This document provides guidance on writing a winning business plan. It emphasizes that the plan should clearly explain how the business will satisfy a market need or "pain" in a way that is superior to competitors. The plan should have a succinct executive summary that acts as a standalone mini-plan. It also stresses the importance of realistic financial projections and a business model that exploits the company's strengths. Overall, the document provides an outline and best practices for writing a plan that will attract investors by differentiating the business and demonstrating its prospects for success.
The document provides an overview of key components of an effective business plan, including an executive summary, market analysis, management team, financial plans, risks, and scheduling. It emphasizes that a business plan should be a formal, persuasive document that convinces readers of the viability of the venture and outlines strategies for converting ideas into a profitable business. An effective plan addresses all relevant internal and external factors and serves as an entry point for securing funding.
The document provides guidance on crafting an effective business plan. It explains that a well-developed plan can earn outsiders' respect and support for necessary financial matters. The document outlines key elements that should be included in a business plan such as an executive summary, company history, products/services description, marketing strategy, management team, and financial forecasts. It emphasizes that an entrepreneur's vision, competitive strategies, and ability to prove a venture's value are crucial for attracting investors and lenders.
This document provides an overview of business plans, including their purpose, scope, required information, and structure. It discusses how business plans are used to integrate various functional plans, address short and long-term decision making, and obtain financing. The document outlines the typical sections of a business plan, including executive summary, industry and market analysis, product/service description, operations, marketing, financials, and risk assessment. It emphasizes that a business plan should guide operations and be implemented through progress checks and contingency planning.
The document outlines the 7 key steps in an innovative venture creation process: 1) Idea, 2) Preseed, 3) Seed, 4) Startup, 5) Initial Growth, 6) Expansion, and 7) Restructuring. Each step involves certain activities like prototyping, fundraising, hiring, and product development. Gates or stagegates are reached at the end of each step to evaluate commercial potential and organizational readiness before advancing to the next phase.
This document provides an overview of preparing a business plan, including:
- The importance of testing business models through business prototyping before fully committing resources.
- Key elements of a business plan such as an industry analysis, product/service feasibility, financial feasibility, and the five forces model for analyzing industry competition.
- Guidelines for writing an effective business plan, including following a conventional structure, balancing facts with excitement, and recognizing the plan may change as insights emerge.
This document provides an overview of key aspects to include when writing a business plan. It lists group members and learning outcomes, which include defining a business plan, understanding its value to stakeholders, identifying information needs, and monitoring the plan. It then defines a business plan, discusses its goals and viability sections. It outlines functional plans, external/internal factors, who should write it, and its scope/value. It identifies prerequisites like market, operations, and financial information needs and sources. It discusses evaluating plans based on management strengths, products, and the 4 C's of credit. It covers presenting and writing the plan, including the introduction, executive summary, environmental/industry analysis, venture description, and specific functional plans.
This document provides instructions on how to write a business plan. It outlines the key elements that should be included in a business plan such as an executive summary, company description, industry analysis, marketing plan, management team, and financial plan. It also provides examples of financial assumptions that may be used for different types of business plans, such as for a printing business and concrete products factory. The overall goal of the course is to teach participants how to develop a complete and bankable business plan that will convince potential investors or lenders to provide funding.
The document is a lecture on business plans that discusses:
1) The purpose of business plans is to identify business opportunities and how the entrepreneur plans to exploit them.
2) Business plans should describe the industry, target customers, competition, company, products/services, marketing, operations, management team, risks, and financial projections.
3) Effective business plans require thorough market analysis, clear writing, and evidence to support any claims.
The document provides an overview of key components of an effective business plan, including an executive summary, market analysis, management team, financial plans, risks, and scheduling. It emphasizes that a business plan should be a formal, persuasive document that convinces readers of the viability of the venture and outlines strategies for converting ideas into a profitable business. An effective plan addresses all relevant internal and external factors and serves as an entry point for securing funding.
The document provides guidance on crafting an effective business plan. It explains that a well-developed plan can earn outsiders' respect and support for necessary financial matters. The document outlines key elements that should be included in a business plan such as an executive summary, company history, products/services description, marketing strategy, management team, and financial forecasts. It emphasizes that an entrepreneur's vision, competitive strategies, and ability to prove a venture's value are crucial for attracting investors and lenders.
