials
 Startfrom the bottom with planning
 Identify specific customers, action plans,
  and expectations for closures
 Assign probabilities to unknowns
 Create realistic growth plan
 Do not create expectations of controlling
  a percentage of the market without
  putting a name to the customers
Realistic Financials
 Financial  statement included with sales
  costs and realistic process and startup
  costs
 Assumptions noted in revenue cost
  calculations
 Justifications for assumptions along with
  explanations of issues which would affect
  the financials
Cash flow Statement
                     Begin Sales                              Negotiate                               Closed              Delivered

                     Jan                   Feb                Mar                 Apr                 May                 June                 Jul                     Aug                  Sept                Oct                 Nov                   Dec                Jan                Feb

Sales - Cust 1                         0                  0                   0                   0                   0               25                       25                      25

Sales - Cust 2                                                                                                                                                 25                      50                  50                  50

Sales - Cust 3                                                                                                                                                                         50                 100                 200                  200

Sales - Cust 4                                                                                                                                                                                            100                 200                  200                200




Pmt - Cust 1                           0                  0                   0                   0                   0                    0                       0                   25                  25                  25

Pmt - Cust 2                                                                                                                                                                                               25                  50                    50                 50

Pmt - Cust 3                                                                                                                                                                                                                   50                  100                200                 200

Pmt - Cust 4                                                                                                                                                                                                                                       100                200                 200                200




Cash from Sales                    -                  -                   -                   -                   -                    -                       -               5,000.00            10,000.00           25,000.00            50,000.00           90,000.00          80,000.00          40,000.00



Cost of Goods                      -                  -                   -                   -                   -           (2,000.00)              (4,000.00)             (10,000.00)       (20,000.00)            (36,000.00)          (32,000.00)      (16,000.00)                    -                      -




SG&A                   (10,000.00)          (10,000.00)         (10,000.00)         (10,000.00)         (10,000.00)         (10,000.00)              (10,000.00)             (10,000.00)       (10,000.00)            (10,000.00)          (10,000.00)      (10,000.00)       (10,000.00)         (10,000.00)




Net Cash for Month     (10,000.00)          (10,000.00)         (10,000.00)         (10,000.00)         (10,000.00)         (12,000.00)              (14,000.00)             (15,000.00)       (20,000.00)            (21,000.00)             8,000.00          64,000.00          70,000.00          30,000.00




Cash Position          (10,000.00)          (20,000.00)         (30,000.00)         (40,000.00)         (50,000.00)         (62,000.00)              (76,000.00)             (91,000.00)      (111,000.00)        (132,000.00)            (124,000.00)      (60,000.00)            10,000.00          40,000.00
Income Statement
Income Statement



                   Jan            Feb            Mar             Apr             May             June              Jul                 Aug                 Sept               Oct                 Nov                 Dec               Jan            Feb




Sales                         -              -               -               -               -          5,000.00          10,000.00           25,000.00           50,000.00          90,000.00           80,000.00          40,000.00              -               -




COGS                          -              -               -               -               -      (2,000.00)            (4,000.00)         (10,000.00)      (20,000.00)           (36,000.00)         (32,000.00)     (16,000.00)                -               -




Net Income                    -              -               -               -               -          7,000.00          14,000.00           35,000.00           70,000.00         126,000.00          112,000.00          56,000.00              -               -




SG&A                (10,000.00)    (10,000.00)     (10,000.00)     (10,000.00)     (10,000.00)     (10,000.00)           (10,000.00)         (10,000.00)      (10,000.00)           (10,000.00)         (10,000.00)     (10,000.00)      (10,000.00)     (10,000.00)




