The document discusses estimating costs for a financial plan. It recommends identifying fixed costs like office space, back-office services, and R&D budgets. It also recommends estimating variable costs of goods or services sold, including purchase costs of goods and other sales-related costs expressed as a percentage of revenues. The document provides examples of estimating these costs on a monthly basis for different products and services. It stresses the importance of ensuring cost estimates are coherent with the business model and sales forecasts.
Financial Plan workshop (May 18th, 2015) for Microsoft Innovation Center Brussels' boostcamp programme, together with Catherine Blondiau & Rodolphe d'Udekem d'Akoz of impulse.brussels
Financial Plan workshop (May 18th, 2015) for Microsoft Innovation Center Brussels' boostcamp programme, together with Catherine Blondiau & Rodolphe d'Udekem d'Akoz of impulse.brussels
MIC 2014 Workshop Financial Plan (Nov 2014)FinanceCoach24
Financial Plan workshop (Nov 18th, 2014) for Microsoft Innovation Center Brussels' boostcamp programme, together with Catherine Blondiau of impulse.brussels
Assessing the Sales Margins in New business modelsJos Feyaerts
Some theoretical concepts
- What make accounting difficult: or the difference between cash and profit
- The accounting canvas, the roadmap of our Fin. Plan
- The estimation of your Margin: it’s all about the margin
- Some Metrics for defining and controlling Margin with focus on SAAS
- Wrap up on margin
New business models and the impact on working capital
- Typology of cash-models
- Impact from License model to SAAS model on Cash
- Impact of the SAAS on investments and cash
- Platformization in BtoB market is at least as important as in BtoC and P2P.
- Some general advises for Starters
Demystifying the Profit and Loss statement - Key extracts from the webinar conducted by Vipin Khandel, Founder and CEO of Learning Infinite on using the profit and loss statement to understand and assess business performance.
Discover the five easiest steps for cash to accrual conversion! Clear your confusion fro conversion. Transtutors presents five steps to follow to convert cash accounting into accrual accounting.
For accounting homework help or any type of questions on accounting, ask Transtutors' experts available 24x7 to help students.
www.transtutors.com
A profit and loss statement is a financial statement that reports on revenue, operating costs and expenses incurred by an entity within a nominated period of time.
An introduction to the three main financial statements using a tree analogy. If you like this, just imagine what I can do in person at your next event. Go to www.geniwhitehouse.com or www.evenanerd.com for more information and my list of topics, expertise, and nerdy obsessions.
My next deck is going to include basset hounds (see my post from 2023). That is a promise.
MIC 2014 Workshop Financial Plan (Nov 2014)FinanceCoach24
Financial Plan workshop (Nov 18th, 2014) for Microsoft Innovation Center Brussels' boostcamp programme, together with Catherine Blondiau of impulse.brussels
Assessing the Sales Margins in New business modelsJos Feyaerts
Some theoretical concepts
- What make accounting difficult: or the difference between cash and profit
- The accounting canvas, the roadmap of our Fin. Plan
- The estimation of your Margin: it’s all about the margin
- Some Metrics for defining and controlling Margin with focus on SAAS
- Wrap up on margin
New business models and the impact on working capital
- Typology of cash-models
- Impact from License model to SAAS model on Cash
- Impact of the SAAS on investments and cash
- Platformization in BtoB market is at least as important as in BtoC and P2P.
- Some general advises for Starters
Demystifying the Profit and Loss statement - Key extracts from the webinar conducted by Vipin Khandel, Founder and CEO of Learning Infinite on using the profit and loss statement to understand and assess business performance.
Discover the five easiest steps for cash to accrual conversion! Clear your confusion fro conversion. Transtutors presents five steps to follow to convert cash accounting into accrual accounting.
For accounting homework help or any type of questions on accounting, ask Transtutors' experts available 24x7 to help students.
www.transtutors.com
A profit and loss statement is a financial statement that reports on revenue, operating costs and expenses incurred by an entity within a nominated period of time.
An introduction to the three main financial statements using a tree analogy. If you like this, just imagine what I can do in person at your next event. Go to www.geniwhitehouse.com or www.evenanerd.com for more information and my list of topics, expertise, and nerdy obsessions.
My next deck is going to include basset hounds (see my post from 2023). That is a promise.
