This is the template for submitting Business Plan in AKTU Parikrama Competition on March 9, 2018 during the E-Summit.
This will likely be the only document a prospective investor reads initially, and hence brevity, conciseness, and clarity are of the utmost importance.This document is designed to guide you on the creation of the critical components of this document,and provide examples of appropriate content for each section.
Go through the slides carefully and then produce your document accordingly.
Adapting a Consumer Payment Program to Fit Commercial RequirementsJoe San Nicolas
In a billing and payment program, the mystery of how to maximize B2B profitability is often a simple question of functionality. This paper addresses the common pitfalls of a consumer payment program that hinder commercial growth and goes on to identify value opportunities that can make B2B relationships more profitable.
Adapting a Consumer Payment Program to Fit Commercial Customer RequirementsPatricia Waguespack
In a billing and payment program, the mystery of how to maximize B2B profitability is often a simple question of functionality. This paper addresses the common pitfalls of a consumer payment program that hinder commercial growth and goes on to identify value opportunities that can make B2B relationships more profitable.
o enable a superior customer service experience in the multi-channel environment services and communication must be consistent and identical offers need to be made available to the same customer via different channels. Banks that can achieve this can expect a higher customer engagement. To make this happen Banks (Issuers) need to re-look at their operating models to make it leaner and more meaningful for their customers. Effectively, the times are a changing and the Banks need to keep up with changing playing field.
Adapting a Consumer Payment Program to Fit Commercial RequirementsJoe San Nicolas
In a billing and payment program, the mystery of how to maximize B2B profitability is often a simple question of functionality. This paper addresses the common pitfalls of a consumer payment program that hinder commercial growth and goes on to identify value opportunities that can make B2B relationships more profitable.
Adapting a Consumer Payment Program to Fit Commercial Customer RequirementsPatricia Waguespack
In a billing and payment program, the mystery of how to maximize B2B profitability is often a simple question of functionality. This paper addresses the common pitfalls of a consumer payment program that hinder commercial growth and goes on to identify value opportunities that can make B2B relationships more profitable.
o enable a superior customer service experience in the multi-channel environment services and communication must be consistent and identical offers need to be made available to the same customer via different channels. Banks that can achieve this can expect a higher customer engagement. To make this happen Banks (Issuers) need to re-look at their operating models to make it leaner and more meaningful for their customers. Effectively, the times are a changing and the Banks need to keep up with changing playing field.
A medelius bai article_no-nonsense branch of future_2015Augusto Medelius
Financial institutions are often tempted to adopt what other institutions do, without careful consideration whether such actions are best to impact the target market and leverage the organization's own assets and resources. Many institutions engage in expensive efforts to modernize branches, with unclear results and payoff.
The challenge is that many institutions lack formal criteria to approach change, which requires answering three questions: what do you want to achieve (for example, reduce costs or drive sales), what are your target market wants/needs (such as faster transactions or easy access to capable personnel) and what can you do well, taking into account budgets, management, internal culture and capabilities? As these answers emerge, the right approaches can then be defined and deployed.
This article shows how the industry is evolving, what challenges it is facing, and what opportunities exist to deploy viable approaches to optimize performance and drive market impact.
How to reduce customer churn?
There are many ways to do that. First of all, customers should trust you. Sound easy but in the end, it’s extremely hard for a brand to gain trust. The market is very competitive and customers requirements are constantly growing. If you interesting about customer churn and how to stop it, we created a report about it.
Small Business Banking Segment Analysis - 06.10.16Calvin Turner
Most banks believe they are committed to servicing Small Business customers. They develop products and services for this segment; they invest considerable amounts of time and money trying to improve their Small Business Bankers’ business development (i.e., sales) skills; and some may even create a line of business within the bank entitled “Business Banking” or “Small Business Banking.” But most of these efforts fail to produce the desired growth objectives because banks don’t really understand the needs of the small business customer.
B2B Payments in the Networked Age: How to Reduce Risk, Improve Communication,...SAP Ariba
"While innovation abounds in the consumer world, the most recent true innovation in B2B payment was introduced the same year as the Betamax videotape (1975) using the same IBM patented technology as the 1960's Bat-computer. With more than 50 percent of U.S. payments being made by check, and electronic B2B payment methods that contain too little information, businesses struggle with the consequences of a payment system that is opaque, complex, risky, and disconnected from their core payables and P2P processes. In the Networked Economy of the 21st century, this should not be so and B2B payments are ripe for needed change.