EBITDA              (10,000.00)    (10,000.00)     (10,000.00)     (10,000.00)     (10,000.00)      (3,000.00)             4,000.00           25,000.00           60,000.00         116,000.00          102,000.00          46,000.00    (10,000.00)     (10,000.00)
Bad Example - No Realistic
Financials
 Financial  statement not included
 Sales costs not included
 Realistic process and startup costs not
  included
Call to Action
 At the end of the presentation, tell people
  what you are going to do and what you
  need
 You have their attention and you will
  need to set the agenda for the
  conversation after the presentation
 You are being evaluated on your product
  and your perceived ability to deliver on
  the plan
Call to Action - Example
 We   are seeking $1.5m in funding for the
  following:
 We are seeking to work with your
  organization to evaluate our beta
  product
 We are seeking feedback on our business
  plan
Bad Example - No Call to
Action
 Thank   you for joining us

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22 a1 business-plan_panidea_training

  • 1. 24 Hours of Technology  Panidea Inc. proudly announces the upcoming program, “24 Hours of Technology”, a global online program with a focus on technology commercialization. The program will be on Wednesday, July 13, 2011 with programs in Asia and will chase the sun across Asia, Australia, The Middle East, Europe, Africa, South America and North America. Speakers across the world will talk about their country, their programs, and their ideas, in a series of thirty minute presentations. By having live presentations in local time zones, we will demonstrate the movement of innovation around the globe.
  • 2. The Business Plan  Presentation by Earle Hager, COO of Panidea  Over 30 Years Experience with Businesses  Global Project Work in Hungary, India, Chile, Mexico, Korea, and the United States  Global Network of Contacts
  • 3. The Business Plan  Examples of Good and Bad Ideas  Discussion of Features and Options  Presentation Tips
  • 4. Guidelines for Presentation  10 Slides  3 Points Per Slide  No Eye Charts
  • 5. Business Plan Examples  Two examples will be offered for each issue  Providing specific detail and justification for all points is key  Vague promises of savings should be re- evaluated
  • 6. Business Plan - The Product or ‘The Elevator Pitch’  One slide  15 seconds of talking  Describe product, problem, and saving  End result – why they should listen  Assume your audience understands your business – you do not need to explain how hospitals work
  • 7. Business Plan - The Product or ‘The Elevator Pitch’  The technology is a smartphone application which will allow medical staff to scan patient information and medications and upload them to the patient accounting system via hospital WiFi. Cost savings will be found in more efficient inventory tracking and more accurate patient billing.
  • 8. Compelling problem with Cost  Problem Definition is Key  Establish interest of listener who will follow your solution  Assume listener is knowledgeable in your business area
  • 9. Compelling problem with Cost - Example  Administrative time for keying information – 12%  Lack of timely inventory management  More efficient order management  More accurate patient billing
  • 10. Bad Example - Compelling problem with Cost  Hospital staff must enter information on patient medicines on a regular basis  Time savings from use of scanning system  Less mistakes  Everyone has a smart phone
  • 11. Discussion of how product is used  Demonstrate your knowledge of the business and the products currently in use  Demonstrate why your idea is an improvement on the current systems  Justify why your solution is unique or protected by patent
  • 12. Discussion of how product is used - Example  Nurses scan information at patient bedside  Synchronization occurs automatically on predefined intervals or events  In the event a bar code is unreadable, the information will be manually reentered at the nurses’ station
  • 13. Bad Example - No discussion of how Product is used  Nursesscan patient and medical bar codes and therefore save time using our system
  • 14. Documentation of ROI  Definition of the problem leads to definition of the cost of fixing the problem  Key step is to identify the groups who have the problem and can justify spending to fix the problem  ROI includes the cost of not fixing the problem, which is an option
  • 15. Documentation of ROI - Example  Efficienttracking allows more thorough accurate billing of products  More efficient tracking of administrative costs / overhead associated with the product  Updated inventory management allows for more efficient order quantities and floor stocking
