Speaker: Kerri Golden, CA and VC
Building a successful business is about more than simply running a research project. Ms. Kerri Golden (a chartered accountant and centure capitalist) will talk about building realistic financial plans for running a start-up company - plans that help you not only identify where you will spend money, but where you will make money!
Part of MaRS' CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/events/details.html?uuid=9f5986be-713f-4180-aefc-7c1aac04abb1
Speaker: Kerri Golden, CA and VC
Part of the CIBC Presents Entrepreneurship 101 lecture series.
More information including video: http://www.marsdd.com/Events/Event-Calendar/Ent101/2009/budgeting-02042009.html
This document provides guidance on how to prepare a profit and loss (P&L) statement, also known as an income statement, for a business. It explains that a P&L statement measures a company's sales and expenses over a period of time to determine profit or loss. The document outlines the key sections of a P&L statement including net sales, cost of goods sold, expenses, other income/expenses, and net profit. It also provides a sample P&L statement and steps to take the necessary data to construct one's own P&L statement.
This document provides a financial summary and highlights for Q1 2009 from eBay. It discusses eBay's revenue, which was at the high end of guidance. Non-GAAP EPS exceeded guidance due to higher volume and cost controls. Free cash flow was down 9% year-over-year. Business segments like PayPal and Bill Me Later saw continued growth in key metrics like total payment volume and number of active accounts despite the economic downturn. Marketplaces revenue declined year-over-year as fixed price formats held steady while auction declined.
The document provides an earnings presentation for O-I Glass for the first quarter of 2009. It includes the following key points:
1) O-I reported its second highest first quarter earnings since going public in 1991, despite challenging market conditions. Strong price improvements offset declining costs.
2) Earnings were down year-over-year primarily due to weaker sales volumes and currency impacts from a challenging European market.
3) The company maintained a strong balance sheet with flat debt levels and significant available liquidity.
The document summarizes the agenda and presentations for Celanese Corporation's 2007 Investor Day. The agenda included presentations on Celanese's business segments and strategies for growth, operational excellence, and value creation. Celanese aimed to pursue premier performance and deliver superior value creation through industry-leading growth and a geographically balanced global position across diversified end markets.
Microsoft Power Point Report To Client Template April 2008phjordan
- ABC Inc. has experienced a rapid downturn in sales and missed financing covenants for the first time, putting pressure on its finances. An analysis was conducted to recommend improvements.
- Key issues identified include rapidly declining sales, high accounts receivable balances due to slower payments, and increasing returns negatively impacting cash flow.
- The analysis found that fixed costs grew faster than sales in recent years, decreasing profits. Cost-cutting measures were implemented but may need to be expanded if sales continue declining.
Speaker: Kerri Golden, CA and VC
Part of the CIBC Presents Entrepreneurship 101 lecture series.
More information including video: http://www.marsdd.com/Events/Event-Calendar/Ent101/2009/budgeting-02042009.html
This document provides guidance on how to prepare a profit and loss (P&L) statement, also known as an income statement, for a business. It explains that a P&L statement measures a company's sales and expenses over a period of time to determine profit or loss. The document outlines the key sections of a P&L statement including net sales, cost of goods sold, expenses, other income/expenses, and net profit. It also provides a sample P&L statement and steps to take the necessary data to construct one's own P&L statement.
This document provides a financial summary and highlights for Q1 2009 from eBay. It discusses eBay's revenue, which was at the high end of guidance. Non-GAAP EPS exceeded guidance due to higher volume and cost controls. Free cash flow was down 9% year-over-year. Business segments like PayPal and Bill Me Later saw continued growth in key metrics like total payment volume and number of active accounts despite the economic downturn. Marketplaces revenue declined year-over-year as fixed price formats held steady while auction declined.
The document provides an earnings presentation for O-I Glass for the first quarter of 2009. It includes the following key points:
1) O-I reported its second highest first quarter earnings since going public in 1991, despite challenging market conditions. Strong price improvements offset declining costs.
2) Earnings were down year-over-year primarily due to weaker sales volumes and currency impacts from a challenging European market.
3) The company maintained a strong balance sheet with flat debt levels and significant available liquidity.
The document summarizes the agenda and presentations for Celanese Corporation's 2007 Investor Day. The agenda included presentations on Celanese's business segments and strategies for growth, operational excellence, and value creation. Celanese aimed to pursue premier performance and deliver superior value creation through industry-leading growth and a geographically balanced global position across diversified end markets.
Microsoft Power Point Report To Client Template April 2008phjordan
- ABC Inc. has experienced a rapid downturn in sales and missed financing covenants for the first time, putting pressure on its finances. An analysis was conducted to recommend improvements.
- Key issues identified include rapidly declining sales, high accounts receivable balances due to slower payments, and increasing returns negatively impacting cash flow.
- The analysis found that fixed costs grew faster than sales in recent years, decreasing profits. Cost-cutting measures were implemented but may need to be expanded if sales continue declining.