In this session, you will hear from industry experts and Ariba customers about how AribaPay (Ariba's groundbreaking B2B payment solution) is changing the game by:
• Removing the need for companies to capture, manage, and maintain vendor bank information inside their ERP
• Integrating payment directly into the P2P process
• Delivering rich remittance and track and trace payment visibility to suppliers
• Virtually eliminating payment risk and the need to field supplier inquiries
• Supercharging P2P supplier enablement efforts"
A presentation of the 7 P's in a bank's environment: Prices, Product, Place, Promotion, People, Physical Evidence, Process & Partnerships.Applying the framework to it's online banking and e-commerce.
Pitch Deck To Raise Funding From Subordinated Loan PowerPoint Presentation Sl...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Pitch Deck To Raise Funding From Subordinated Loan PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of fourty two slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/2PQIJKb
Adapting a Consumer Payment Program to Fit Commercial RequirementsElizabeth Benditt
In a billing and payment program, the mystery of how to maximize B2B profitability is often a simple question of functionality. This paper addresses the common pitfalls of a consumer payment program that hinder commercial growth and goes on to identify value opportunities that can make B2B relationships more profitable.
Not all customers are the same. Tiering analysis helps companiesto segment their customers by size and contribution so thatmarketing, sales, & support strategies and resources can beoptimally aligned
A medelius bai article_no-nonsense branch of future_2015Augusto Medelius
Financial institutions are often tempted to adopt what other institutions do, without careful consideration whether such actions are best to impact the target market and leverage the organization's own assets and resources. Many institutions engage in expensive efforts to modernize branches, with unclear results and payoff.
The challenge is that many institutions lack formal criteria to approach change, which requires answering three questions: what do you want to achieve (for example, reduce costs or drive sales), what are your target market wants/needs (such as faster transactions or easy access to capable personnel) and what can you do well, taking into account budgets, management, internal culture and capabilities? As these answers emerge, the right approaches can then be defined and deployed.
This article shows how the industry is evolving, what challenges it is facing, and what opportunities exist to deploy viable approaches to optimize performance and drive market impact.
How to reduce customer churn?
There are many ways to do that. First of all, customers should trust you. Sound easy but in the end, it’s extremely hard for a brand to gain trust. The market is very competitive and customers requirements are constantly growing. If you interesting about customer churn and how to stop it, we created a report about it.
Small Business Banking Segment Analysis - 06.10.16Calvin Turner
Most banks believe they are committed to servicing Small Business customers. They develop products and services for this segment; they invest considerable amounts of time and money trying to improve their Small Business Bankers’ business development (i.e., sales) skills; and some may even create a line of business within the bank entitled “Business Banking” or “Small Business Banking.” But most of these efforts fail to produce the desired growth objectives because banks don’t really understand the needs of the small business customer.
B2B Payments in the Networked Age: How to Reduce Risk, Improve Communication,...SAP Ariba
"While innovation abounds in the consumer world, the most recent true innovation in B2B payment was introduced the same year as the Betamax videotape (1975) using the same IBM patented technology as the 1960's Bat-computer. With more than 50 percent of U.S. payments being made by check, and electronic B2B payment methods that contain too little information, businesses struggle with the consequences of a payment system that is opaque, complex, risky, and disconnected from their core payables and P2P processes. In the Networked Economy of the 21st century, this should not be so and B2B payments are ripe for needed change.
In this session, you will hear from industry experts and Ariba customers about how AribaPay (Ariba's groundbreaking B2B payment solution) is changing the game by:
• Removing the need for companies to capture, manage, and maintain vendor bank information inside their ERP
• Integrating payment directly into the P2P process
• Delivering rich remittance and track and trace payment visibility to suppliers
• Virtually eliminating payment risk and the need to field supplier inquiries
• Supercharging P2P supplier enablement efforts"
A presentation of the 7 P's in a bank's environment: Prices, Product, Place, Promotion, People, Physical Evidence, Process & Partnerships.Applying the framework to it's online banking and e-commerce.
Pitch Deck To Raise Funding From Subordinated Loan PowerPoint Presentation Sl...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Pitch Deck To Raise Funding From Subordinated Loan PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of fourty two slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/2PQIJKb
Adapting a Consumer Payment Program to Fit Commercial RequirementsElizabeth Benditt
In a billing and payment program, the mystery of how to maximize B2B profitability is often a simple question of functionality. This paper addresses the common pitfalls of a consumer payment program that hinder commercial growth and goes on to identify value opportunities that can make B2B relationships more profitable.