This document provides an overview of business plans, including their purpose, scope, required information, and structure. It discusses how business plans are used to integrate various functional plans, address short and long-term decision making, and obtain financing. The document outlines the typical sections of a business plan, including executive summary, industry and market analysis, product/service description, operations, marketing, financials, and risk assessment. It emphasizes that a business plan should guide operations and be implemented through progress checks and contingency planning.
The document outlines the 7 key steps in an innovative venture creation process: 1) Idea, 2) Preseed, 3) Seed, 4) Startup, 5) Initial Growth, 6) Expansion, and 7) Restructuring. Each step involves certain activities like prototyping, fundraising, hiring, and product development. Gates or stagegates are reached at the end of each step to evaluate commercial potential and organizational readiness before advancing to the next phase.
This document provides an overview of preparing a business plan, including:
- The importance of testing business models through business prototyping before fully committing resources.
- Key elements of a business plan such as an industry analysis, product/service feasibility, financial feasibility, and the five forces model for analyzing industry competition.
- Guidelines for writing an effective business plan, including following a conventional structure, balancing facts with excitement, and recognizing the plan may change as insights emerge.
This document provides an overview of key aspects to include when writing a business plan. It lists group members and learning outcomes, which include defining a business plan, understanding its value to stakeholders, identifying information needs, and monitoring the plan. It then defines a business plan, discusses its goals and viability sections. It outlines functional plans, external/internal factors, who should write it, and its scope/value. It identifies prerequisites like market, operations, and financial information needs and sources. It discusses evaluating plans based on management strengths, products, and the 4 C's of credit. It covers presenting and writing the plan, including the introduction, executive summary, environmental/industry analysis, venture description, and specific functional plans.
This document provides instructions on how to write a business plan. It outlines the key elements that should be included in a business plan such as an executive summary, company description, industry analysis, marketing plan, management team, and financial plan. It also provides examples of financial assumptions that may be used for different types of business plans, such as for a printing business and concrete products factory. The overall goal of the course is to teach participants how to develop a complete and bankable business plan that will convince potential investors or lenders to provide funding.
The document is a lecture on business plans that discusses:
1) The purpose of business plans is to identify business opportunities and how the entrepreneur plans to exploit them.
2) Business plans should describe the industry, target customers, competition, company, products/services, marketing, operations, management team, risks, and financial projections.
3) Effective business plans require thorough market analysis, clear writing, and evidence to support any claims.
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
The Business Plan: Creating and Starting the VentureYashika Parekh
The Business Plan: Creating and
Starting the Venture
Planning as Part of the Business Operation
What is the Business Plan
Who Should Write the Plan?
Scope and Value of the Business Plan—Who Reads the Plan?
How do Potential Lenders and Investors Evaluate the Plan?
Planning
Plan
Information Needs
Writing the Business Plan
Using and Implementing the Business Plan
Why Some Business Plans Fail
Chapter 4 writing a business plan(entrepreneurship)Afzaal Ali
A business plan is a written document that describes a business, how it will achieve its goals, and its financial projections. It is typically 25-35 pages and serves as a tool to communicate the business idea to potential investors and obtain financing. The key sections of a business plan include an executive summary, company description, industry and market analysis, marketing plan, management team, operations plan, financial projections, and appendices. An effective business plan convincingly answers questions about the business opportunity, product or service, target market, costs, potential profits, investment needs, and risks.
The document provides an overview of an acquisition analysis for a potential acquisition of MyCo by QADI. It discusses John's background in M&A advisory, outlines an agenda for an acquisition candidate presentation, and previews the key contents to be included in an acquisition teaser presentation, such as company overviews, financials, valuation models, and returns analysis. The goal is to help product managers understand how to evaluate and present acquisition opportunities to executives and investors.
The document provides guidance on creating an effective business plan. It discusses the importance of planning for a new business venture and identifies key components that should be included in a business plan, such as an environmental analysis, description of the business concept, marketing plan, financial projections, and risk assessment. The document also notes that the business plan should be used to guide implementation and progress of the new venture after funding is obtained. Regular monitoring of goals and metrics is important to ensure the plan remains on track.
