This document provides guidance on writing an effective business plan for a startup company. It outlines key elements that should be included in a business plan, such as an executive summary, product or service description, management team, market analysis, marketing and sales strategy, organizational structure, implementation timeline, opportunities and risks, and financial projections. Checklists of questions are provided for each element to guide startup founders in developing a comprehensive yet concise plan that will convince potential investors or partners.
This document provides guidance on starting a new business successfully. It discusses characteristics of successful businesses such as being profitably financed, having a strong cash position, offering above-average profits, and being innovative. It also recommends conducting market research, creating an experienced management team, and clarifying business strategies. The document discusses developing a SWOT analysis and considering strategic approaches like growing fast or defending existing status. It provides examples of strategic combinations and compiling strategic statements to develop a strategic business plan.
Presenting this set of slides with name - Operational Planning PowerPoint Presentation Slides. This deck consists of total of fourty slides. It has PPT slides highlighting important topics of Operational Planning PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Turnaround management is a process used to renew troubled companies and return them to profitability. It involves analyzing the reasons for poor performance, conducting a SWOT analysis, and creating a long-term strategic restructuring plan. Turnaround managers stay until the turnaround is achieved. The process involves stages from initial decline to revitalization. Techniques include retrenchment through downsizing, repositioning through new products/markets, replacement of top managers, and renewal through restructuring divisions. Challenges include designing the appropriate restructuring, executing it effectively while overcoming barriers, and marketing it positively to investors.
Restructuring - and improving business performanceDavid Brown
This document discusses restructuring a business to improve performance. It covers topics such as integrating acquisitions, restoring profitability, and adapting to market changes. Restructuring does not need to be an overhaul, but can be coordinated initiatives to improve results. Careful planning and skilled execution of restructuring projects can profoundly impact business performance. The document provides an overview of issues to consider for various aspects of restructuring, including organizational structure, costs, performance measurement, operations, and employee relations. It emphasizes the importance of developing a conceptual framework and management team to successfully drive change.
Cpm term paper sanmeet dhokay - 2015 pgpmx025Sanmeet Dhokay
This document discusses corporate performance management. It covers topics like balanced scorecards, value-based management, priority-based management, and using financial and non-financial measures. The balanced scorecard balances short and long-term objectives across four perspectives: finance, customer, process, and employee learning and growth. Corporate performance management helps translate strategy into sustainable performance by integrating strategy with business operations.
Turnaround strategy aims to make an unprofitable company profitable again by improving declining sales, market share, and profits affected by internal and external factors. Essentials for an effective turnaround include good communication, available resources, strong leadership, and long-term approach. Steps involve setting up a turnaround committee, identifying causes of losses, investigating alternatives, selecting the best alternatives, communicating the strategy, implementing it, and reviewing progress.
The document discusses turnaround strategy, which refers to transforming a loss-making company into a profitable one. It provides definitions of turnaround strategy and discusses:
1) Possible characteristics of companies that need turnarounds like declining revenues and stock prices.
2) The significance of turnaround strategy for troubled companies to restore profitability.
3) Steps in a typical turnaround process including setting up a committee, identifying causes of losses, developing alternative solutions and implementing changes.
4) Stages in a turnaround cycle from management changes to stabilization and returning to growth.
So in summary, the document outlines what a turnaround strategy is, why they are important for troubled companies, and the typical
This document provides guidance on writing an effective business plan for a startup company. It outlines key elements that should be included in a business plan, such as an executive summary, product or service description, management team, market analysis, marketing and sales strategy, organizational structure, implementation timeline, opportunities and risks, and financial projections. Checklists of questions are provided for each element to guide startup founders in developing a comprehensive yet concise plan that will convince potential investors or partners.
This document provides guidance on starting a new business successfully. It discusses characteristics of successful businesses such as being profitably financed, having a strong cash position, offering above-average profits, and being innovative. It also recommends conducting market research, creating an experienced management team, and clarifying business strategies. The document discusses developing a SWOT analysis and considering strategic approaches like growing fast or defending existing status. It provides examples of strategic combinations and compiling strategic statements to develop a strategic business plan.
Presenting this set of slides with name - Operational Planning PowerPoint Presentation Slides. This deck consists of total of fourty slides. It has PPT slides highlighting important topics of Operational Planning PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Turnaround management is a process used to renew troubled companies and return them to profitability. It involves analyzing the reasons for poor performance, conducting a SWOT analysis, and creating a long-term strategic restructuring plan. Turnaround managers stay until the turnaround is achieved. The process involves stages from initial decline to revitalization. Techniques include retrenchment through downsizing, repositioning through new products/markets, replacement of top managers, and renewal through restructuring divisions. Challenges include designing the appropriate restructuring, executing it effectively while overcoming barriers, and marketing it positively to investors.
Restructuring - and improving business performanceDavid Brown
This document discusses restructuring a business to improve performance. It covers topics such as integrating acquisitions, restoring profitability, and adapting to market changes. Restructuring does not need to be an overhaul, but can be coordinated initiatives to improve results. Careful planning and skilled execution of restructuring projects can profoundly impact business performance. The document provides an overview of issues to consider for various aspects of restructuring, including organizational structure, costs, performance measurement, operations, and employee relations. It emphasizes the importance of developing a conceptual framework and management team to successfully drive change.
