Vigtige KPIs i et Cash & Working Capital-projekt
Faktorer gør sig gældende ved valg af pengeinstitut
Bankaftaler
Bankens indtjening og risiko
God skik til et bankmøde
Hvis bankforretningerne sendes i udbud
Her kan du laste ned presentasjonen fra presse- og analytikerkonferansen - 12. august 2015. Presentasjonen ble holdt av konstituert adm. direktør Turid Grotmoll.
The document discusses different types of budgets that are important for startups, including:
1) An establishing budget that outlines the costs to get a startup launched.
2) An operating budget/income statement that projects revenues, costs, and profits on a monthly or annual basis to understand when a profit may be achieved.
3) A cash flow budget to determine funding needs by projecting cash inflows and outflows over time.
Budgets are seen as important planning tools for startups to test assumptions, set goals, and demonstrate viability to investors, but should be viewed as flexible financial simulations rather than rigid predictions since startups involve uncertainty.
Vigtige KPIs i et Cash & Working Capital-projekt
Faktorer gør sig gældende ved valg af pengeinstitut
Bankaftaler
Bankens indtjening og risiko
God skik til et bankmøde
Hvis bankforretningerne sendes i udbud
Her kan du laste ned presentasjonen fra presse- og analytikerkonferansen - 12. august 2015. Presentasjonen ble holdt av konstituert adm. direktør Turid Grotmoll.
The document discusses different types of budgets that are important for startups, including:
1) An establishing budget that outlines the costs to get a startup launched.
2) An operating budget/income statement that projects revenues, costs, and profits on a monthly or annual basis to understand when a profit may be achieved.
3) A cash flow budget to determine funding needs by projecting cash inflows and outflows over time.
Budgets are seen as important planning tools for startups to test assumptions, set goals, and demonstrate viability to investors, but should be viewed as flexible financial simulations rather than rigid predictions since startups involve uncertainty.
This document provides an example budget for a small retail startup presented across multiple sections, including an establishing budget, operating budget, funding budget, sensitivity analysis, and notes. The establishing budget outlines initial costs such as rent, interior work, equipment, and stock. The operating budget forecasts revenue, costs, and profits. The funding budget shows the capital needs and proposed sources of funding. The sensitivity analysis illustrates the budget under different scenarios. The notes provide additional details on assumptions around contribution margins, wages, and costs.
The document discusses cashflow budgets for startups. It provides an example of transforming an operating budget into a cashflow budget by transferring revenue and cost items to show monthly cash inflows and outflows. However, the cashflow budget must also account for additional payments like withdrawals, deposits, and large purchases not captured in the operating budget. Delayed customer payments and supplier payment terms further complicate the cashflow projections. The cashflow budget is necessary to determine if and when additional financing may be required beyond initial startup funding.
To calculate necessary turnover to reach profitability, you need to know fixed costs, desired profit, and contribution margin ratio. The necessary turnover is equal to the sum of fixed costs and desired profit divided by the contribution margin percentage. You should estimate contribution margin, decide on a desired profit level, and run simulations adjusting variables like contribution margin, salary, hiring, and premises costs to determine necessary turnover under different scenarios.
The document provides guidance on creating budgets for a new business. It discusses the importance of budgets for obtaining funding from investors and banks, and how budgets can help turn a business vision into measurable goals. It recommends establishing budgets for startup costs, operating costs, sales prices, cash flow, and funding needs. Sample budgets are provided, including operating budgets showing income statements and cash flow over multiple years. The document stresses that budgets should be used as a financial simulation and management tool rather than an attempt to precisely predict the future, as startups involve experimentation.
This document provides an introduction to key financial planning concepts for entrepreneurs through the example of budgeting for a holiday cottage business. It defines important terms like establishing budget, operating budget, turnover, variable costs, contribution margin, contribution margin ratio, fixed costs, depreciation, and net profit. The example operating budget calculates that the holiday cottage business could earn a net profit of 22,000 Danish kroner per year based on assumptions for revenue, variable costs, fixed costs, depreciation, and interest payments.
Budgeting basics ii the gearwheels of your budgetJan Bendtsen
The document discusses budgeting for new businesses. It argues that budgets should not be seen as predictions, but as simulations or goals. The rest of the document provides examples of how to build budgets through establishing formulas based on key assumptions and variables, such as hourly rates, marketing efforts, sales targets, production capacity, and seasonal fluctuations. Formulas are provided for a web shop, consulting business, innovative product, and car wash as examples. The goal is to break budgets down into logical steps and components to make the process more manageable.
This document discusses various legal structures for startups including sole proprietorships, partnerships, limited liability companies (LLCs), and corporations. It notes the pros and cons of each in terms of personal risk, costs, formalities, and ease of setup and sale. The document also briefly discusses holding company structures, registration requirements in Denmark which only requires filling out a simple form, authorization requirements for certain businesses, the importance of founders agreements to define roles and prevent future conflicts, and some key Danish employment laws and paperwork requirements for employers.
Intellectual property rights are regulated by national laws and include patents, utility models, trademarks, industrial design rights, and copyright. Patents protect technical inventions for 20 years, utility models protect new practical inventions for 10 years, trademarks protect distinctive figures, words, slogans for 10 years through renewal, industrial design rights protect non-utilitarian visual object designs for 25 years through renewal, and copyright automatically protects original creative works for 70 years. Confidentiality agreements can be used to keep ideas secret while pursuing intellectual property protection.