1) Credit Suisse is presenting at its 2008 Annual Technology Conference and provides a safe harbor statement regarding forward-looking statements in the presentation.
2) Arrow Electronics touches all geographies, technologies, and end markets, connecting key players in unique and value-enhancing ways. It aims to grow faster than the market through operational excellence and financial stability.
3) Arrow is well positioned to weather an economic downturn due to changes made since the last tech sector downturn, including a stronger balance sheet with lower debt and higher liquidity than 10 years ago.
Oapdd brief investment plan rev1 - software companySteve Xing
DDD Interactive Kiosk Development Ltd. plans to invest $3-4 million to establish a software company to develop technologies for an auto parts distribution center in Ontario. The software company will develop 3D display terminals, cloud computing, RFID warehouse management, and mobile apps. It aims to generate a return on investment of less than 5% initially, reaching 8% after one year. The distribution center will consolidate auto parts from over 300 local manufacturers and demonstrate and deliver them efficiently to shops and consumers. This is expected to increase sales and competition for the manufacturers.
This document is a business plan for Think Tank Inc. It includes an executive summary that outlines the company's response to market needs and achievements to date. Sections cover the company background and team, market analysis including competitors and SWOT analysis, proposed products and services, marketing plan, product development and operations, management structure, and 12-month financial projections including income statement, cash flow statement, and cost-benefit analysis. The financials project increasing revenue, profits, and positive cash flow and return on investment over the first year of operations.
This document is a business plan for Think Tank Inc. It includes an executive summary that outlines the company's response to market needs and achievements to date. Sections cover the company background and team, the target market, product details, marketing strategy, operations, management structure, and financial projections. The financial section includes startup costs, ongoing expenses, income statements, cash flow statements, and return on investment calculations. The plan demonstrates how Think Tank Inc. will deliver customized learning content to address client needs.
This document provides guidance on developing a business plan, including:
1. The business plan outlines the business concept, market opportunity, management team, and financial projections.
2. Developing a business plan is important to get integrated view of the business, secure financing, and understand financial requirements.
3. Key elements of a business plan include executive summary, company and industry overview, products/services, marketing plan, management team, and financial projections.
The document outlines 6 steps business owners can take to improve their business, including properly planning goals and actions, monitoring financial metrics, managing cash flow, organizing operations, managing growth, and planning for transition. It then discusses each of these steps in more detail, providing advice on tasks like establishing a vision and measurable goals, regularly reviewing financial statements and key ratios, using cash flow forecasts to manage cash needs, and periodically evaluating the business for improvement opportunities. The overall message is that business owners should follow a structured process to effectively operate and grow their company over time.
Financial Projections for Investor Presentations - Sept 18 2013David Fogel
ABC Company's financial statements from 2010 to 2013 show growing revenue and losses that are decreasing over time. Revenue increased from $584,000 in 2010 to over $91 million in 2013, driven primarily by growth in installation revenue. Losses decreased from $755,000 in 2010 to $2.5 million in 2013 as revenue growth outpaced operating expense growth. Headcount increased from 18 employees to over 1,100 from 2010 to 2013 to support operations.
Swifton mc carter english - fin projections 091713David Fogel
ABC Company's financial statements from 2010 to 2013 show growing revenue and losses that are decreasing over time. Revenue increased from $584,000 in 2010 to over $91 million in 2013, driven primarily by growth in installation revenue. Losses decreased from $755,000 in 2010 to $2.5 million in 2013 as revenue growth outpaced operating expense growth. Headcount increased from 18 employees to over 1,100 from 2010 to 2013 to support operations.
This document provides tips on how small business owners can boost cash flow and maximize profits through better understanding and managing their financial statements. It recommends regularly reviewing financial performance metrics like profit and loss statements, balance sheets, and cash flow forecasts. The document also uses a case study of a plumbing supplies company called Bob's Plumbing Products to illustrate how inadequate cash flow management led the business to fail. It suggests business owners implement systems to track job costing and key performance indicators, and consider structuring their business as a trust or company to legally minimize tax obligations. The overall message is the importance for small business owners to closely monitor their financials and cash flow through proper accounting practices and financial management strategies.
How to Maximise Profits and Minimise TaxJon Mailer
This document provides tips on how small business owners can boost cash flow and maximize profits through better understanding and managing their financial statements. It recommends regularly reviewing financial performance metrics like profit and loss statements, balance sheets, and cash flow forecasts. The document also uses a case study of a plumbing supplies company called Bob's Plumbing Products to illustrate how inadequate cash flow management led the business to fail. It suggests business owners implement systems to track job costing and key performance indicators, and consider structuring their business as a trust or company to legally minimize taxes. The overall message is the importance for small business owners to closely monitor their financials and cash flow through the use of accounting software and financial advisors.