Cpm term paper sanmeet dhokay - 2015 pgpmx025Sanmeet Dhokay
This document discusses corporate performance management. It covers topics like balanced scorecards, value-based management, priority-based management, and using financial and non-financial measures. The balanced scorecard balances short and long-term objectives across four perspectives: finance, customer, process, and employee learning and growth. Corporate performance management helps translate strategy into sustainable performance by integrating strategy with business operations.
Turnaround strategy aims to make an unprofitable company profitable again by improving declining sales, market share, and profits affected by internal and external factors. Essentials for an effective turnaround include good communication, available resources, strong leadership, and long-term approach. Steps involve setting up a turnaround committee, identifying causes of losses, investigating alternatives, selecting the best alternatives, communicating the strategy, implementing it, and reviewing progress.
The document discusses turnaround strategy, which refers to transforming a loss-making company into a profitable one. It provides definitions of turnaround strategy and discusses:
1) Possible characteristics of companies that need turnarounds like declining revenues and stock prices.
2) The significance of turnaround strategy for troubled companies to restore profitability.
3) Steps in a typical turnaround process including setting up a committee, identifying causes of losses, developing alternative solutions and implementing changes.
4) Stages in a turnaround cycle from management changes to stabilization and returning to growth.
So in summary, the document outlines what a turnaround strategy is, why they are important for troubled companies, and the typical
This document provides an overview for writing a business plan for an innovation business competing in an intellectual property-based business plan competition. It discusses key topics to cover such as the business idea, product description, market analysis, marketing plan, financial plan, and risks. Business plan structures and outlines are presented, along with tips for the executive summary, presentation, and appendices. The goal is to help entrepreneurs develop a comprehensive yet concise plan that clearly communicates their innovative business concept.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
TDB Seed Support Scheme @ Venture Centerventurecenter
The document discusses guidelines and practices for the TDB Seed Support Scheme run by Venture Center. The scheme aims to support early-stage technological entrepreneurs who are developing products but are unable to attract commercial funding. It provides funding of 5-15 lakh rupees for activities like product development, testing, marketing, and operations. The management committee evaluates proposals and decides on investments. Venture Center is responsible for managing the fund and supporting portfolio companies. Evaluation involves assessing the technology, market, team, funding request, risks, and conducting due diligence.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
Exit Strategy Planning For Investors PowerPoint Presentation SlidesSlideTeam
The firm has no exit strategy at present. This product outlines the exit strategy for the startup firm to help its owners founders liquidate their stake in the business by stop investing more funds in it and start earning substantial profits if business is successful and limit losses, if business is unsuccessful. The Chief Strategy Officer will present it to top level management in an internal meeting. The current scenario of the firm is depicted through its overview, brief description about key people, milestones achieved, shareholding pattern, and firm financial performance is determined by revenues earned, profit generated, and earnings per share, etc. The firm has been through various stages to raise funds and is moving ahead towards its exit stage. It will assess the current funding pattern to raise capital over years, assessing optimal time for preferring suitable exit option, etc. Investors are searching for various exit options. They can choose from several exit strategies such as Initial public offerings, management buyout and strategic acquisition by third party, etc. This template will help firm to decide which exit option is suitable for it with their process, process timeline and their respective market insights with their success rate. It will also provide comparative analysis for various exit options with average time to exit, etc. The firm valuation is assessed through discounted cash flow model which will determine the present value of the firm depending upon the estimation of how much money it will generate in future. The future financial performance will be determined by the projected balance sheet, income statement, cashflow statement, sales projections, etc. https://bit.ly/2AJHAj1
The document provides an overview of key components and considerations for an effective business plan, including:
1) A business plan pulls together operational and financial details, marketing opportunities, and management capabilities into a written summary that helps take a realistic look at a proposed business and guide or convince investors.
2) Key sections include an executive summary, business concept, management team, market analysis, financial plan, and growth plan.
3) When seeking funding, investors are most interested in the founding team's track record and potential for growth, while lenders focus on repayment abilities like margins, cash flows, and collateral.
John W. Freeman is a dedicated and accomplished Chief Financial Officer with over 20 years of experience leading financial operations for businesses ranging from start-ups to large corporations. He has a proven track record of optimizing efficiency, reducing costs, and maximizing profit growth. Freeman is currently an Interim CFO for a real estate development and investment firm, utilizing his expertise in areas such as financial management, strategic planning, and regulatory compliance.
This document provides information about Tachyon GL BAL Advisors LLP, an investment banking firm. It outlines the company's vision to be one of the best investment bankers globally based on quality input and services. The company aims to achieve 99% customer satisfaction. Tachyon has global locations and expertise in deal structuring, due diligence, and closing deals. It has a track record of successful fund raising and closing transactions across various sectors. The company focuses on strategic advisory, mergers and acquisitions, private equity, and debt syndication.