Financial Concepts for Running your Business (AmCham workshop April 24th 2012)FinanceCoach24
Get the fundamentals right with three simple overviews
- Accounting basics
- Entrepreneurs/starters (financial plan)
Where to look to find the main information
- Balance sheet - profit & loss statement
Cash crunch risk, grow or survive?
- Cash flows & funding in times of crisis
Financial Concepts for Running your Business (AmCham workshop April 24th 2012)Martin van Wunnik
Get the fundamentals right with three simple overviews
- Accounting basics
- Entrepreneurs/starters (financial plan)
Where to look to find the main information
- Balance sheet - profit & loss statement
Cash crunch risk, grow or survive?
- Cash flows & funding in times of crisis
Accounting as a management tool: reading and interpreting Balance Sheet and P&L Statement
How do you read and interpret your two key accounting documents? What can you learn about your partners and competitors from their balance sheet/P&L Statement?
Created for non-professionals in accounting, this workshop intends to give a general knowledge to the starter of what accounting is and how to use accounting as a management tool.
I
Accounting as a management tool: reading and interpreting Balance Sheet and P&L Statement
How do you read and interpret your two key accounting documents? What can you learn about your partners and competitors from their balance sheet/P&L Statement?
Created for non-professionals in accounting, this workshop intends to give a general knowledge to the starter of what accounting is and how to use accounting as a management tool.
Starting with the financials is far from being the cup of thee of entrepreneurs. However, it may be easier than you thought! Ask yourself key questions regarding the sales generation. It will help you to challenge your business model and at the same time to fill in main items of your financial plan. Good luck!
Collaboratieve rapportering bij de Elia GroupFinanceCoach24
Publicatie voor FDmagazine over de collaboratieve ‘last-mile’ rapportering bij de geconsolideerde cijfers van de Belgische-Duitse Elia Group:
“Collaboratieve rapportering bij de Elia Group”
Oktober 2021
Elia - 50Hertz Transmission GmbH
#FDMagazine #collaboratieve #aanpak #software #artikel #CFO #FD #toelichtingen #disclosures #notes #Elia #50Hz #financiële #consolidatie #SAP #SAPBPC #BPC #Sturnis365 #excel #word
My presentation for ULB Solvay Seminar: How to Plan, Launch and Market Your Startup
July 2nd, 2014 (Brussels)
Pictures:
https://www.flickr.com/photos/martin_vw/14388009979/
https://www.flickr.com/photos/martin_vw/14571351331/
The 5 basic financial concepts every entrepreneur should know.
Start or continue your startup activities in 2013 by gaining some relevant financial concepts during a 1½ hour interactive session, where we shall openly talk about the following topics:
* Company setup
* Accounting
* Financial Plan
* Funding your startup
* Valuation/Dilution
http://www.meetup.com/Finance-for-Startups/events/101587782/
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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MIC 2016 Workshop Financial Plan
1. Xavier Corman | Martin van Wunnik 107/02/2012 Xavier Corman | Martin van Wunnik 117/04/2012
10th MIC boostcamp - Finance workshop
P&L “Carton de bière”, what’s next?
Key parts and logic behind your financial plan
Jean-Luc Surquin & Rodolphe d'Udekem d'Acoz
Business & Finance Advisors @ impulse.brussels
Martin van Wunnik
Project Manager @ van Wunnik partners
14 Nov '16
2. Xavier Corman | Martin van Wunnik 207/02/2012
Who are we ?
Martin van Wunnik
Trang Nguyen
Jean-Luc Surquin
Rodolphe d'Udekem d'Acoz
14 Nov '16
3. Xavier Corman | Martin van Wunnik 307/02/2012
This presentation is available for free:
http://www.slideshare.net/FinanceCoach24
14 Nov '16
4. Xavier Corman | Martin van Wunnik 407/02/2012 Xavier Corman | Martin van Wunnik 417/04/2012
If you don't think about the future,
you cannot have one.
John Golsworthy
where you want to go
how you are supposed to get there
(Why a) Financial Plan?
You
need to
know
You
need to
know
14 Nov '16
5. Xavier Corman | Martin van Wunnik 507/02/2012 Xavier Corman | Martin van Wunnik 517/04/2012
The Financial Plan is a forecast about the future :
basically the financial translation of your project /
business model which allows you to :
• Check the viability of your project
• Decrease / mitigate Risks
• Estimate the financial need of your startup
• Calculate the break-even point
• Identify the key metrics influencing your business
• Convince third parties
14 Nov '16
(Why a) Financial Plan?