  • 16. Bad Example - Poor Documentation of ROI  Less administrative time for nurses  Less nurses and hospital staff required  Low cost to enter information
  • 17. Not Everyone is a Customer  Startups cannot focus on ‘everyone’ as a target  Defining targets by a problem area or size allows you to allocate resources for specific groups  Building on successes at one customer will allow you to use their testimonial at similar customers
  • 18. Not Everyone is a Customer - Example  Targeting 100-500 bed hospitals in the EU  Larger hospitals have their own systems  Smaller hospitals will not see the ROI  There are 252 hospitals in the EU who fit our profile
  • 19. Bad Example - Everyone is a Customer  All hospitals give medicine to patients and need to track the accounting  We need to cover all hospitals
  • 20. There is Competition  Competition is necessary – it defines a market which has needs you can address  Competition allows you to define your solution in terms of options on the market  Competition allows you to develop a sales strategy in terms of products already in the marketplace
  • 21. There is Competition - Example  Multiple competitors exist in larger IS systems for hospitals  There is a low barrier to entry in the development of smartphone applications  Under current billing processes, hospitals may not have a compelling reason to implement the system
  • 22. Bad Example - There is no Competition  There are no competitors in this space who are focusing on the hospital market  It is difficult to create systems which solve the problem we have described
  • 23. IP Strategy  IPallows you to mark off a space in the marketplace for your product  Without IP, you must create a sales / marketing advantage for your product  Both models will work
  • 24. IP Strategy - Example  We have developed a provisional patent application in conjunction with our attorney  The product is a sales / marketing play and we will be developing the name brand by trademarks and web site reservations
  • 25. Bad Example - No IP Strategy  We have taken no steps to copyright, trademark, or patent our product line  We have no strategy to create a name brand for products which are a sales / marketing play
  • 26. Internal Experts and Advisors  Seek external advisors with industry experience  Experts are critical for networking and introductions, not just advice
  • 27. Internal Experts and Advisors - Example  Key advisor – Herbert von Karajan, former hospital administrator, Berlin Philharmonic Hospital  Beta site – Staff members of the PDQ Bach Hospital, Warsaw, Poland have agreed to help evaluate the product during the pre-beta and beta stages
  • 28. Bad Example - No Internal Experts or Advisors  We are a team of 5 programmers who have developed several games for the iPhone and Android phone  Sales are small but we have demonstrated our ability to create and sell the game
  • 29. Discussion of Systems  Your product is part of a larger system  How the product is implemented and utilized is key to your success  Your understanding of systems demonstrates your knowledge of the business issues
  • 30. Discussion of Systems - Example  The smartphone application uploads a CSV file to the main hospital IS systems which can be imported  The application uses the hospital WiFi for communications  By scanning patient medicine bar codes, there will be no requirement to download information, only uploading data
  • 31. Bad Example - No Discussion of Systems  The smartphone application is a standalone device and can be used with any hospital information system  It reads all bar codes
  • 32. We need Cash to Grow our Business  Demonstrate strategic spending  Limited resources must be allocated carefully  Understand the idea of ‘Crossing the Chasm’  Look for direct financial return on all spending
  • 33. We need Cash to Grow our Business - Example  We will work part time on this project until the cash flow will allow us to leave our current positions to work full time  We will conduct our meetings electronically and will not need office space  We will leverage Skype, LiveMeeting, and other tools to manage client meetings
  • 34. Bad Example - We need Cash for our Salaries and Offices  Our business plan includes $350K in salaries for our founders for the first eighteen months  We will open an office in downtown Warsaw for client meetings
  • 35. Sales Process  Criticalto all planning  Understand customer targets, length of time to close sale, time to place orders, time to supply, time to receive payment  From the initial contact, this can be 6-9 months on a successful sale  Establish plan which allows you to survive between the sale and payment