A new service called Profit Growth. Now! has been developed by Barolsky Advisors to help law, accounting, and business advisory firms accelerate growth from their critical client relationships. The service involves a three-stage process: Stage I conducts an in-depth audit of the client relationship from six perspectives to identify issues and opportunities; Stage II develops a strategic game plan and specific actions to increase profits; and Stage III provides ongoing support to ensure the agreed-upon actions are implemented.
The document provides a model for business units to reduce employee turnover. It outlines key elements of a turnover reduction plan, including selecting a turnover champion, determining goals, collecting data on reasons for turnover, establishing project teams, identifying key drivers, developing programs, tracking metrics, communicating results, and rewarding success. Turnover is costly, so even small reductions can result in significant savings. The document details specific drivers of turnover at the company and strategies business units have used successfully to reduce rates, such as improved training and support for new employees.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
This document provides an overview of strategic management and the strategic planning process. It discusses establishing strategic direction through vision, mission, and identifying key performance areas. It covers developing business strategies, organizing strategy development, and gap analysis and objective setting. It then outlines the action planning process to align the organization to the strategy through communication and training. Finally, it discusses implementing the strategic plan, measuring and auditing results, and developing a continuous improvement process using the PDCA cycle.
This document discusses factors that can predict business failure, including financial ratios. It states that financial ratios alone are not sufficient to predict failure and must be supplemented with qualitative analysis of a business's strategies, management, etc. The document then discusses several other specific factors that can potentially lead to business failure if not properly addressed, such as insufficient equity, lack of industry knowledge, poor planning and risk mitigation, and lack of strong leadership skills and appropriate staffing. It emphasizes the importance of considering both financial and non-financial qualitative aspects when evaluating a business's risk of potential failure.
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
Growth Strategies for Bootstrapped Companies Savant GrowthFrancesco Mantica
This document discusses bootstrapped growth strategies and the challenges of bootstrapped companies. It argues that bootstrapping forces companies to focus on customers and be capital efficient. However, bootstrapped companies face constraints on growth due to limited capital for initiatives. The document recommends raising growth capital at the right time to fuel expansion while insulating the core business, and partnering strategically to reduce costs and accelerate growth.
Using Portfolio Management to Improve Business InvestmentCarolyn Reid
Structured Portfolio Management is very valuable to businesses in maximizing their Return on Investment. Portfolio Management ties investments to strategy to ensure the organization is realizing it's expected benefits and achieving it's strategy.
Entrepreneurs should evaluate opportunities objectively to gain market insights and understand technical and financial requirements, legal issues, and what makes their venture unique. New ventures often fail due to a lack of evaluation, which can lead to pitfalls. The success of pre-startup and startup phases depends on factors like uniqueness, investment size, growth potential, and having available products and customers. Functional problems and internal/external issues also commonly cause new business failure.
1. The document discusses strategic management and planning. It introduces strategic planning boards, different management levels, and models for strategic management.
2. Key aspects of strategic management covered include external and internal scanning, analyzing opportunities/threats and strengths/weaknesses, developing long-term objectives and strategies, and implementing, measuring, and evolving strategies.
3. Critical factors to consider in strategic management are the legal, economic, technological, customer, competitor, physical, political, and social environments that can impact an organization.
This document provides an overview of what should be included in a business plan. It discusses the key elements of a business plan such as an executive summary, industry analysis, marketing plan, management team, operations plan, financial projections, and risks. The summary also highlights important tips for writing an effective business plan such as being clear, concise, and well-researched while avoiding unrealistic promises. It is important to convince investors of customer demand, focus on the team's experience, and appreciate the financial goals of the business.
This document provides an overview of what should be included in a business plan. It discusses the key elements of a business plan such as an executive summary, industry analysis, marketing plan, management team, operations plan, financial projections, and risks. The summary also highlights important tips for writing an effective business plan such as being clear, concise, and well-researched while avoiding promises and hype. It is important to convince investors of customer demand, focus on the team's experience, and appreciate the financial goals of the business.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
This document provides an overview for writing a business plan for an innovation business competing in an intellectual property-based business plan competition. It discusses key topics to cover such as the business idea, product description, market analysis, marketing plan, financial plan, and risks. Business plan structures and outlines are presented, along with tips for the executive summary, presentation, and appendices. The goal is to help entrepreneurs develop a comprehensive yet concise plan that clearly communicates their innovative business concept.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
TDB Seed Support Scheme @ Venture Centerventurecenter
The document discusses guidelines and practices for the TDB Seed Support Scheme run by Venture Center. The scheme aims to support early-stage technological entrepreneurs who are developing products but are unable to attract commercial funding. It provides funding of 5-15 lakh rupees for activities like product development, testing, marketing, and operations. The management committee evaluates proposals and decides on investments. Venture Center is responsible for managing the fund and supporting portfolio companies. Evaluation involves assessing the technology, market, team, funding request, risks, and conducting due diligence.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
Exit Strategy Planning For Investors PowerPoint Presentation SlidesSlideTeam
The firm has no exit strategy at present. This product outlines the exit strategy for the startup firm to help its owners founders liquidate their stake in the business by stop investing more funds in it and start earning substantial profits if business is successful and limit losses, if business is unsuccessful. The Chief Strategy Officer will present it to top level management in an internal meeting. The current scenario of the firm is depicted through its overview, brief description about key people, milestones achieved, shareholding pattern, and firm financial performance is determined by revenues earned, profit generated, and earnings per share, etc. The firm has been through various stages to raise funds and is moving ahead towards its exit stage. It will assess the current funding pattern to raise capital over years, assessing optimal time for preferring suitable exit option, etc. Investors are searching for various exit options. They can choose from several exit strategies such as Initial public offerings, management buyout and strategic acquisition by third party, etc. This template will help firm to decide which exit option is suitable for it with their process, process timeline and their respective market insights with their success rate. It will also provide comparative analysis for various exit options with average time to exit, etc. The firm valuation is assessed through discounted cash flow model which will determine the present value of the firm depending upon the estimation of how much money it will generate in future. The future financial performance will be determined by the projected balance sheet, income statement, cashflow statement, sales projections, etc. https://bit.ly/2AJHAj1
The document provides an overview of key components and considerations for an effective business plan, including:
1) A business plan pulls together operational and financial details, marketing opportunities, and management capabilities into a written summary that helps take a realistic look at a proposed business and guide or convince investors.