This document provides guidance on developing a basic business plan for starting a small business. It outlines the key sections that should be included such as an executive summary, statement of objectives, background on the industry, marketing strategy, plan of operations, and financial projections. The business plan is described as an essential tool for raising funding, gaining approval for loans, and controlling the business goals and direction. Developing a thorough business plan helps ensure entrepreneurs have considered all important aspects of the venture and can assure investors of their ability to succeed.
Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
The document provides guidance on creating an effective business plan. It discusses key components of a business plan such as an executive summary, marketing plan, financial projections, and risk assessment. It emphasizes that an effective plan helps determine feasibility, provides guidance, and is important for obtaining financing. It also notes that goals should be specific and measurable, and commitment and experience are critical for the plan and business to succeed.
The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes and information exchange between parties involved in a construction project.
The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes and information exchange between parties involved in a construction project.
The document discusses various aspects of the planning process, including:
1) Planning involves identifying goals and selecting actions to achieve them, while strategy refers to the decisions and actions managers take to reach goals.
2) There are multiple levels and types of planning, from corporate-level plans made by top management down to functional plans by department managers.
3) The planning process involves determining an organization's mission and goals, analyzing strengths/weaknesses, and formulating strategies to achieve objectives over different time horizons.
This document provides an outline for an executive summary of a business plan. The summary should be no more than half a page and provide an overview of the entire business plan, including the business concept, key financial details, capital requirements, current business status, and major achievements. The document then provides outlines for sections on the business description, market strategies, pricing, distribution, and promotion plan that would follow the executive summary in the full business plan.
The document discusses different types of business entities and structures in the Philippines. It describes sole proprietorships, partnerships, and corporations as the main types of business entities. It also discusses different forms of corporations like stock corporations and non-stock corporations. The document then provides details on franchising, cooperatives, and various legal issues related to entrepreneurship like patents, trademarks, and copyrights. It concludes by discussing internal and external sources of funding for businesses and factors to consider when choosing a business location.
The document outlines the typical contents of a business plan, including an executive summary, analysis of the industry and company, market research, economics, management team, and financial plan. It provides detailed guidance on the information to include in each section, such as descriptions of customers, competitors, products, strategy, costs, risks, and financial projections. The goal is to present all relevant information to potential investors to obtain funding for the new business.
This document provides an overview of creating an effective business plan. It identifies the key elements that should be included in a business plan, such as an executive summary, business concept, market analysis, management team, marketing plan, and financial plan. The document explains that a good business plan is important for attracting investors, testing the viability of your business ideas, outlining each area of the business, and setting milestones. It also stresses that an effective business plan clearly defines goals and describes how the business will achieve those goals.
The document discusses the importance of creating a business plan, which is identified as the essential first step for business success. It explains that a good business plan should include key elements like an executive summary, market analysis, financial projections, management team information, and operations overview. The document provides guidance on developing each of these core sections of a business plan to clearly outline goals, strategies, budgets and timelines. It emphasizes that a strong, well-researched business plan is critical to attract investors, secure funding, and keep a business on track for continued growth.
The document provides guidance on essential elements to include in a business plan. It recommends including seven standard sections: executive summary, company description, products/services, market analysis, strategy and implementation, management team, and financial projections. It emphasizes that the plan should be tailored to specific needs and purposes, such as starting a business, raising funds, or supporting a loan application. Three essential elements that should be included in any business plan are specific milestones and responsibilities, monthly cash flow projections for at least 12 months, and a focus on priorities rather than trying to do everything.
The document summarizes a workshop on idea management and evaluating business opportunities. It discusses:
1) The entrepreneurial process including opportunity discovery, evaluation, assembling resources, and exploiting opportunities.
2) Criteria for evaluating opportunities such as unique value proposition, revenue model, industry analysis, risks, and team capabilities.
3) Tools for industry and idea evaluation including market research, competitor analysis, and SWOT analysis. Examples are provided to demonstrate how to apply these evaluation frameworks.
This document outlines an NBFC's new business plans, target markets, loan products, and loan approval process. It discusses several loan products like secured loans, unsecured loans, transport loans, gold loans, loans against property, and consumer durable loans. It identifies target markets like small businesses, government employees, and retail traders. It also describes the loan approval process, criteria for sanctioning loans, recovery procedures, interest rates, and expected business outputs over the next six months. The document provides details on the NBFC's various loan products and services to potential customers.