Strategies To Overcome Bankruptcy PowerPoint Presentation SlidesSlideTeam
Strategies To Overcome Bankruptcy PowerPoint Presentation Slides is a virtual solution for astute business professionals. Our well-structured PowerPoint theme is suitable to showcase strategies to avoid bankruptcy. Elaborate on the influence of bankruptcy on an organization and illustrate ways to settle outstanding debts. Elucidate the financial health from the last 3 years, current risk areas, and unsettled liabilities to represent the present scenario. Utilize our issues of bankruptcy PPT template deck to present a detailed financial investigation. Portray key financial ratios, income statement, balance sheet, and cash flow statement. Our challenges of insolvency PowerPoint presentation help you in consolidating the impact, and future forecast after implementing strategies on the organization. Employ tabular format to compile methods of communicating with the stakeholders. Describe bankruptcy risk identification and mitigation strategies through this PPT slideshow. Address the bankruptcy process including the filing procedures and consequences. So, hit the button and begin instant personalization. Our Strategies To Overcome Bankruptcy PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/386saCu
This document discusses how to maximize the value of a company in a sales process. It outlines the typical sales timeline, including preparation, pre-sales decision making, valuation, non-binding bids, and closing. Key steps are hiring professionals, establishing realistic valuations, running a competitive bidding process, and being transparent with buyers. Maintaining knowledge of your company's value drivers and keeping emotions in check are also emphasized for obtaining the best price.
This dashboard provides key performance indicators (KPIs) for multiple projects, portfolios, and business functions. It includes summaries of budget usage, task status, overdue tasks, burndown charts, and more for individual projects, portfolios, and across the entire organization. Financial KPIs show income statements, balance sheets, cash flows, expenses by category, and profitability ratios. Sales dashboards provide data on revenue, leads, customer counts, average sales prices, and sales by region or product.
The document provides guidance on building financial projections for a startup business. It discusses the importance of financial projections for understanding the business model and securing investor funding. It covers how to construct income statements, consider business models of different industries, estimate expenses, calculate customer acquisition costs and lifetime value, build cash flow projections, and present financials in an executive summary. The overall message is that financial projections are crucial for startups to plan effectively and communicate their vision to investors.
This document discusses startup valuation and whether there is a bubble in startup markets. It outlines several approaches to valuation, including looking at factors like the experience of the founder team, traction, and scalability of the business model. It also examines current transaction multiples and private placements in internet software companies. While some factors could indicate a potential bubble, such as low interest rates and rising valuations, the document argues that improvements are still needed in Europe's startup ecosystem to create more serial entrepreneurs with international exits.
This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
Mohr Consulting (MC) is a newly formed sole proprietorship that provides technical support services for non-profits using iMIS software. MC was started with $1,070 in startup costs funded by the owner. MC will operate out of the owner's home and offer hourly technical support and project-based consulting. MC projects strong sales growth and profits over the next year by focusing on networking within the iMIS user community. Key competitors include larger support firms and individual iMIS consultants, but MC aims to compete based on personalized service, quick response times, and competitive rates.
Dust Collecting: Panning for Competitive Intelligence Nuggets in Company Fina...Richter & Company LLC
Presentation by Brandon Conroy, Executive Consultant at Richter & Company, at the Association of Proposal Management Professionals (APMP) California Chapter Training Day November 6, 2015 in Anaheim, CA.
This document outlines various local challenges and global trends related to project management. It discusses 10 local challenges including training, resources, empowerment, leadership, motivation, organizational structure, culture, change management, prediction, and balancing customer needs. It also outlines 10 global trends such as agility, mobility, dedicated project management offices, crowdsourcing, the end of email, entrepreneurship, design thinking, chief project officers, analytics and big data, and certification. The document then discusses the author's top 10 critical success factors for project management including training, alignment, readiness, governance, empowerment, ownership, structured agile approaches, shifting from project management to benefits management, and realizing benefits. It provides details on each of these sections.
This document outlines various local challenges and global trends related to project management. It discusses 10 local challenges including issues with training, resources, empowerment, leadership, motivation, structure, culture, change management, prediction, and balancing customer needs. It also outlines 10 global trends such as agility, mobility, dedicated project management offices, crowdsourcing, the end of email, entrepreneurship, design thinking, chief project officers, analytics/big data, and certification. The document then discusses the author's top 10 critical success factors for project management including training, alignment, readiness, governance, empowerment, ownership, using agile methods, shifting from project to benefits management, and realizing benefits.
Don Tapscott's New Solutions for a Connected Planet - MaRS Global LeadershipMaRS Discovery District
In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems.
From his latest book, (co-author Anthony D. Williams) Macrowikinomics: New Solutions for a Connected Planet, Don Tapscott presents groundbreaking innovations from every corner of the globe: how businesses, organizations and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create and care for each other.
The document discusses cleantech investments and carbon dioxide levels in the atmosphere. It notes that while cleantech investments have generated bullish returns, carbon dioxide levels in the atmosphere have risen significantly to 396 parts per million, higher than the pre-industrial level of 280 parts per million. Although the cleantech sector is seeing investment success, carbon emissions continue to rise globally indicating that efforts to reduce fossil fuel usage still have a long way to go.