2) Key sections include an executive summary, business concept, management team, market analysis, financial plan, and growth plan.
3) When seeking funding, investors are most interested in the founding team's track record and potential for growth, while lenders focus on repayment abilities like margins, cash flows, and collateral.
John W. Freeman is a dedicated and accomplished Chief Financial Officer with over 20 years of experience leading financial operations for businesses ranging from start-ups to large corporations. He has a proven track record of optimizing efficiency, reducing costs, and maximizing profit growth. Freeman is currently an Interim CFO for a real estate development and investment firm, utilizing his expertise in areas such as financial management, strategic planning, and regulatory compliance.
This document provides information about Tachyon GL BAL Advisors LLP, an investment banking firm. It outlines the company's vision to be one of the best investment bankers globally based on quality input and services. The company aims to achieve 99% customer satisfaction. Tachyon has global locations and expertise in deal structuring, due diligence, and closing deals. It has a track record of successful fund raising and closing transactions across various sectors. The company focuses on strategic advisory, mergers and acquisitions, private equity, and debt syndication.
A new service called Profit Growth. Now! has been developed by Barolsky Advisors to help law, accounting, and business advisory firms accelerate growth from their critical client relationships. The service involves a three-stage process: Stage I conducts an in-depth audit of the client relationship from six perspectives to identify issues and opportunities; Stage II develops a strategic game plan and specific actions to increase profits; and Stage III provides ongoing support to ensure the agreed-upon actions are implemented.
The document provides a model for business units to reduce employee turnover. It outlines key elements of a turnover reduction plan, including selecting a turnover champion, determining goals, collecting data on reasons for turnover, establishing project teams, identifying key drivers, developing programs, tracking metrics, communicating results, and rewarding success. Turnover is costly, so even small reductions can result in significant savings. The document details specific drivers of turnover at the company and strategies business units have used successfully to reduce rates, such as improved training and support for new employees.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
This document provides an overview of strategic management and the strategic planning process. It discusses establishing strategic direction through vision, mission, and identifying key performance areas. It covers developing business strategies, organizing strategy development, and gap analysis and objective setting. It then outlines the action planning process to align the organization to the strategy through communication and training. Finally, it discusses implementing the strategic plan, measuring and auditing results, and developing a continuous improvement process using the PDCA cycle.
This document discusses factors that can predict business failure, including financial ratios. It states that financial ratios alone are not sufficient to predict failure and must be supplemented with qualitative analysis of a business's strategies, management, etc. The document then discusses several other specific factors that can potentially lead to business failure if not properly addressed, such as insufficient equity, lack of industry knowledge, poor planning and risk mitigation, and lack of strong leadership skills and appropriate staffing. It emphasizes the importance of considering both financial and non-financial qualitative aspects when evaluating a business's risk of potential failure.
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
Growth Strategies for Bootstrapped Companies Savant GrowthFrancesco Mantica
This document discusses bootstrapped growth strategies and the challenges of bootstrapped companies. It argues that bootstrapping forces companies to focus on customers and be capital efficient. However, bootstrapped companies face constraints on growth due to limited capital for initiatives. The document recommends raising growth capital at the right time to fuel expansion while insulating the core business, and partnering strategically to reduce costs and accelerate growth.
Using Portfolio Management to Improve Business InvestmentCarolyn Reid
Structured Portfolio Management is very valuable to businesses in maximizing their Return on Investment. Portfolio Management ties investments to strategy to ensure the organization is realizing it's expected benefits and achieving it's strategy.
Entrepreneurs should evaluate opportunities objectively to gain market insights and understand technical and financial requirements, legal issues, and what makes their venture unique. New ventures often fail due to a lack of evaluation, which can lead to pitfalls. The success of pre-startup and startup phases depends on factors like uniqueness, investment size, growth potential, and having available products and customers. Functional problems and internal/external issues also commonly cause new business failure.
1. The document discusses strategic management and planning. It introduces strategic planning boards, different management levels, and models for strategic management.
2. Key aspects of strategic management covered include external and internal scanning, analyzing opportunities/threats and strengths/weaknesses, developing long-term objectives and strategies, and implementing, measuring, and evolving strategies.