6. Xavier Corman | Martin van Wunnik 607/02/2012 Xavier Corman | Martin van Wunnik 617/04/2012
14 Nov '16
Some key elements not to forget :
• Be tangible
• Look for info where available & validate
• Be coherent
• With your business model / business plan
• Costs versus Sales, costs versus HR
• Cash is key
• Working Capital Requirement
• For each financial need : specific financing sources
(Why a) Financial Plan?
7. Xavier Corman | Martin van Wunnik 707/02/2012 Xavier Corman | Martin van Wunnik 717/04/2012
Content:
• Assumptions : hypothesis versus facts
• Profit & Loss
• Balance Sheet / Investment
• Treasury Plan : Cash needed Cash=king! CIMITYM
• Valuation of the project
• Profitability / return of the project
14 Nov '16
(Why a) Financial Plan?
8. Xavier Corman | Martin van Wunnik 807/02/2012 Xavier Corman | Martin van Wunnik 817/04/2012
Revenues (Sales…)
COGS (Cost of Sales)
General Expenditures
Personnel Costs
Depreciation
Financial cost
Profit
Grossmargin
EBITDA
Taxes
EBITDAEBIT
14 Nov '16
Accounting: Profit & Loss (P&L)
9. Xavier Corman | Martin van Wunnik 907/02/2012 Xavier Corman | Martin van Wunnik 917/04/2012
Non Current Assets
(Actifs Immobilisés/
Vast Activa)
Equity + Reserves
(Capital/Kapitaal)
LT Debts
ST Debts
Current Assets
(Actifs circulants/
Vlottend Activa)
ACTIVE (Assets) PASSIVE (Liabilities)
14 Nov '16
Accounting: Balance Sheet
10. Xavier Corman | Martin van Wunnik 1007/02/2012 Xavier Corman | Martin van Wunnik 1017/04/2012
Valley of Death…
14 Nov '16
11. Xavier Corman | Martin van Wunnik 1107/02/2012 Xavier Corman | Martin van Wunnik 1117/04/2012
Required Cash-Flow
14 Nov '16
12. Xavier Corman | Martin van Wunnik 1207/02/2012 Xavier Corman | Martin van Wunnik 1217/04/2012
14 Nov '16
How to finance your startup ?
Founders
FFF
Business A
VC
Partners
Crowd
Public
Banks
Shareholders
Partners
Crowd
Clients
Suppliers
Banks
Shareholders
Peer to Peer
Equity
LT Debts
ST Debts
13. Xavier Corman | Martin van Wunnik 1307/02/2012 Xavier Corman | Martin van Wunnik 1317/04/2012
David Skok
SaaS Metrics 2.0
A Guide to Measuring and
Improving what Matters
http://www.forentrepreneurs.com/saas-metrics-2
14 Nov '16
14. Xavier Corman | Martin van Wunnik 1407/02/2012 Xavier Corman | Martin van Wunnik 1417/04/2012
Sales & Costs
(find your specific drivers for both aspects)
14 Nov '16
15. Xavier Corman | Martin van Wunnik 1507/02/2012 Xavier Corman | Martin van Wunnik 1507/02/2012
Financial assumptions
How to estimate your Sales?
16. Xavier Corman | Martin van Wunnik 1607/02/2012 Xavier Corman | Martin van Wunnik 1617/04/2012
14 Nov '16
2.1. Chiffre d'affaires : Volume de vente (= nombre d'unités vendues, mois par mois, pour chaque produit-service)
1/2014 2/2014 3/2014 4/2014 5/2014
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
2.2. Chiffre d'affaires : Prix de vente (= prix unitaire, mois par mois, pour chaque produit-service, hors TVA)
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
Taux de
TVA
17. Xavier Corman | Martin van Wunnik 1707/02/2012 •17
SALES
•Sales?
•What? •When?
•How
Much?
•Price? •How?
•Market potential = (Average Purchase * How Much * How
Often)
•Market potential = (Average Purchase * How Much * How
Often)
18. Xavier Corman | Martin van Wunnik 1807/02/2012
What ?
Focus on your Value
Proposition
What do you offer :
MVP or full
product/service,
product alone or full
package,…
What is your Unique
Selling Proposition?