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Similar to If you fail to plan, will your plan fail? Developing a financial plan for your business
1) Credit Suisse is presenting at its 2008 Annual Technology Conference and provides a safe harbor statement regarding forward-looking statements in the presentation.
2) Arrow Electronics touches all geographies, technologies, and end markets, connecting key players in unique and value-enhancing ways. It aims to grow faster than the market through operational excellence and financial stability.
3) Arrow is well positioned to weather an economic downturn due to changes made since the last tech sector downturn, including a stronger balance sheet with lower debt and higher liquidity than 10 years ago.
Oapdd brief investment plan rev1 - software companySteve Xing
DDD Interactive Kiosk Development Ltd. plans to invest $3-4 million to establish a software company to develop technologies for an auto parts distribution center in Ontario. The software company will develop 3D display terminals, cloud computing, RFID warehouse management, and mobile apps. It aims to generate a return on investment of less than 5% initially, reaching 8% after one year. The distribution center will consolidate auto parts from over 300 local manufacturers and demonstrate and deliver them efficiently to shops and consumers. This is expected to increase sales and competition for the manufacturers.
This document is a business plan for Think Tank Inc. It includes an executive summary that outlines the company's response to market needs and achievements to date. Sections cover the company background and team, market analysis including competitors and SWOT analysis, proposed products and services, marketing plan, product development and operations, management structure, and 12-month financial projections including income statement, cash flow statement, and cost-benefit analysis. The financials project increasing revenue, profits, and positive cash flow and return on investment over the first year of operations.
This document is a business plan for Think Tank Inc. It includes an executive summary that outlines the company's response to market needs and achievements to date. Sections cover the company background and team, the target market, product details, marketing strategy, operations, management structure, and financial projections. The financial section includes startup costs, ongoing expenses, income statements, cash flow statements, and return on investment calculations. The plan demonstrates how Think Tank Inc. will deliver customized learning content to address client needs.
This document provides guidance on developing a business plan, including:
1. The business plan outlines the business concept, market opportunity, management team, and financial projections.
2. Developing a business plan is important to get integrated view of the business, secure financing, and understand financial requirements.
3. Key elements of a business plan include executive summary, company and industry overview, products/services, marketing plan, management team, and financial projections.
The document outlines 6 steps business owners can take to improve their business, including properly planning goals and actions, monitoring financial metrics, managing cash flow, organizing operations, managing growth, and planning for transition. It then discusses each of these steps in more detail, providing advice on tasks like establishing a vision and measurable goals, regularly reviewing financial statements and key ratios, using cash flow forecasts to manage cash needs, and periodically evaluating the business for improvement opportunities. The overall message is that business owners should follow a structured process to effectively operate and grow their company over time.
Financial Projections for Investor Presentations - Sept 18 2013David Fogel
ABC Company's financial statements from 2010 to 2013 show growing revenue and losses that are decreasing over time. Revenue increased from $584,000 in 2010 to over $91 million in 2013, driven primarily by growth in installation revenue. Losses decreased from $755,000 in 2010 to $2.5 million in 2013 as revenue growth outpaced operating expense growth. Headcount increased from 18 employees to over 1,100 from 2010 to 2013 to support operations.
Swifton mc carter english - fin projections 091713David Fogel
ABC Company's financial statements from 2010 to 2013 show growing revenue and losses that are decreasing over time. Revenue increased from $584,000 in 2010 to over $91 million in 2013, driven primarily by growth in installation revenue. Losses decreased from $755,000 in 2010 to $2.5 million in 2013 as revenue growth outpaced operating expense growth. Headcount increased from 18 employees to over 1,100 from 2010 to 2013 to support operations.
This document provides tips on how small business owners can boost cash flow and maximize profits through better understanding and managing their financial statements. It recommends regularly reviewing financial performance metrics like profit and loss statements, balance sheets, and cash flow forecasts. The document also uses a case study of a plumbing supplies company called Bob's Plumbing Products to illustrate how inadequate cash flow management led the business to fail. It suggests business owners implement systems to track job costing and key performance indicators, and consider structuring their business as a trust or company to legally minimize tax obligations. The overall message is the importance for small business owners to closely monitor their financials and cash flow through proper accounting practices and financial management strategies.
How to Maximise Profits and Minimise TaxJon Mailer
This document provides tips on how small business owners can boost cash flow and maximize profits through better understanding and managing their financial statements. It recommends regularly reviewing financial performance metrics like profit and loss statements, balance sheets, and cash flow forecasts. The document also uses a case study of a plumbing supplies company called Bob's Plumbing Products to illustrate how inadequate cash flow management led the business to fail. It suggests business owners implement systems to track job costing and key performance indicators, and consider structuring their business as a trust or company to legally minimize taxes. The overall message is the importance for small business owners to closely monitor their financials and cash flow through the use of accounting software and financial advisors.