3. Critical factors to consider in strategic management are the legal, economic, technological, customer, competitor, physical, political, and social environments that can impact an organization.
This document provides an overview of what should be included in a business plan. It discusses the key elements of a business plan such as an executive summary, industry analysis, marketing plan, management team, operations plan, financial projections, and risks. The summary also highlights important tips for writing an effective business plan such as being clear, concise, and well-researched while avoiding unrealistic promises. It is important to convince investors of customer demand, focus on the team's experience, and appreciate the financial goals of the business.
This document provides an overview of what should be included in a business plan. It discusses the key elements of a business plan such as an executive summary, industry analysis, marketing plan, management team, operations plan, financial projections, and risks. The summary also highlights important tips for writing an effective business plan such as being clear, concise, and well-researched while avoiding promises and hype. It is important to convince investors of customer demand, focus on the team's experience, and appreciate the financial goals of the business.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
The document is an investor day presentation from Verisk that discusses the company's business strategy and outlook. It provides the following key points:
1. Verisk serves the property and casualty insurance industry across the insurance lifecycle, from product development to actuarial analysis, underwriting, claims management, and portfolio analysis.
2. Verisk provides data-driven solutions that help insurers improve profitability, including predictive modeling, policy language, and loss cost advisory information.
3. By-peril rating for homeowners insurance, which separates policy premiums by risk type, has allowed insurers using this approach to increase market share and lower loss ratios compared to competitors.
This document provides an overview of how to write an effective business plan in 3 pages or less. It discusses the key elements that should be included such as an executive summary, company description, market analysis, management plan, and financial projections. The document emphasizes that a business plan is an organized way to evaluate all aspects of a business and can be used as a management tool and to seek financing. It provides guidance on how to address each section and examples of the type of information that should be presented.
The document discusses strategy and strategic planning. It defines strategy as a pattern of decisions and actions that businesses take to achieve goals. There are different types of strategies like functional, business, and corporate strategies. The strategic planning process involves setting goals, analyzing internal/external factors, selecting strategies, implementing strategies, and evaluating strategies. Effective strategic planning focuses on a clear purpose, shared vision, satisfying customers, achievable timelines, and flexibility. Strategic planning should also prepare for potential crises through contingency plans. SWOT analysis identifies internal strengths/weaknesses and external opportunities/threats.
The document provides early warning signs of potential business failure across several areas including sales, costs, finances, constituencies, industry, and management. It recommends conducting a SWOT analysis and monitoring cash flow closely. Key actions include focusing on the 20% of products/customers that generate 80% of profits, simplifying product lines, and eliminating low-value work.
A business plan outlines key elements that are important for a business to look ahead, allocate resources, focus on important points, and prepare for potential problems and opportunities. While plans can vary in complexity and format, standard elements generally include descriptions of the company, products/services, market, management team, and financial projections. Of these, cash flow analysis and specific implementation details are often among the most important, as profits alone do not guarantee cash and strategies must be put into action through assigned responsibilities, budgets, and tracking of results.
The document provides guidance on writing a successful business plan, including key elements and questions to address. It discusses the importance of clearly outlining the business idea, target market, management team, marketing strategy, implementation timeline, risks, and financial projections. Effective business plans force disciplined thinking and convince investors that the idea is worth supporting.
Business PlanPut Business Name HereMACROBUTTON NoMacro [Click .docxjasoninnes20
Business Plan
Put Business Name Here
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MACROBUTTON NoMacro [Click here and type your phone number]
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MACROBUTTON NoMacro [Click here and type the people on the management team]
This document is confidential.
Table of Contents
2Table of Contents
3Executive Summary
4Vision/Mission Statement and Goals
4A. Vision Statement
4B. Goals and Objectives
4C. Keys to Success
5Company Summary
5A. Company Background
5B. Resources, Facilities and Equipment
5C. Marketing Methods
5D. Management and Organization
5E. Ownership Structure
6G. Internal Analysis
7Products and/or Services
8Market Assessment
8A. External Analysis
8B. Customers
8C. Strategic Alternatives
9Strategic Implementation
11Financial Plan
11A. Financial Projections
11B. Contingency Plan
11Monitoring
Executive Summary
This section is a summary of the information from the pages that follow. Prepare it last, after the business plan has been written. It should not exceed two pages. Headings to use in the Executive Summary:
A. Vision/Mission StatementB. Company SummaryC. Products/Services
D. Market AssessmentE. Strategic Implementation
F. Expected Outcomes
Vision/Mission Statement and Goals
A. Vision Statement
The vision/mission statements are clear summaries of where the business is headed. It describes what the business produces, who products are produced for, and unique business characteristics. It will reflect the values of the management team and the type of business culture you are trying to create.
B. Goals and Objectives
What do you want your business to achieve? Be specific in terms of financial performance, resource commitments (time and money) and risk.
When will various milestones be achieved?
C. Keys to Success
What do you need, or must happen, for you to succeed?
Company Summary
The material in this section is an introduction to the firm.
A. Company Background
What does your business do?
Who were the founders of the business?