This document discusses Non-Banking Financial Companies (NBFCs) in India. It defines an NBFC as a non-banking institution that is registered under the Companies Act and is engaged in financial activities like lending, but not banking. NBFCs cannot accept demand deposits, are not part of the payment system, and deposit insurance is not available for NBFC depositors unlike bank depositors. It is mandatory for NBFCs to register with the Reserve Bank of India (RBI) to operate. Registered NBFCs are further classified into asset finance companies, investment companies, and loan companies. The document also outlines some requirements for NBFC registration with RBI and discusses the evolution and growth of the NBFC
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
The Business Plan: Creating and Starting the VentureYashika Parekh
The Business Plan: Creating and
Starting the Venture
Planning as Part of the Business Operation
What is the Business Plan
Who Should Write the Plan?
Scope and Value of the Business Plan—Who Reads the Plan?
How do Potential Lenders and Investors Evaluate the Plan?
Planning
Plan
Information Needs
Writing the Business Plan
Using and Implementing the Business Plan
Why Some Business Plans Fail
Chapter 4 writing a business plan(entrepreneurship)Afzaal Ali
A business plan is a written document that describes a business, how it will achieve its goals, and its financial projections. It is typically 25-35 pages and serves as a tool to communicate the business idea to potential investors and obtain financing. The key sections of a business plan include an executive summary, company description, industry and market analysis, marketing plan, management team, operations plan, financial projections, and appendices. An effective business plan convincingly answers questions about the business opportunity, product or service, target market, costs, potential profits, investment needs, and risks.
The document provides an overview of an acquisition analysis for a potential acquisition of MyCo by QADI. It discusses John's background in M&A advisory, outlines an agenda for an acquisition candidate presentation, and previews the key contents to be included in an acquisition teaser presentation, such as company overviews, financials, valuation models, and returns analysis. The goal is to help product managers understand how to evaluate and present acquisition opportunities to executives and investors.
The document provides guidance on creating an effective business plan. It discusses the importance of planning for a new business venture and identifies key components that should be included in a business plan, such as an environmental analysis, description of the business concept, marketing plan, financial projections, and risk assessment. The document also notes that the business plan should be used to guide implementation and progress of the new venture after funding is obtained. Regular monitoring of goals and metrics is important to ensure the plan remains on track.
This document provides guidance on developing a basic business plan for starting a small business. It outlines the key sections that should be included such as an executive summary, statement of objectives, background on the industry, marketing strategy, plan of operations, and financial projections. The business plan is described as an essential tool for raising funding, gaining approval for loans, and controlling the business goals and direction. Developing a thorough business plan helps ensure entrepreneurs have considered all important aspects of the venture and can assure investors of their ability to succeed.
Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
The document provides guidance on creating an effective business plan. It discusses key components of a business plan such as an executive summary, marketing plan, financial projections, and risk assessment. It emphasizes that an effective plan helps determine feasibility, provides guidance, and is important for obtaining financing. It also notes that goals should be specific and measurable, and commitment and experience are critical for the plan and business to succeed.
The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes and information exchange between parties involved in a construction project.
The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes and information exchange between parties involved in a construction project.
The document discusses various aspects of the planning process, including:
1) Planning involves identifying goals and selecting actions to achieve them, while strategy refers to the decisions and actions managers take to reach goals.
2) There are multiple levels and types of planning, from corporate-level plans made by top management down to functional plans by department managers.
3) The planning process involves determining an organization's mission and goals, analyzing strengths/weaknesses, and formulating strategies to achieve objectives over different time horizons.
This document provides an outline for an executive summary of a business plan. The summary should be no more than half a page and provide an overview of the entire business plan, including the business concept, key financial details, capital requirements, current business status, and major achievements. The document then provides outlines for sections on the business description, market strategies, pricing, distribution, and promotion plan that would follow the executive summary in the full business plan.
The document discusses different types of business entities and structures in the Philippines. It describes sole proprietorships, partnerships, and corporations as the main types of business entities. It also discusses different forms of corporations like stock corporations and non-stock corporations. The document then provides details on franchising, cooperatives, and various legal issues related to entrepreneurship like patents, trademarks, and copyrights. It concludes by discussing internal and external sources of funding for businesses and factors to consider when choosing a business location.