19. Xavier Corman | Martin van Wunnik 1907/02/2012
Price?
Pricing of alternative solutions
How much is the customer ready/willing to pay?
Price:
- Not too low
- Not too high
- Coherent
Evolution of the selling prices?
What is the average amount per purchase?
Test it!Test it!
20. Xavier Corman | Martin van Wunnik 2007/02/2012
How Much?
2 methods to evaluate How Much you will be able to sell
•Top Down
•approach starts
with market and
industry data.
•Top Down
•approach starts
with market and
industry data.
•Bottom Up
•approach starts
with your
customers and
your resources
•Bottom Up
•approach starts
with your
customers and
your resources
21. Xavier Corman | Martin van Wunnik 2107/02/2012
How Much? – Top Down
A Top Down analysis is calculated by determining the total
market, then estimating your share of that market.
It works in 3 steps :
1. Total Available Market (TAM) : How large is the market if all
customers buy your product ?
2. Serviceable Available Market (SAM) : Focus on your own
technology/services
3. Serviceable Obtainable Market (SOM) : Which realistic market
share can be obtained by myself, considering competition,
countries, my sales/distribution channels and other market
influences?
22. Xavier Corman | Martin van Wunnik 2207/02/2012
How Much? – Top Down : Example
You want to sell internet access in Europe
Each account will yield €250 per year.
Expected revenue : € 1 billion (4 millions ×€250/customer)
TAM Total population of Europe 500 millions
SAM
% of the population who want
internet access
80%
400 millions
SOM
Based on your market study, you
expect to achieve 1% of that potentiel
audience
1%
4 millions
23. Xavier Corman | Martin van Wunnik 2307/02/2012
How Much? – Bottom-Up
This approach allow you to estimate the sales considering
the client and your resources.
The idea is to understand how much you will be able to sell
considering the resources of your company :
- Time
- People
- Money
24. Xavier Corman | Martin van Wunnik 2407/02/2012
How Much? – Bottom Up: Example
You want to sell internet access in Europe
Each account will yield €250 per year.
Expected revenue : € 150 000 (600×€250/customer)
We can bring on board five salespeople 5 salespeople
Each salesperson can make ten phone sales calls a day
that get through to a prospect.
10 calls/day
There are 240 working days per year. 240 days
5% of the sales calls will convert within six months 5%
Estimated sales 600
25. Xavier Corman | Martin van Wunnik 2507/02/2012
How Much?
Combine both approaches
- Use top-down analysis to estimate the market opportunity for your
company—to decide whether you want to try it in the first place
- Use bottom-up analysis to get a realistic and testable estimate of
what you can achieve within the first years of your startup
Challenge both approaches and present a coherent global
perspective of your estimated sales
One-off/recurring/bundled sales?
What are the supporting trends of your market ?
How fast will the market grow?
26. Xavier Corman | Martin van Wunnik 2607/02/2012
When & How ?
How and When are you going to sell your products ?
Sales channels: Direct / Indirect – focus may shift over time
27. Xavier Corman | Martin van Wunnik 2707/02/2012
When & How ? - COCA
Impact on the cost of customer acquisition (COCA)
Target
Calls
Meetings
First sale
€?
28. Xavier Corman | Martin van Wunnik 2807/02/2012
When & How ? - COCA
Impact on the cost of customer acquisition (COCA) :
- It costs money to achieve each sales
- How much resources (time, €, HR) does it require (cf
Bottom Up approach)?
- Includes unsuccessful prospects
- To be taken into account in your financial plan
- Choice of channels :
Financially sustainable?
29. Xavier Corman | Martin van Wunnik 2907/02/2012
When & How ? - COCA & LTVOAC
COCA & Life time value of an acquired customer
- Cost of Customer Acquisition (COCA)
- Life time value of an acquired customer (LTVOAC)
- Each acquired customer will provide you with revenues
during his life time (as a client of your company)
- Put those revenues in perspective with the COCA
COCA = Sales & Marketing Costs / Customers
LTVOAC = revenue over life time x gross margin
30. Xavier Corman | Martin van Wunnik 3007/02/2012
When & How ? - COCA & LTVOAC
Lifetime value of a gym member who spends €20 every
month for 3 years?
- €20 X 12 months X 3 years = €720 in total revenue (or
€240 per year)
How much will it cost you to acquire this client? Allowable
acquisition cost?