Strategies To Overcome Bankruptcy PowerPoint Presentation SlidesSlideTeam
Strategies To Overcome Bankruptcy PowerPoint Presentation Slides is a virtual solution for astute business professionals. Our well-structured PowerPoint theme is suitable to showcase strategies to avoid bankruptcy. Elaborate on the influence of bankruptcy on an organization and illustrate ways to settle outstanding debts. Elucidate the financial health from the last 3 years, current risk areas, and unsettled liabilities to represent the present scenario. Utilize our issues of bankruptcy PPT template deck to present a detailed financial investigation. Portray key financial ratios, income statement, balance sheet, and cash flow statement. Our challenges of insolvency PowerPoint presentation help you in consolidating the impact, and future forecast after implementing strategies on the organization. Employ tabular format to compile methods of communicating with the stakeholders. Describe bankruptcy risk identification and mitigation strategies through this PPT slideshow. Address the bankruptcy process including the filing procedures and consequences. So, hit the button and begin instant personalization. Our Strategies To Overcome Bankruptcy PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/386saCu
This document discusses how to maximize the value of a company in a sales process. It outlines the typical sales timeline, including preparation, pre-sales decision making, valuation, non-binding bids, and closing. Key steps are hiring professionals, establishing realistic valuations, running a competitive bidding process, and being transparent with buyers. Maintaining knowledge of your company's value drivers and keeping emotions in check are also emphasized for obtaining the best price.
This dashboard provides key performance indicators (KPIs) for multiple projects, portfolios, and business functions. It includes summaries of budget usage, task status, overdue tasks, burndown charts, and more for individual projects, portfolios, and across the entire organization. Financial KPIs show income statements, balance sheets, cash flows, expenses by category, and profitability ratios. Sales dashboards provide data on revenue, leads, customer counts, average sales prices, and sales by region or product.
The document provides guidance on building financial projections for a startup business. It discusses the importance of financial projections for understanding the business model and securing investor funding. It covers how to construct income statements, consider business models of different industries, estimate expenses, calculate customer acquisition costs and lifetime value, build cash flow projections, and present financials in an executive summary. The overall message is that financial projections are crucial for startups to plan effectively and communicate their vision to investors.
This document discusses startup valuation and whether there is a bubble in startup markets. It outlines several approaches to valuation, including looking at factors like the experience of the founder team, traction, and scalability of the business model. It also examines current transaction multiples and private placements in internet software companies. While some factors could indicate a potential bubble, such as low interest rates and rising valuations, the document argues that improvements are still needed in Europe's startup ecosystem to create more serial entrepreneurs with international exits.
This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
Mohr Consulting (MC) is a newly formed sole proprietorship that provides technical support services for non-profits using iMIS software. MC was started with $1,070 in startup costs funded by the owner. MC will operate out of the owner's home and offer hourly technical support and project-based consulting. MC projects strong sales growth and profits over the next year by focusing on networking within the iMIS user community. Key competitors include larger support firms and individual iMIS consultants, but MC aims to compete based on personalized service, quick response times, and competitive rates.
Dust Collecting: Panning for Competitive Intelligence Nuggets in Company Fina...Richter & Company LLC
Presentation by Brandon Conroy, Executive Consultant at Richter & Company, at the Association of Proposal Management Professionals (APMP) California Chapter Training Day November 6, 2015 in Anaheim, CA.
This document outlines various local challenges and global trends related to project management. It discusses 10 local challenges including training, resources, empowerment, leadership, motivation, organizational structure, culture, change management, prediction, and balancing customer needs. It also outlines 10 global trends such as agility, mobility, dedicated project management offices, crowdsourcing, the end of email, entrepreneurship, design thinking, chief project officers, analytics and big data, and certification. The document then discusses the author's top 10 critical success factors for project management including training, alignment, readiness, governance, empowerment, ownership, structured agile approaches, shifting from project management to benefits management, and realizing benefits. It provides details on each of these sections.
This document outlines various local challenges and global trends related to project management. It discusses 10 local challenges including issues with training, resources, empowerment, leadership, motivation, structure, culture, change management, prediction, and balancing customer needs. It also outlines 10 global trends such as agility, mobility, dedicated project management offices, crowdsourcing, the end of email, entrepreneurship, design thinking, chief project officers, analytics/big data, and certification. The document then discusses the author's top 10 critical success factors for project management including training, alignment, readiness, governance, empowerment, ownership, using agile methods, shifting from project to benefits management, and realizing benefits.
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Don Tapscott's New Solutions for a Connected Planet - MaRS Global LeadershipMaRS Discovery District
In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems.
From his latest book, (co-author Anthony D. Williams) Macrowikinomics: New Solutions for a Connected Planet, Don Tapscott presents groundbreaking innovations from every corner of the globe: how businesses, organizations and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create and care for each other.
The document discusses cleantech investments and carbon dioxide levels in the atmosphere. It notes that while cleantech investments have generated bullish returns, carbon dioxide levels in the atmosphere have risen significantly to 396 parts per million, higher than the pre-industrial level of 280 parts per million. Although the cleantech sector is seeing investment success, carbon emissions continue to rise globally indicating that efforts to reduce fossil fuel usage still have a long way to go.