The document outlines the typical contents of a business plan, including an executive summary, analysis of the industry and company, market research, economics, management team, and financial plan. It provides detailed guidance on the information to include in each section, such as descriptions of customers, competitors, products, strategy, costs, risks, and financial projections. The goal is to present all relevant information to potential investors to obtain funding for the new business.
This document provides an overview of creating an effective business plan. It identifies the key elements that should be included in a business plan, such as an executive summary, business concept, market analysis, management team, marketing plan, and financial plan. The document explains that a good business plan is important for attracting investors, testing the viability of your business ideas, outlining each area of the business, and setting milestones. It also stresses that an effective business plan clearly defines goals and describes how the business will achieve those goals.
The document discusses the importance of creating a business plan, which is identified as the essential first step for business success. It explains that a good business plan should include key elements like an executive summary, market analysis, financial projections, management team information, and operations overview. The document provides guidance on developing each of these core sections of a business plan to clearly outline goals, strategies, budgets and timelines. It emphasizes that a strong, well-researched business plan is critical to attract investors, secure funding, and keep a business on track for continued growth.
The document provides guidance on essential elements to include in a business plan. It recommends including seven standard sections: executive summary, company description, products/services, market analysis, strategy and implementation, management team, and financial projections. It emphasizes that the plan should be tailored to specific needs and purposes, such as starting a business, raising funds, or supporting a loan application. Three essential elements that should be included in any business plan are specific milestones and responsibilities, monthly cash flow projections for at least 12 months, and a focus on priorities rather than trying to do everything.
The document summarizes a workshop on idea management and evaluating business opportunities. It discusses:
1) The entrepreneurial process including opportunity discovery, evaluation, assembling resources, and exploiting opportunities.
2) Criteria for evaluating opportunities such as unique value proposition, revenue model, industry analysis, risks, and team capabilities.
3) Tools for industry and idea evaluation including market research, competitor analysis, and SWOT analysis. Examples are provided to demonstrate how to apply these evaluation frameworks.
This document outlines an NBFC's new business plans, target markets, loan products, and loan approval process. It discusses several loan products like secured loans, unsecured loans, transport loans, gold loans, loans against property, and consumer durable loans. It identifies target markets like small businesses, government employees, and retail traders. It also describes the loan approval process, criteria for sanctioning loans, recovery procedures, interest rates, and expected business outputs over the next six months. The document provides details on the NBFC's various loan products and services to potential customers.
This document discusses Non-Banking Financial Companies (NBFCs) in India. It defines an NBFC as a non-banking institution that is registered under the Companies Act and is engaged in financial activities like lending, but not banking. NBFCs cannot accept demand deposits, are not part of the payment system, and deposit insurance is not available for NBFC depositors unlike bank depositors. It is mandatory for NBFCs to register with the Reserve Bank of India (RBI) to operate. Registered NBFCs are further classified into asset finance companies, investment companies, and loan companies. The document also outlines some requirements for NBFC registration with RBI and discusses the evolution and growth of the NBFC
NBFCs play an important role in serving underdeveloped sectors and areas untouched by banks through activities like leasing, loans, and retail financing. However, their performance and growth has been impacted by the global financial crisis and increased competition from banks. Looking to the future, NBFCs are expected to focus on improving customer service to fuel growth in retail financing, though some analysts predict a shakeout or further marginalization of the sector due to financial weaknesses and banks expanding into traditional NBFC business areas.
Know about NBFC stands for Non-Banking Financial CompanyNarendra Pratap
NBFC stands for Non-Banking Financial Company. It is a financial institution registered under the Companies Act of 1956 that operates similar to a bank but does not hold a banking license. They are also referred to as NBFIs or Non-Banking Financial Institutions.
This document discusses the regulations for Non-Banking Financial Companies (NBFCs) in India. It defines NBFCs, outlines the registration requirements with the Reserve Bank of India, and classifies NBFCs into different categories based on their activities. It also describes the various compliance requirements for NBFCs, including capital adequacy, credit concentration limits, returns to be filed, and the responsibilities of auditors. Finally, it notes some problem areas like unregistered NBFCs operating without approval.