How to optimize LTVOAC?
Discount while managing CF
31. Xavier Corman | Martin van Wunnik 3107/02/2012
Don’t Forget …
Probably one of the most important parameters … and
certainly the most difficult to estimate !!
Consider different (sub)categories of products and/or
services
Consider the volume of units (products/services) sold and the
respective selling prices
Outputs
– Per product (category)
– Per client / market / segment
– Per channel
– Combine ?
32. Xavier Corman | Martin van Wunnik 3207/02/2012
Don’t Forget …
Gross sales or Net sales (e.g. after commission, bad debts…)
Consider the initial volumes and the growth rates for each
line of products/services without forgetting the market’s
dynamic (seasonality, evolution of the selling prices, growth…)
Be aware of potential delays and lower (initial) volumes &
growth rates than expected.
Consider the sales without VAT (unless you do not recuperate
it !)
33. Xavier Corman | Martin van Wunnik 3307/02/2012
Don’t Forget …
The sales data should be based on tangible elements and
hypothesis directly linked to the business plan
In no circumstances should the volume of sales be based on
the costs … : “ spontaneous sales creation ” in order to
achieve break even or benefit on paper does not help and
could possibly endanger your credibility in the eyes of third
parties
To keep in mind:
- User friendliness, avoid too much items
- Internal logic : price, discount, cost of sales, payment
conditions… & cycle
34. Xavier Corman | Martin van Wunnik 3407/02/2012 Xavier Corman | Martin van Wunnik 3417/04/2012
Your answers to...
14 Nov '16
35. Xavier Corman | Martin van Wunnik 3507/02/2012 Xavier Corman | Martin van Wunnik 3507/02/2012
Financial assumptions
How to estimate your Costs?
36. Xavier Corman | Martin van Wunnik 3607/02/2012 Xavier Corman | Martin van Wunnik 3617/04/2012
Fixed costs
1. What is the structure to run the business: SPRL/BVBA or SA/NV?
How many (co)founders and employees (1, 5 or 50)? Employees or
outsourced workforce?
2. Back-office services required?
3. Required operational fixed costs?
4. Where: in Brussels, Wallonia, Flanders? Any outsourced activities
outside Belgium?
R&D
1. Budget and estimated period? Type of R&D? Recurrent?
2. How many people for R&D?
Investments
1. Planned investments? Computers, software licence, machines, etc…
2. Budget and schedule of the investments. Subsidies ?
14 Nov '16
37. Xavier Corman | Martin van Wunnik 3707/02/2012 Xavier Corman | Martin van Wunnik 3707/02/2012
• Costs of goods/services sold
• (Other) Operating Costs
38. Xavier Corman | Martin van Wunnik 3807/02/2012 Xavier Corman | Martin van Wunnik 3817/04/2012
14 Nov '16
3. Coûts des ventes
1/2014 2/2014 3/2014 4/2014
3.1. Achats de marchandises : Coûts d'achat des marchandises liées aux produits-services vendus, mois par mois, pour chaque produit
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
3.2. Autres coûts de vente liés au produit-service vendu, mois par mois, pour chaque produit-service, exprimés en pourcentage du ch
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
Taux de
TVA
39. Xavier Corman | Martin van Wunnik 3907/02/2012 Xavier Corman | Martin van Wunnik 3907/02/2012
= Cost of Sales
Variable costs directly linked to the goods / services sold
and highly or totally proportional to the sales
Can be close to zero for some kind of activities
Much easier to predict than the volume of sales itself
(should logically be based on tangible elements)
COGS : Cost of Goods / Services sold
40. Xavier Corman | Martin van Wunnik 4007/02/2012 Xavier Corman | Martin van Wunnik 4007/02/2012
Two main categories:
a) goods purchased and/or manufactured
means a potential inventory and an additional
financial need
b) other costs, linked to sales, with no impact on
inventory
eg. Transport, payment or packaging costs
COGS : Cost of Goods / Services sold
41. Xavier Corman | Martin van Wunnik 4107/02/2012 Xavier Corman | Martin van Wunnik 4107/02/2012
Deducted from the sales, it will give the gross
margin or gross revenues
Often an important parameter, notably to monitor
the evolution of profitability & to make comparison