Not all customers are the same. Tiering analysis helps companiesto segment their customers by size and contribution so thatmarketing, sales, & support strategies and resources can beoptimally aligned
Business plan - Mobile Payment ApplicationPlan Writers
The purpose of this plan is to provide investors with the information necessary to evaluate the scope and future growth of Payment Company in the market place.
E-commerce (also written as e-Commerce, eCommerce or similar variants), short for
electronic commerce, is trading in products or services using computer networks, such
as the Internet. Electronic commerce draws on technologies such as mobile commerce,
electronic funds transfer, supply chain management, Internet marketing, online
transaction processing, electronic data interchange (EDI), inventory management
systems, and automated data collection systems. Modern electronic commerce
typically uses the World Wide Web for at least one part of the transaction's life cycle,
although it may also use other technologies such as e-mail.
Bootstrap, Angel or Venture: Determining the Right Financing Strategy for You...Judy Loehr
This presentation was shared at Dreamforce 2016 to help early-stage cloud business application startup teams understand how investors will evaluate their markets so they can plan the right financing strategy from the beginning.
SaaS (Software as a Service) has singlehandedly emerged as the single largest disruption in business model in the last decade. SaaS companies suddenly made available enterprise quality technology to people (and businesses) across the world. SaaS public companies made ~$70Bn (at a ~70% gross profit) while adding ~$700Bn in MCap on the Nasdaq.
But there is one thing that sets SaaS apart. A 70% gross profit means that the every $1 of revenue can add $0.70 to your profits & $9.5 to your enterprise value. Which makes for – Pricing, the single largest needle spinner (after the product and service, of course) in a SaaS companies life. Looking for that one small thing that makes a big change? Start here.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working hands-on with various organizations. They are for the limited purpose of educating the leaders of a company. The rationale and the procedure to be followed can vary significantly based on the context, stage, exact nature & size of the business.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
3. Executive Summary of B-Plan
This document describes the entirety of the business in two or three pages . This will likely be the
only document a prospective investor reads initially, and hence brevity, conciseness, and clarity are
of the utmost importance. This document is designed to guide you on the creation of the critical
components of this document, and provide examples of appropriate content for each section
Instructions: Read each section and fill it out using the instructions and examples to
guide you. Once you have completed the section, erase the instructions that appear in
italics.
4. About Company / Cover Page : Write the name of
company, its legal status, address and mission statement.
Example:
PayPal Incorporation
Reg. No: xxxxxxx
Founded in 1998
San Jose, California, United States
Vision: Transformation of open and secure payments ecosystem that people and
businesses choose to securely transact with each other online, in stores and on
mobile devices.
5. Overview of Idea / Product
This section consists of a single paragraph that succinctly describes the
product you intend to develop, the target market for the product, the
benefit the product provides to that target market, the competitors for the
product, and how the product is different from competitive solutions in
the market. A sample overview paragraph might look like this:
<Product name> is a <type of product/category description> that delivers
<statement of benefit>. Unlike <specific competitor or competitive
category>, <product name> provides <statement of differentiation>.
For example:
PayPal is a web- based payment service that allows buyers and sellers
to transfer funds instantaneously while protecting against fraud and
identity theft. Unlike credit cards, PayPal allows any merchant to accept
funds, and allows customers to pay for goods without disclosing sensitive
banking or personal information.
6. Problem
This section consists of either a short story or a handful of bullet points that
concisely identifies the problems the product is designed to solve. Educate us –
what is the current state of the world? Tell us – why is this a problem, and for
whom is it a problem? Inspire us – what could a customer achieve with the
product that currently isn’t possible? Use declarative sentences with simple
words to communicate each point. Less is more.
For example:
Small web-based merchants are currently unable to sell their goods online due to their
inability to process credit cards. Processing credit cards requires a merchant to acquire
a merchant account from their bank, something that is currently prohibitively expensive
for small online merchants. At the same time, customers are currently hesitant to
disclose their credit card number to merchants on the Internet, due to the risk of fraud.
As a result, many merchants are unable to capitalize on the World Wide Web to reach
and sell to new customers.
7. Solution
This section consists of either a short paragraph or a handful of bullet points that concisely
describe the product and how it addresses the problem outlined in the previous section. It
is best to describe the product in terms of the benefits to the customer, instead of focusing
on the features of the technology. Why would this be better for the customer? What could
they achieve that they couldn’t before? Include intellectual property, if any.
For example:
PayPal provides an easy-to-integrate web-based payment service that can be used by any
merchant to accept payments over the Internet. Users create a PayPal account linked to
their bank account, and use it to pay for goods without revealing their credit card or
banking information. PayPal transfers money between customers and merchants, and
protects both parties from fraudulent transactions. Merchants get access to paying
customers they are currently unable to access without a merchant accounts, and
customers gain the ability to make risk-free online purchases.