What were the important milestones in the development of the business?
B. Resources, Facilities and Equipment
With what do you produce your products or services?
What are the land, equipment, human and financial resources?
Who provides them?
How are resource providers rewarded?
C. Marketing Methods
What is your annual sales volume in dollars and units?
Explain how you work with others to improve returns. This may include a strategic alliance with suppliers or customers that you can leverage.
Do you use forward contracting, options, or futures? If so, how?
How much does it cost to produce and deliver your products and services?
How is contracting used?D. Management and Organization
Who is currently on the management team?
How have management responsibilities been divided among the management team?
What are the lines of authority?
Who acts as the president/CEO? spokesperson? Chief Financial Officer?
Who determines employees’ salaries and conducts ...
During this session we define what a business plan is and it's uses and benefits. We provide a framework to follow when developing your plan that helps you go through all the key elements to ensure that you have a concise and solid plan for investors and for your partners, employees and other stakeholders.
The document discusses reasons why great companies fail and signs that lead to decline. It notes that companies accumulate resources and optimize systems, leading management to believe resources alone will ensure success. However, companies become complacent, focus internally, and lose creativity and ability to adapt. This inhibits reinvention and escaping the past, leading to inability to invent the future. Successful long-term strategy requires competitiveness, growth, and profits through initiative, innovation and adapting to new opportunities and rules.
The document discusses why great companies can fail and outlines several factors that can contribute to failure, including: relying too much on past success, becoming complacent, focusing internally rather than innovating, and an inability to adapt to changing market conditions. It also provides strategies that companies can employ to avoid failure such as continually reinventing themselves, escaping the past, and inventing the future.
The document discusses business planning and outlines the key components of a business plan. It explains that planning is an ongoing process for businesses and an important early step is preparing a preliminary business plan. The business plan is a written document created by the entrepreneur that describes all relevant internal and external elements of starting a new venture, including functional plans for marketing, finance, manufacturing, sales and human resources. The business plan should convince readers like employees, investors and bankers that the business can be profitable. It provides guidance for the entrepreneur and is used to obtain financing. The document then outlines the typical sections included in a business plan.
Michael Scherbaum is the Senior Manager of Partner Field Development at Salesforce. The presentation covers account planning for the current fiscal year. It emphasizes developing a strategic plan for each account that drives consistent activities to ensure effective strategic, tactical, and territory planning. It provides templates for account profiles, analysis, strategy development, and action planning. The presentation stresses that account planning is a team effort and reviews best practices for sharing the strategy and vision with customers.
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
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This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
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Design Thinking Framework
Business Model Canvas
Customer Journey Map
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2. Sections of a business planSections of a business plan
cover page.cover page.
table of contentstable of contents
executive summary or overviewexecutive summary or overview
management and organisationmanagement and organisation
product/service planproduct/service plan
marketing planmarketing plan
financial planfinancial plan
operating and control systemsoperating and control systems
growth plangrowth plan
appendixappendix
3. Cover pageCover page
Name of companyName of company
Address, fax, phone, email, webAddress, fax, phone, email, web
LogoLogo
Picture of product if appropriatePicture of product if appropriate
Protection statementProtection statement
““The contents of this plan are proprietaryThe contents of this plan are proprietary
and confidential. It is not to be copied orand confidential. It is not to be copied or
duplicated in any way.”duplicated in any way.”
4. Table of contentsTable of contents
Sections of plan with page numbersSections of plan with page numbers
Maybe add tabs to the plan for easyMaybe add tabs to the plan for easy
referencereference
Include a table of contents page forInclude a table of contents page for
your appendicesyour appendices
Include a title page for every exhibit inInclude a title page for every exhibit in
the appendixthe appendix
5. Executive SummaryExecutive Summary
Owner/CEOOwner/CEO’s vision of the future for the business’s vision of the future for the business
Company history if any - very briefCompany history if any - very brief
What is the business area?What is the business area?
What is the current stage of development?What is the current stage of development?
What is unique about the product or service?What is unique about the product or service?
What form of organisation?What form of organisation?
Key management. Key support groups.Key management. Key support groups.
Overview of marketing plan.Overview of marketing plan.
Competitors.Competitors.
How much funding is needed? How much is already invested?How much funding is needed? How much is already invested?
How long to break even?How long to break even?
Debt or equity?Debt or equity?