with company in similar business
In some cases, there is a grey zone whether some
costs « should » be integrated in the COGS or the
general expenses, with some freedom to choose
COGS : Cost of Goods / Services sold
42. Xavier Corman | Martin van Wunnik 4207/02/2012 Xavier Corman | Martin van Wunnik 4217/04/2012
14 Nov '16
5. Stocks et délais de paiement
0 0.0
0 0.0
0 0.0
0 0.0
0 0.0
0 0.0
Délai moyen de paiement des clients (de 0 à 6 mois) 1.0
Délai moyen de paiement aux fournisseurs (de 0 à 6 mois) 1.0
5.1 Stocks
5.2. Délais moyen de paiement des clients
(-)
(-)
(-)
(-)
(-)
(-)
Stock Minimum (en valeur achat)
(euro htva)
Rotation moyenne du stock tous les
mois(euro htva)
mois
mois
(euro htva)
mois
mois
5.3. Délais moyen de paiement aux fournisseurs
mois
mois
(euro htva)
(euro htva)
(euro htva) mois
43. Xavier Corman | Martin van Wunnik 4307/02/2012 Xavier Corman | Martin van Wunnik 4307/02/2012
• Costs of goods/services sold
• (Other) Operating Costs
45. Xavier Corman | Martin van Wunnik 4507/02/2012 Xavier Corman | Martin van Wunnik 4507/02/2012
General Expenses or « Fixed » costs
Costs Depends on
Rent & Maintenance expenses # ETP
Utilities, Telephone, Internet & Licences, etc # ETP
Insurance & Bank fees % CA
Third parties / subcontracters, notably : Accountants, Lawyer
fees, External sales, etc
% CA
# ETP
Marketing & Communication expenses % CA
Travel & representation expenses % CA
Geographic
# ETP
HR costs other than salary and related costs # ETP
Other Taxes than on profit
Unexpected expenses
46. Xavier Corman | Martin van Wunnik 4607/02/2012 Xavier Corman | Martin van Wunnik 4617/04/2012
14 Nov '16
7. Frais des ressources humaines : Employé - Ouvrier / Administrateur - Gérant
Brut mensuel
de départ
Date
d'entrée
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
Ouvriers
Personne ou fonction à remplir
Ouvrier 1
Ouvrier 2
Ouvrier 3
Ouvrier 9
Ouvrier 7
7.1. Rémunération mensuelle brute des employés et ouvriers
Employé 5
Ouvrier 4
Ouvrier 5
Employés
Employé 7
Ouvrier 6Employé 6
Employé 8
Employé 9
Ouvrier 8
Personne ou fonction à remplir
Employé 1
Employé 2
Employé 3
Employé 4
7.2. Rémunération mensuelle brute des administrateurs-gérants, mois par mois
1/2014 2/2014 3/2014 4/2014 5/2014
- - - - -
- - - - -
Administrateur-Gérant 1
Administrateur-Gérant 2
47. Xavier Corman | Martin van Wunnik 4707/02/2012 Xavier Corman | Martin van Wunnik 4707/02/2012
Employees versus Workers
Director (self-employed) versus staff under contract
NB: social costs linked to the shareholder of a company
working for it under a self-employed status is not to be
included in the FP of the company, unless specifically
foreseen
The differences in the fiscal status and in the costs for the
company are quite significant
(eg multiplication effect x 1.34 x 13.92 !)
General Expenses : HR costs
48. Xavier Corman | Martin van Wunnik 4807/02/2012 Xavier Corman | Martin van Wunnik 4817/04/2012
14 Nov '16
8. Investissements à réaliser
Taux de TVA
21%
21%
Taux de TVA
21%
21%
21%
Taux de TVA
21%
21%
21%
21%
21%
21%
21%
21%
8.1. Investissements de l'année 2014
Total des investissements de l'année
Total
Date prévue
-
-
-
-
-
Montant
Total -
(-)
Montant
-
1/01/14
1/01/14
Montant
1/01/14
Date prévue
Date prévue
1/01/14
1/01/14
1/01/14
-
-
1/01/14
-
-
-
-
1/01/14
Total
(-)
(-)
1/01/14
1/01/14
b) Immobilisations incorporelles
a) Frais de constitution
-
1/01/14
(-) -
1/01/14 -
(-)
c) Immobilisations corporelles
(-)
(-)
(-)
(-)
(-)
(-)
(-)
(-) 1/01/14
-
49. Xavier Corman | Martin van Wunnik 4907/02/2012 Xavier Corman | Martin van Wunnik 4907/02/2012
Amortization, Depreciation & Provisions :
(= costs not implying a direct cash out)
Amortization is automatically calculated in the template
based on the investments (and the amortization tenor)
Depreciation & Provisions are not included at this stage
(not relevant for a starter)
Costs with no impact on treasury
50. Xavier Corman | Martin van Wunnik 5007/02/2012 Xavier Corman | Martin van Wunnik 5017/04/2012
Tips for assumptions
• Office: 10-25 m²/person
• EUR 100/m²/year + 15 % for maintenance
[ or COWORKING !]