  • 36. Sales Process - Example  Pilot of 1 hospital for beta phase  Target 15 geographical advantageous hospital for first quarter  Develop sales plan for additional 100 hospitals for 2011  Advance sales plan for additional 100 hospitals in 2012-2013
  • 37. Bad Example - No Sales Process  Rollout to 75 new hospitals each quarter  System is self supporting
  • 38. Partnerships for manufacturing and sales force  As a startup, you have limited resources for infrastructure  Use contract manufacturing and determine the point in sales when it is feasible to develop your own manufacturing  Use relationships with complementary sales organizations to move product
  • 39. Partnerships for manufacturing and sales force - Example  We plan to leverage relationships with groups who already sell to hospitals in our target market  We plan to interface with other hospital IS systems and become key partners to these organizations  For manufacturing, we have identified contract manufacturers
  • 40. Bad Example - Create own manufacturing and sales force  We will hire a small sales force to contact these hospitals and sell the product  If there is manufacturing, we will need to build our own plant
  • 41. Goal for End of Second Year  Develop a vision for your organization at the end of the second year  Include revenue, staffing, customer base  Develop implementation plan backwards from that point and create milestones  Stay focused on goals
  • 42. Goal for End of Second Year - Example  Develop stable business process by mid 2012  Develop network and relationships for growth with revenue target of $1.5M US  Anticipated sales to 175 hospitals by late 2013 with staffing levels of 15 people for sales, support, administration, and development
  • 43. Bad Example - No Goal for End of Second Year  Continue to grow sales  Add Asia and Middle East to targets in 2013
  • 44. Realistic Financials  Startfrom the bottom with planning  Identify specific customers, action plans, and expectations for closures  Assign probabilities to unknowns  Create realistic growth plan  Do not create expectations of controlling a percentage of the market without putting a name to the customers
  • 45. Realistic Financials  Financial statement included with sales costs and realistic process and startup costs  Assumptions noted in revenue cost calculations  Justifications for assumptions along with explanations of issues which would affect the financials
  • 46. Cash flow Statement Begin Sales Negotiate Closed Delivered Jan Feb Mar Apr May June Jul Aug Sept Oct Nov Dec Jan Feb Sales - Cust 1 0 0 0 0 0 25 25 25 Sales - Cust 2 25 50 50 50 Sales - Cust 3 50 100 200 200 Sales - Cust 4 100 200 200 200 Pmt - Cust 1 0 0 0 0 0 0 0 25 25 25 Pmt - Cust 2 25 50 50 50 Pmt - Cust 3 50 100 200 200 Pmt - Cust 4 100 200 200 200 Cash from Sales - - - - - - - 5,000.00 10,000.00 25,000.00 50,000.00 90,000.00 80,000.00 40,000.00 Cost of Goods - - - - - (2,000.00) (4,000.00) (10,000.00) (20,000.00) (36,000.00) (32,000.00) (16,000.00) - - SG&A (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) Net Cash for Month (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (12,000.00) (14,000.00) (15,000.00) (20,000.00) (21,000.00) 8,000.00 64,000.00 70,000.00 30,000.00 Cash Position (10,000.00) (20,000.00) (30,000.00) (40,000.00) (50,000.00) (62,000.00) (76,000.00) (91,000.00) (111,000.00) (132,000.00) (124,000.00) (60,000.00) 10,000.00 40,000.00
  • 47. Income Statement Income Statement Jan Feb Mar Apr May June Jul Aug Sept Oct Nov Dec Jan Feb Sales - - - - - 5,000.00 10,000.00 25,000.00 50,000.00 90,000.00 80,000.00 40,000.00 - - COGS - - - - - (2,000.00) (4,000.00) (10,000.00) (20,000.00) (36,000.00) (32,000.00) (16,000.00) - - Net Income - - - - - 7,000.00 14,000.00 35,000.00 70,000.00 126,000.00 112,000.00 56,000.00 - - SG&A (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) EBITDA (10,000.00) (10,000.00) (10,000.00) (10,000.00) (10,000.00) (3,000.00) 4,000.00 25,000.00 60,000.00 116,000.00 102,000.00 46,000.00 (10,000.00) (10,000.00)
  • 48. Bad Example - No Realistic Financials  Financial statement not included  Sales costs not included  Realistic process and startup costs not included
  • 49. Call to Action  At the end of the presentation, tell people what you are going to do and what you need  You have their attention and you will need to set the agenda for the conversation after the presentation  You are being evaluated on your product and your perceived ability to deliver on the plan
  • 50. Call to Action - Example  We are seeking $1.5m in funding for the following:  We are seeking to work with your organization to evaluate our beta product  We are seeking feedback on our business plan
  • 51. Bad Example - No Call to Action  Thank you for joining us