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The document promotes Ontario's energy innovators and their big ideas to the world. It encourages Ontario's energy innovators to look for their next big idea and promotes taking those ideas global to have an impact on the world.
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- Over $3 billion has been invested in green energy projects in Canada and the US, including over 1000 MW of wind power and 150 MW of solar power across several provinces and states.
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- Power-to-gas allows for seasonal electricity storage by converting excess power into hydrogen which can be injected
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The document discusses the increasing amounts of renewable energy, particularly wind and solar, on electricity grids and the need for flexibility to integrate these variable resources. It outlines different generation sources and their relative flexibility. Areas of focus for integrating renewables include improved forecasting, visibility of distributed resources, and incorporating renewables into economic dispatch. Emerging sources of flexibility mentioned are energy storage, demand response, and smart grids.
Germany has ambitious renewable energy targets of 80% renewable generation by 2050 and 35% by 2020 to reduce greenhouse gas emissions and transition to a sustainable energy system. This has led to a large increase in distributed renewable generation, especially solar PV, connected to the distribution grid. This is challenging grid operators as renewable generation introduces high variability that must be balanced. Pilot projects are exploring solutions like smart metering, demand response, and energy storage to improve grid observability, balance generation and load, and maximize grid capacity utilization in adapting distribution grids to the energy transition.
The National Institute of Standards and Technology (NIST) coordinates the development of interoperability standards for the smart grid through the Smart Grid Interoperability Panel. NIST's Green Button initiative aims to empower consumers by giving them access to download their energy usage data in a standardized, machine-readable format from their utility website. This access to data is intended to spur innovation through third-party applications and services that help consumers understand and reduce their energy use. Over 10 million consumers now have access to their Green Button data with over 30 million expected to have access by 2013.
The document discusses the importance of protecting personal privacy in the development of smart grid technologies through an approach called "Privacy by Design". It advocates embedding privacy protections from the start of new projects rather than as an afterthought. Specifically, it argues that energy consumers should control information about their own energy usage even if not legally required to build confidence in smart grid systems.
The document discusses the importance of protecting personal privacy in the development of smart grid technologies through an approach called "Privacy by Design", which embeds privacy into new technologies from the initial design stage. It notes that gaining consumer trust will be essential for smart grid initiatives to succeed, as many consumers are currently wary about privacy risks, and outlines seven foundational principles of Privacy by Design.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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2. If you fail to Plan: will your Plan fail?
Developing a Financial Plan for your Business
Kerri Golden, CA
February 10, 2010
3. Executive Summary
Company and Opportunity Summary
Product and Technology
Market Size and Growth
Sales and Marketing Plan
Competitive Overview
Operations/Execution Plan
Management Team
Financials and Investment Requirements – focus for today
3 Financial Planning – February 2010
4. You need an outline of your Business Plan including:
Product/Technology or Service
• R&D budget for tech development of initial product or set-up of service
• Specs for product/service - bill of material, labor costs to build/deliver
• Product/Service evolution over time - cost reduction projects/estimates
Market Information, including Competitive Overview
• Sales Unit Targets, Pricing, Sales Team and Partner Compensation
Sales and Marketing Plan
• Go to Market Plan, Distribution Strategy, Marketing activities
Operations/Execution Plan
• Details of support program, team, equipment required…
4 Financial Planning – February 2010
5. www.trizle.com/topics/985-how-to-budget-your-startup
has this little story:
1. Sally gets a new idea
2. Sally gets funding
3. Sally spends 100% of $$ developing the idea
4. Sally runs out of cash
5. Sally goes bankrupt
Sad but frequent ending to the entrepreneurial dream!
5 Financial Planning – February 2010
6. She spent all/ most of her funding on the development of the
technology, product or service and almost no time and money selling
and marketing her product to customers
Like most technology entrepreneurs, she assumed that marketing/
sales were easy --- once she’d developed the perfect product the
customers would come knocking & in meantime investors would be
impressed with the perfect product she’d developed
She didn’t use her funding to achieve milestones needed for more
funding --- investors are always looking for investment prospects that
have customer traction and that’s more likely in tough times
She also missed the opportunity to lower her start-up’s dependence
on outside financing by securing early sales dollars
6 Financial Planning – February 2010
7. Cash Flow Forecast based on Business/ Execution Plan
How much money do you need for the business now and over forecast
period and what milestones will you accomplish with the funding?
Business Income Statement
Sales forecasts, margin, fixed and variable expenses (R&D, Sales &
Marketing & Administrative costs, interest, etc) and net profit/loss
Should consider 3 scenarios: optimistic, pessimistic and probable
Should help you/investors determine the level of sales needed to generate
profit in the business and timing of profitability/self-sufficiency
Need to consider what changes/factors will have greatest impact on
profitability, break-even and timing?
7 Financial Planning – February 2010
8. “Cash is king” in start-ups
Your cash balance needs to be monitored frequently (daily or weekly)
Understanding & managing cash flow is key to success
You’ll need to forecast:
1. How much total funding your business will require over its life?
2. What is the logical timing and available sources for getting funding and
what milestones will you have to achieve to ensure you get next
required investment?