• Insurances: 1 -3 % of revenues
• Marketing: define a % of revenues + starting
investment
• Don’t forget lawyers, accountant, social
secretary, office supplies…
14 Nov '16
51. Xavier Corman | Martin van Wunnik 5107/02/2012 Xavier Corman | Martin van Wunnik 5117/04/2012
• Car leasing : 300 – 800 EUR per month
• Salary : Gross monthly x 19,2 = Yearly cost
• Revenues: worst-case & best-case
– First 3 to 6 months: 0 EUR
– Maximum ‘billable’ hours per day
(one-off events, holidays, prospecting, etc...)
• Own salary : “0 EUR” / Realistic
different ‘hats’
14 Nov '16
Tips for assumptions
52. Xavier Corman | Martin van Wunnik 5207/02/2012 Xavier Corman | Martin van Wunnik 5207/02/2012
What’s next?
How to use this financial plan?
53. Xavier Corman | Martin van Wunnik 5307/02/2012 Xavier Corman | Martin van Wunnik 5307/02/2012
Does the big picture make sense?
2014 2015 2016BILANS
Prévisions financières - Résumé
2014 2015 2016
Chiffre d'affaires 48,000 150,000 270,000
Marge brute d'exploitation 24,000 75,000 135,000
Charges d'exploitation 33,600 80,802 117,058
Frais généraux 25,600 26,880 28,224
Ressources humaines 8,000 53,922 88,834
EBITDA -9,600 -5,802 17,942
Résultat avant impôts -10,900 -7,102 16,642
Résultat après impôts -10,900 -7,102 16,642
RESULTATS
54. Xavier Corman | Martin van Wunnik 5407/02/2012 Xavier Corman | Martin van Wunnik 5407/02/2012
Look at the cashflows
1/2014 2/2014 3/2014 4/2014 5/2014 6/2014 7/2014
1. Cash-flow opérationnel
2. Cash-flow financier
3. Investissements
Variation de trésorerie 12,135 -3,388 -2,420 -3,057 -758 -758 -3,104
Trésorerie 12,135 8,747 6,327 3,270 2,512 1,754 -1,350
Prélèvement sur crédit de caisse - - - - - - -
Valeurs disponibles sur compte 12,135 8,747 6,327 3,270 2,512 1,754 -1,350
Cash-flow statement
Année 1 - 2014
55. Xavier Corman | Martin van Wunnik 5507/02/2012 Xavier Corman | Martin van Wunnik 5507/02/2012
Make it yours and understand the key metrics
2014 2015 2016BILANS
Prévisions financières - Résumé
2014 2015 2016
1. Cash-flow opérationnel -18,346 -24,765 -1,018
Résultat hors amortissements -9,600 -5,802 17,942
Variation du BFR -8,746 -18,962 -18,960
2. Cash-flow financier 20,000 0 0
Sources de financement 20,000 0 0
Remboursement des dettes 0 0 0
3. Investissements -6,500 0 0
Variation de trésorerie -4,846 -24,765 -1,018
Total cash 4,846- 29,611- 30,629-
# quantity sold 48 150 270
# ETP
# Sales & Marketing Expenses
…
CASH-FLOW
56. Xavier Corman | Martin van Wunnik 5607/02/2012 Xavier Corman | Martin van Wunnik 5617/04/2012
14 Nov '16
http://www.slideshare.net/FinanceCoach24/
57. Xavier Corman | Martin van Wunnik 5707/02/2012 Xavier Corman | Martin van Wunnik 5717/04/2012
Martin van Wunnik
0475 / 96.95.91
14 Nov '16
58. Xavier Corman | Martin van Wunnik 5807/02/2012
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