8. Opportunity
This section consists of one or two short paragraphs, or a handful of bullet points that
define the market opportunity that the product is designed to capture. It’s important to
cover the estimated size of the market, the estimated growth of the market, and the
characteristics of the target customer.
For example:
Online retail sales in 1999 reached $X dollars, a growth of X% over the previous year. By
2005, Jupiter Research estimates that online commerce will comprise $X dollars annually,
or X% of all retail sales. Currently, only X% of the X small merchants making less than $X
annually are currently exploiting the Internet to reach customers online. In a recent poll, X
% of these merchants indicated their inability to secure a merchant account as the major
barrier to them selling online. A web-based payment processing system would remove
this barrier, and permit an estimated $X in additional online transactions to occur
annually.
9. Competitive Advantages
This section consists of one or two short paragraphs, or a handful of bullet points that
define the merits of the product over similar products, alternatives and substitutes that exist
in the market. Compare competing products in terms of market share, quality, price, and
other relevant aspects. What is it about your product that will make it saleable? What are
the major strengths and weaknesses, financial position, and profitability of your
competitors? Why are competitors not meeting customer needs? Why are they vulnerable?
For example:
PayPal’s competitive advantage over competitors is twofold:
Ease of integration: Any merchant can use PayPal’s tools to quickly add payments to an
existing web site in minutes, allowing it to address markets not served by traditional
merchant accounts and entrench itself in the market
Fraud detection: PayPal’s patent-pending fraud system allows it to detect and prevent
unauthorized payments, reducing the cost and risk of making purchases online versus
traditional credit cards
10. Business Model
This section consists of one or two short paragraphs, or a handful of bullet points that
describe how the product will make money. How does the customer purchase the product? Is
the product sold directly to the customer or provided as a subscription-based service? Is
there some other way that the business makes money from providing the product? How much
money does the company make on each sale? Over the lifetime of a customer? How does
this compare to the competitors’ products?
For example:
PayPal derives revenue from each payment transaction it processes. Customers pay nothing
to transfer funds to a merchant using the service, but merchants pay between 1.9% and
2.9%, depending on the dollar value of the transaction, to receive funds from a customer.
Each transaction is subject to a minimum transaction fee of $0.30. This is a comparable
transaction cost to that of a merchant account, without the up-front costs of establishing the
merchant account. Based on these charges, PayPal expects to drive between $X and $Y
based on an estimated volume of Z million transactions in 2000.
11. Team
This section consists of a short one or two sentence bullet describing each of the core members
of the team. Each bullet should provide the name of the team member, their role in the
organization, and highlights of their relevant skill or career experience. In the case where the
organization has only a limited number of key personnel, this list may be augment by a list of
key advisors to the organization.
For example:
Peter Theil, CEO:Peter's experience with venture finance began in the 1990s, when he ran
Thiel Capital Management, a Menlo Park-based hedge fund that also made private equity
investments. Peter's experience in finance includes managing a successful hedge fund, trading
derivatives at CS Financial Products, and practicing securities law at Sullivan & Cromwell. Peter
received his BA in Philosophy and his JD from Stanford.
12. Financials
This section consists of one or two paragraphs or a handful of bullet points that describe
the economics of the business. Items to highlight include the fixed and variable costs
required to run the business, the projected customer growth, the projected number
months to breakeven, the projected of number of months to positive cash flow, and the
overall profit potential. Ideally, some elements of this information may be summarized in
graph or table form.
Funding Required
This section details the amount of funding the organization requires, how those funds will
be used, and the milestones the organization hopes to achieve using the funds.
For example:
PayPal is currently seeking $5M in Series B funding. These funds will be used to finance
the development and acquisition of payment processing infrastructure in 2000Q1, creation
of marketing and training collateral to drive merchant and customer adoption in 2000Q2.
At the conclusion of these activities, the company expects to in a position to begin
processing transactions by 2000Q3.
13. Cost 1st 2nd 3rd
Capital Expenditure 2.5
Recurring Expenditure 6.0
Total Expenditure 8.5
Means of Finance
0.00Revenue / Sale ( Product / Service )
Contribution by Entrepreneur 2.25
Total 2.25
Loss / Surplus - 6.25
Funding Support Sought 6.25
Projected Cost and Means of Finance for 3 years ( INR
in lakh )
Remember: Breakup / Detail excel sheet may be produced if asked by jury members
Remember: Breakup / Detail excel sheet may be produced if asked by jury members