The business plan outlines the key sections needed to successfully communicate an idea for a new business venture. It includes an executive summary, product description, market analysis, organizational details, financial projections, and appendices. The executive summary provides a 1-2 page overview of the full business plan. The core sections then describe the problem and solution, product or service details, target customer and market size, competitive landscape, sales and marketing strategies, management team, milestones, and associated budgets and assumptions.
The documents provide information about establishing budgets for startups and new businesses. It discusses the importance of budgets, different types of budgets including establishing budgets, operating budgets, cash flow budgets, and financing budgets. It provides examples of budgets with numbers and financial projections. It also discusses estimating sales, costs, and profits. Budgets help understand the financial needs and viability of a business idea.
A European study identified seven types of entrepreneurs: the mountaineer who takes risks and seeks challenges; the playing child who finds work pleasurable and combines work and hobbies; the successor who inherits a company and feels a duty to customers and networks; the idealist who wants to make a positive impact on society; the businessman focused on profit above all else; the globalist who seeks international opportunities; and the survivor who was driven to entrepreneurship by need rather than desire for challenges.
The document outlines strategies for building a product portfolio and sales funnel. It discusses introducing prospects to products through reduced and trial versions to turn them into users. The core discusses core products that are the basis of the business. Add-ons enhance core products to allow for additional sales. Packages bundle core and add-on products at a discount to encourage purchasing multiple items. Premium products showcase top offerings and status but may not sell in large volumes. The overall strategies aim to progress customers through the sales funnel from prospects to lasting relationships.
The document outlines a potential partner pitch that includes sections on the organization, the customer problem being solved, the proposed solution and how a partnership could enhance it. It describes how the partnership would work, the underlying technology, a demonstration, competition if applicable, the management team, and next steps such as a trial period. The overall aim is to convince a potential partner to collaborate by explaining how the partnership could alleviate customer pain better than either could alone.
The document outlines a 10 slide sales pitch that describes the customer pain being alleviated, explains how the solution alleviates this pain without being too technical, ensures the audience understands the sales model, describes the technology in a non-technical way, includes a demo to show not just tell, provides a competitive analysis addressing problems with competitors' solutions, describes the management team and board, and ends with a call to action for the next step.
The document discusses different types of partnerships that companies can form, including common resource partnerships, purchasing partnerships, marketing partnerships, consortiums, joint ventures, and strategic alliances. These partnerships allow companies to reduce costs, utilize resources more efficiently, attain better prices through bulk purchasing, strengthen marketing efforts at lower costs, present more attractive supplier packages through collaboration, create new opportunities by combining skills and technologies, and gain competitive advantages over other competitors. However, companies should consider whether partnerships provide mutual benefits and what capabilities they may give up when partnering with others.
This document discusses different legal structures for company ownership including sole proprietorships, partnerships, and limited liability companies. It notes the personal risks, capital requirements, regulations, and other factors to consider with each structure. It also covers setting up a holding structure, registering a business, authorization requirements, drafting founders/partnership agreements, and key rights and regulations regarding employees.
There are several sources of financing available for businesses at different stages of growth, including equity financing through sources like seed funds, business angels, and venture capital funds, as well as loan financing from banks. Equity financing provides ownership in exchange for risk, while loans require interest payments and repayment but provide no ownership. Public sector financing through grants can also be an option. The type of financing needed depends on the business lifecycle stage, from R&D funding through seed capital and grants, to startup financing from angels and venture capital seeking high growth potential, to exploitation and growth funding from banks, angels, and venture capital.
2. / budgetter for iværksættere
Salgspriser og kalkulationer
Etableringsbudget
Driftsbudget
Likviditetsbudget
Finansieringsbudget
3. / …på investorsprog
Tjener vi nok på produktet?
Hvor meget skal vi risikere for
overhovedet at komme i gang?
Hvor hurtigt bliver investeringen
forrentet?
Hvornår skal vi til lommerne igen?
Hvor meget bliver det i alt? Og hvem er
vi i båd med?
4. / hvorfor budgetter?
Ingen budgetter, ingen finansiering.
Løbende kontrol og opfølgning i.f.t.
mål
Giver en meget konkret forståelse af,
hvad du har gang i
Se realiteterne I øjnene
5. / antagelser
Markedets størrelse Beskæftigelse
og vækst
Markedsføringsplan
Realistiske
salgspriser Afskrivning
Sæsonudsving Renteniveau
Kostpriser, Lokaleomkostninger,
dækningsgrad og rejseaktivtet,
spild rådgivningsbehov
etc.
Betalingsbetingelser
9. / skøn over salg
Bottom up – Hvad er kapaciteten, hvis vi er
realistiske? Og hvor meget kan vi nå at sælge?
Top down – Hvor stort er markedet, og hvilken andel
kan vi få?
Sten for sten (en anden bottom-up-metode) –
produkter, markeder, måneder, uger, dage, projekter,
kunder.
Quick and dirty – Slyng et tal ud og og tænk
baglæns.
Generelle nøgletal – Hvad er typisk for lignende
virksomheder?
10. / gennemsnitligt salg
Industry Avg. Avg. Revenue Avg. Revenue pr.
revenue 1-3 years in Revenue pr. employee—
with 1-4 business employee top
employees performers
Candy stores $68,666 $92,191 $37,707 $51,030
Bars and $100,029 $176,409 $30,979 $38,305
nightclubs
IT Consulting $166,187 $486,545 $151,152 $186,156
From Entrepreneur.com
11. / skøn over omkostninger
Den hårde måde – estimer
omkostninger én for én.
Lyt til erfaring – tal med eksperter
– fx iværksættere eller banker.
Groft estimat – baseret på
statistiske data, herunder
årsregnskaber.