3. Based on the above, what is estimated round size and how much can
you reasonably invest yourself or raise from your network of investors?
Develop forecasts for time horizons that make sense
Monthly/weekly in near-term for your own management tool
For investors: monthly for term of first round, may be quarterly thereafter
8 Financial Planning – February 2010
9. Round One Round Two Round Three
Opening Cash $- $15K $40K
+Equity/Debt $250K $500K $500K
+Customer receipts - $200K $1,350K
-Payroll expenses ($200K) ($500K) ($800K)
-Supplier expenses ($50K) ($125K) ($200K)
- Product exp (40%) - ($100K) ($600K)
+Grants/other funds $15K - -
+ITC credit (prior yr) - $50K $115K
-Debt incl. interest - - -
Closing Cash $15K $40K $405K
Sales are $250K before Round Two and $1.5M before Round Three
9 Financial Planning – February 2010
10. Reduce technology risk, earn revenues earlier
Q1 ’09 Q2 09 Q3 ‘09 Q4 ‘09 Q1 ‘10 Q2 ‘10
v0.1 Proof of Concept
v0.2 Early feature set
v0.3
Live processing
v0.4 Platform, Management Lab Trial
v0.5 Advanced Features Lab Trial
v0.6 Trials
Features Complete
v1.0 First Commercial
Shipments
10 Financial Planning – February 2010
10
12. Top-line revenues should be derived from:
Market forecasts for your business and bottom up view of customers
Pricing and cost assumptions for your product and your business model
For social entrepreneurs, consider “sponsorship contributions”
Need to consider the pros and cons of the “hockey stick”
Expenses:
Develop bottom-up forecast based on your expectations
Review benchmark targets for other companies in your industry and
compare with later years in your plan
Identify fixed versus variable components of your plan – i.e. those costs
that may vary with your top-line performance
Identify unique costs of delivering social impact for investors
EBITDA – Operating Income for the business
Earnings before interest, taxes, depreciation and other amortization
Benchmark for exit values in M&A and performance of public companies
12 Financial Planning – February 2010
13. Year One Year Two Year Three
Sales $0 $250K $1,500K
Cost of Sales $0 $100K $600K
Gross Margin $0 $150K $900K
R&D Expenses $150K $275K $300K
ITC Credits ($50K) ($115K) ($125K)
Selling Expenses $75K $275K $600K
Admin Expenses $10K $75K $100K
EBITDA $185K ($360K) $25K
ITDA* - - -
Net (Loss) Income ($185K) ($360K) $25K
*ITDA = Interest, Taxes, Depreciation and Amortization
13 Financial Planning – February 2010
14. Entrepreneur states: We only need to get 1% of the projected $3 billion
market by year five and have worked backward to develop earlier
year sales projections in the plan…
Year five projected sales = $30 million
Your Company
Tip:
It is better to segment the
market and show your market
share in relation to a specific
smaller segment. Investors like
to back companies who will be All Competitors
significant players in their
market segment (15-25%) and
are focused in their approach.
14 Financial Planning – February 2010
15. Distribution Channel = Doctors
Recruit Doctors as follows:
150 in year one through trade shows (60 signed up already)
2,400 doctors by year five of the plan, serving up to 30,000
patients
Product pricing:
Annual patient revenues of $1,000 per year – resulting in $30M of
revenue in year 5 of plan
Pricing starts at $1,200 per year, competition drives average price
down 20% over period of the plan
Require 6 regional sales and support reps to support
the Doctor Network
15 Financial Planning – February 2010
16. Mixed Distribution Model may result in multiple selling
prices for products
End User Selling Price for product sold directly to customers
Need to consider discount practices in the industry
Wholesale Price for sales to distribution partners and OEMs
Currency
Most Canadian companies sell their products in US and other markets
Develop pricing strategies for individual markets, validate and state
assumptions in your plan
Current volatilty is challenging – err on side of conservatism in your plan
Service Revenues
Dependent on salary/consulting rates which generally increase over time
16 Financial Planning – February 2010
18. The direct costs of producing your product
Bill of Material, Labor, Warehousing, Shipping, Warranty…for products
Service Team Labor and Material Costs
Costs will evolve over time
Production volume will impact unit cost
Labor costs will generally increase, although they often drop as a
percentage of costs over time
Planning for cost reductions – it is common for technology companies to
get version of product to market & then re-engineer it for lowest cost
Gross Margin
Expressed in dollars and often a percentage – you should understand
margin targets for your industry/sector (Software – 80-90%, Product
Companies – 45-60%, Service companies – 35-50%)
18 Financial Planning – February 2010
19. Year One Year Two Year Three
Sales $0 $250K $1,500K
Cost of Sales $0 $100K $600K
Gross Margin $0 $150K $900K
R&D Expenses $150K $275K $300K
ITC Credits ($50K) ($115K) ($125K)
Selling Expenses $75K $275K $600K
Admin Expenses $10K $75K $100K
EBITDA $185K ($360K) $25K
ITDA* - - -
Net (Loss) Income ($185K) ($360K) $25K
*ITDA = Interest, Taxes, Depreciation and Amortization
19 Financial Planning – February 2010
20. Teams generally comfortable forecasting these costs
Largest component is labor costs for the team - should
consider evolution of team over time from research to
product design/development, testing and QA
Must address sustaining work on product line, field
support for customers and future product cost reductions
Costs of patenting/protecting trade secrets
Any licensing costs to use technologies from 3rd parties
Tax credits/grants can help stretch your R&D budget
Scientific Research and Experimental Development (SRED) – federal
Ontario Innovation Tax Credit (OITC) and other provincial programs
NRC-IRAP programs – advisory services and R&D funding (matching)
20 Financial Planning – February 2010
21. Newbridge early sales – a nice “hockey stick” result
If Sally had been Terry Matthews, she might have
spent 50% of expenses on sales/marketing and only
33% on R&D to generate spectacular sales growth!