Exit strategyExit strategy
6. Management & OrganisationManagement & Organisation
Management teamManagement team
Compensation and ownershipCompensation and ownership
Contracts and franchise agreementsContracts and franchise agreements
Board of directors/Advisory councilBoard of directors/Advisory council
Infrastructure/outside advisorsInfrastructure/outside advisors
InsuranceInsurance
ESOP and other incentivesESOP and other incentives
Organisation chartsOrganisation charts
7. Common mistakesCommon mistakes
Hiring friends or relativesHiring friends or relatives
Too low qualifications levelsToo low qualifications levels
No non-compete contractsNo non-compete contracts
Giving away too much ownershipGiving away too much ownership
Not enough incentives for good staffNot enough incentives for good staff
No highly qualified outside directorsNo highly qualified outside directors
8. Product/Service PlanProduct/Service Plan
Purpose of the productPurpose of the product
Unique featuresUnique features
Stage of developmentStage of development
Future research and developmentFuture research and development
Trademarks, copyrights, licences and royaltiesTrademarks, copyrights, licences and royalties
Government approvalsGovernment approvals
Production limitationsProduction limitations
Product liabilityProduct liability
Related services and spinoffsRelated services and spinoffs
ProductionProduction
Manufacturing facilities, if applicableManufacturing facilities, if applicable
Environmental factorsEnvironmental factors
9. Common mistakesCommon mistakes
Too technical or too broadToo technical or too broad
No unique features or special benefitsNo unique features or special benefits
Failure to show all product costsFailure to show all product costs
Failure to list requirements of regulatoryFailure to list requirements of regulatory
agenciesagencies
Not proving the product is technically feasibleNot proving the product is technically feasible
No backup suppliers or subcontractorsNo backup suppliers or subcontractors
No innovative production procedures early onNo innovative production procedures early on
10. Marketing PlanMarketing Plan
Industry profileIndustry profile
Competition profileCompetition profile
Customer profileCustomer profile
Target-market profileTarget-market profile
Pricing profilePricing profile
Gross margins on productsGross margins on products
Market penetrationMarket penetration
Advertising and promotionAdvertising and promotion
Packaging and labelingPackaging and labeling
Service and warrantiesService and warranties
Trade showsTrade shows
Future marketsFuture markets
11. Common mistakesCommon mistakes
Deciding there is noDeciding there is no
competitioncompetition
Under or over estimationUnder or over estimation
strength of the competitionstrength of the competition
No strategy for counteringNo strategy for countering
competitioncompetition
Unrealistic market shareUnrealistic market share
projectionsprojections
Pricing not in line withPricing not in line with
market realitiesmarket realities
Addressing the marketAddressing the market
universally, not segmentallyuniversally, not segmentally
No adequate sales trainingNo adequate sales training
Misjudging true cost ofMisjudging true cost of
penetrating the marketpenetrating the market
Assuming the distributionAssuming the distribution
system will give yoursystem will give your
product/service equal timeproduct/service equal time
Selecting the largest targetSelecting the largest target
market instead of the easiestmarket instead of the easiest
Failure to explain and defendFailure to explain and defend
pricing strategypricing strategy
Establishing pricing basedEstablishing pricing based
only on costsonly on costs
Failing to recognise priceFailing to recognise price
sensitivitysensitivity
13. Common mistakesCommon mistakes
Unrealistic sales and profit projections.Unrealistic sales and profit projections.
No reasonable assumptionsNo reasonable assumptions
Failure to identify hidden costs.Failure to identify hidden costs.
Too high a risk when considering potential ROIToo high a risk when considering potential ROI
Salaries and other benefits out of line for a startup.Salaries and other benefits out of line for a startup.
Failure to project downside if sales forecasts unmetFailure to project downside if sales forecasts unmet
Financially documents mathematically in errorFinancially documents mathematically in error
Figures on various financial documents notFigures on various financial documents not
consistentconsistent
14. Operating & Control SystemsOperating & Control Systems
Administrative policies, procedures andAdministrative policies, procedures and
controlscontrols
Documents and paper flowDocuments and paper flow
Planning chart (Gantt Chart, CPA)Planning chart (Gantt Chart, CPA)
Risk analysis and alternative plans ofRisk analysis and alternative plans of
actionaction
Salvaging assets (firesale value ifSalvaging assets (firesale value if
business fails)business fails)
15. Common mistakesCommon mistakes
Failure to keep importantFailure to keep important
business records.business records.
Failure to establishFailure to establish
procedures that trace andprocedures that trace and
control the flow of cash.control the flow of cash.
No control over receivablesNo control over receivables
No control over inventory.No control over inventory.
No policy and proceduresNo policy and procedures
manual.manual.
No security system to protectNo security system to protect
trade secrets, customer lists.trade secrets, customer lists.
Failure to prioritise majorFailure to prioritise major
goalsgoals
Failure to have a fallbackFailure to have a fallback
Failure to identify keyFailure to identify key
responsibilities of theresponsibilities of the
management teammanagement team
No contingency plans ifNo contingency plans if
schedule cannot be met.schedule cannot be met.
Failure to review schedule ifFailure to review schedule if
conditions change.conditions change.
Failure to identify key goals.Failure to identify key goals.
Failure to identifyFailure to identify
uncontrollable variables.uncontrollable variables.
Failure to assess riskFailure to assess risk
Failure to mention legalFailure to mention legal
liabilityliability
16. Growth PlanGrowth Plan
New offerings to marketNew offerings to market
Capital requirementsCapital requirements
Personnel requirementsPersonnel requirements
Exit strategyExit strategy
17. Common mistakesCommon mistakes
Failure to identify and prioritise major new productsFailure to identify and prioritise major new products
or services to support future growth.or services to support future growth.
Overestimating revenue from these new products.Overestimating revenue from these new products.
Not planning the exit needed for investors.Not planning the exit needed for investors.
Inadequate management team and support groups toInadequate management team and support groups to
execute the growth plan.execute the growth plan.
Failure to identify capital expenditure costs neededFailure to identify capital expenditure costs needed
for growth.for growth.
Failure to have a proper system to control operationsFailure to have a proper system to control operations
during periods of growth.during periods of growth.
18. AppendixAppendix
Detailed resumes of theDetailed resumes of the
management team. Highlightmanagement team. Highlight
relevant qualificationsrelevant qualifications
All employee contracts, ESOPSAll employee contracts, ESOPS
Personal financial statementsPersonal financial statements
for each of the principalsfor each of the principals
Copies of patents, copyrightsCopies of patents, copyrights
Actual documents of;Actual documents of;
partnershipspartnerships
distributor contractsdistributor contracts
non-compete contractsnon-compete contracts
corporate bylawscorporate bylaws
all other relevant documentsall other relevant documents
Copies of product/serviceCopies of product/service
brochuresbrochures
Reference lettersReference letters
Market studiesMarket studies
Business or operating manualsBusiness or operating manuals
Customer signed orders or LOICustomer signed orders or LOI
Magazine articles, demographicMagazine articles, demographic
Detailed description of high techDetailed description of high tech
productsproducts
A map showing location of theA map showing location of the
businessbusiness
A copy of credit reports on theA copy of credit reports on the
businessbusiness
Last three years of tax returnsLast three years of tax returns
and any other historical financialand any other historical financial
informationinformation
19. Common mistakesCommon mistakes
Exhibits difficult to readExhibits difficult to read
No explanation on how to read andNo explanation on how to read and
interpret technical information giveninterpret technical information given
Failure to list the source of informationFailure to list the source of information
Failure to list the date of informationFailure to list the date of information
Inconsistencies in the dataInconsistencies in the data
Misspelled words in the exhibitsMisspelled words in the exhibits
21. Business Plan EvaluationBusiness Plan Evaluation
QuestionsQuestions
What is the business concept?What is the business concept?
List key members of the teamList key members of the team
Compare salaries with similarCompare salaries with similar
industries.industries.
List company advisorsList company advisors
List proprietary rightsList proprietary rights
Describe uniqueness of theDescribe uniqueness of the
product/serviceproduct/service
Shelf life of the product/serviceShelf life of the product/service
List customer needsList customer needs
What is the payback to the endWhat is the payback to the end
user?user?
List target markets and indicateList target markets and indicate
how much money the companyhow much money the company
can obtain from each.can obtain from each.
Explain the methods of targetExplain the methods of target
market penetration, showingmarket penetration, showing
they are compatible withthey are compatible with
industry standards.industry standards.
List cost of each marketList cost of each market
penetration strategy.penetration strategy.
Is the marketplace big enoughIs the marketplace big enough
for this management team?for this management team?
Does the company have theDoes the company have the
financial resources needed tofinancial resources needed to
succeed in this venture. Wheresucceed in this venture. Where
is any extra money sourced?is any extra money sourced?
Examine the financialExamine the financial
assumptions section. List anyassumptions section. List any
unsound assumptionsunsound assumptions
22. Business Plan EvaluationBusiness Plan Evaluation
QuestionsQuestions
Can the entrepreneur explain allCan the entrepreneur explain all
financial projections withoutfinancial projections without
outside assistance?outside assistance?
Has the entrepreneur been inHas the entrepreneur been in
this business before?this business before?
Are the companyAre the company’s control’s control
systems adequate? List areassystems adequate? List areas
that could be improved.that could be improved.
What information has beenWhat information has been
learned from talking to others inlearned from talking to others in
the same industry.the same industry.
What was said about theWhat was said about the
venture after it was critiqued byventure after it was critiqued by
accountants, lawyers,accountants, lawyers,
management consultants?management consultants?
What was said about theWhat was said about the
management team after youmanagement team after you
talked with people who knowtalked with people who know
them?them?
Describe whatDescribe what
advantages/disadvantages theadvantages/disadvantages the
venture has over competition.venture has over competition.
Is the pricing structure adequateIs the pricing structure adequate
List the major problems thatList the major problems that
could occur in the future, andcould occur in the future, and
note if the business plannote if the business plan
provided an adequate solution.provided an adequate solution.
Identify the money sourcesIdentify the money sources
needed by the company forneeded by the company for
growth.growth.
23. Business Plan EvaluationBusiness Plan Evaluation
QuestionsQuestions
Describe the exit the companyDescribe the exit the company
will take to satisfy thewill take to satisfy the
management team, banks,management team, banks,
investors. List the projected timeinvestors. List the projected time
frames for the exit.frames for the exit.
Describe how the company orDescribe how the company or
subcontractors will producesubcontractors will produce
needed products/services toneeded products/services to
satisfy sales projections.satisfy sales projections.
List all backup suppliers.List all backup suppliers.
List the capital expendituresList the capital expenditures
needed for the companyneeded for the company’s’s
growth. Are these expendituresgrowth. Are these expenditures
adequate?adequate?
Does this ventureDoes this venture
have a high chancehave a high chance
of success?of success?
If yes, what are theIf yes, what are the
most importantmost important
reasons why?reasons why?
If not, list theIf not, list the
negative factors.negative factors.