21 Financial Planning – February 2010
23. Labor costs for sales and marketing team members –
usually a team that is geographically remote
Commissions – how does your plan compare with
industry to enable recruiting top resources?
Marketing Costs – Public Relations, Advertising, Trade
Shows, Website, Lead Generation, Case Studies,
Customer Documentation, Partner recruiting costs
Travel, Living and Entertainment – strategy to ensure
customer coverage and policy to control costs
Performance measures to ensure the costs of pursuing
customers are matched with margin on sales
23 Financial Planning – February 2010
24. Labor costs for operations, customer support, finance,
HR, IT and admin teams, including CEO
Rent and related costs (telephone, internet, supplies…)
associated with running the office and operation
Recruiting and other HR costs – may be significant as
team is ramped up
Professional Fees including legal, audit, tax, insurance
Board/Investor Relations costs
Travel expenses for CEO/CFO
Misc. Costs – bank charges, courier, postage
24 Financial Planning – February 2010
25. Year One Year Two Year Three
Incremental $0 $2,000K $6,000K
Revenue
Incr. Margin $0 $1,000K $3,000K
R&D Costs $1,000K $300K $200K
Selling Costs $150K $500K $1,200K
G&A Costs $100K $200K $300K
Total Costs $1,250K $1,000K $1,700
Total Margin ($1,250K) $0 $1,300
Business case discipline should be added to ensure that future
development projects contribute to financial success.
25 Financial Planning – February 2010
26. Completes the financial statements along with Cash Flow and Income Statement
Year One Year Two Year Three
Cash $15K $40K $405K
A/R and ITC Rec $50K $165K $325K
Inventory/Prepaid - - -
Fixed Assets - - -
Total Assets $65K $205K $730K
AP & Liabilities - - -
Financing* $250K $750K $1,250K
Ret. (Loss) Income ($185K) ($545K) ($520K)
Total Liab/Equity $65K $205K $730K
*Financing could be Debt, Equity or combination thereof
26 Financial Planning – February 2010
27. Accounts Receivable (A/R)
Amounts owing from customers, partners, tax credit, grant program,
GST input tax credits – assumptions regarding terms/collection
As business grows, company may require cash or alternative financing
to fund A/R growth (e.g. customers pay 60 days after delivery)
Inventory and Prepaid Expenses
For product business, inventory build plan and management are critical
Need product on hand to ensure sales targets can be met
Some expenses (insurance, trade shows, rent) may be paid in advance
Fixed Assets
Equipment to be used in the business, expensed over longer-term
Some businesses can be very capital-intensive
27 Financial Planning – February 2010
28. Accounts Payable and Liabilities (A/P)
Need to reflect terms with suppliers, should be negotiated based on your
business cycle to minimize cash flow impact
Other liabilities can include: Leases, Sales Tax Payable
Debt Financing
Bank loan with personal guarantee from business owner
Small Business Loan for equipment
Venture Debt, may be available along with equity funding
Operating Line of Credit – usually secured against Accounts Receivable
and maybe Inventory assets
Long-term Equipment Loan – may be available for capital-intensive
business
Equity Financing
Proceeds from sale of either common or preferred shares
28 Financial Planning – February 2010
29. Your business/execution plan is quantified in your
financial plan
The assumptions/content must be consistent
The key aspects of the business plan need to be researched and
thought through before starting the financial plan
Your financial plan can be a work in progress
Not all elements of the plan need to be finalized before seeking funding
Be honest about where there is higher degree of confidence in the plan
and where more work is required to complete
Monitoring your business’ progress against your financial
plan is as important as developing the plan
In today’s economic times, it is important to develop
plans that generate early sales & cash flow
29 Financial Planning – February 2010
30. Developing a Financing Roadmap
What is an execution plan?
Determining size and timing of investment rounds
The Tools you need to Raise Money
The Business Plan
Business Plans for Social Enterprises (SEs) and Social
Purpose Businesses (SPBs)
30 Financial Planning – February 2010