The document discusses the Insolvency and Bankruptcy Code 2016 passed in India. It provides an overview of the presentation, outlines why the new code was needed due to issues with existing bankruptcy laws, and summarizes some key features of the new code including provisions for insolvency resolution of corporate and non-corporate debtors and liquidation processes.
NBFCs are non-banking financial institutions that are registered under the Companies Act and engage in financial activities like lending but do not hold bank accounts. They differ from banks in that they cannot accept demand deposits or issue checks. This document discusses the role of NBFCs, their regulation by the RBI, types of NBFCs, requirements for accepting public deposits, and recourse for depositors if an NBFC defaults. It provides definitions of key terms like "deposit" and explains rules around NBFC ratings, interest rates, and downgrading of credit ratings.
The document summarizes key aspects of non-banking financial institutions (NBFIs) and non-banking financial companies (NBFCs) in India based on the Economic Survey of 2009-10. It discusses the role of NBFIs in providing medium-to-long term financing. It also describes various types of financial institutions and how NBFCs were impacted by the financial crisis. The RBI provided liquidity support to NBFCs through measures like a special repo window. Regulations for NBFCs were also strengthened regarding capital adequacy ratios and other requirements.
Insolvency and Bankruptcy Code, 2015 - Sandeep Jhunjhunwala FCASandeep Jhunjhunwala
The document summarizes the key features of the Insolvency and Bankruptcy Code of India. It discusses how the Code establishes standardized processes for insolvency resolution and liquidation of corporate entities and individuals. The Code sets strict timelines for insolvency resolution proceedings, provides for replacement of existing management with resolution professionals, and establishes penalties for asset stripping by promoters prior to liquidation. It aims to create a consolidated framework for resolving insolvency issues in a time-bound and predictable manner.
Banking & non banking financial institutionssanah08
This document discusses various types of financial institutions in India including banking institutions like commercial banks and central banks as well as non-banking financial institutions like mutual funds, insurance companies, and non-banking financial companies. It provides details on the functions of commercial banks, the Reserve Bank of India, mutual funds, insurance companies, and how these financial institutions contribute to the development of the Indian economy.
This module discusses investment planning. It begins by explaining the importance of investment planning in the overall financial planning process. It then covers types of investment products and their associated risks and returns. The module discusses how to evaluate investment choices based on a client's goals and needs. It also explains how to create, monitor, and rebalance client portfolios over time. The module teaches how to recommend an appropriate investment portfolio for a client. It emphasizes that higher potential returns generally come with higher risks. Throughout, the module focuses on balancing risks and returns for clients based on their individual risk tolerance and time horizons.
This document discusses non-banking financial institutions (NBFIs) in India. It defines NBFIs as financial institutions that provide banking services without a full banking license. It outlines key differences between NBFIs and banks, importance of NBFIs, functions of NBFIs like mobilizing savings and channeling funds, types of NBFIs including insurance companies and mutual funds, regulations NBFIs must follow, guidelines on fair practices, and top performing NBFIs in India like HDFC and Bajaj Finance.
Non-Banking Financial Companies (NBFCs) are financial institutions that are registered under the Companies Act and provide banking services like loans and advances but cannot accept demand deposits. [1] NBFCs must be registered with the Reserve Bank of India (RBI) and are regulated by RBI guidelines regarding public deposits, capital adequacy ratios, liquidity requirements, and other operational conditions. [2] Major types of NBFCs include equipment leasing companies, loan companies, investment companies, and residuary non-banking companies. [3]
This document provides information about non-banking financial companies (NBFCs) in India. It defines NBFCs as non-banking institutions that conduct lending, acquisition, and leasing activities but do not accept demand deposits. NBFCs are divided into categories including asset finance companies, investment companies, and loan companies. Key differences between NBFCs and banks are that NBFCs cannot accept demand deposits or issue checks. The Reserve Bank of India regulates NBFCs and places restrictions on their acceptance of public deposits.
Non-banking financial companies (NBFCs) are financial institutions that provide banking services without meeting the legal definition of a bank. This document provides an overview of NBFCs in India, including their history, regulations, types, and roles. It defines various types of NBFCs such as investment companies, equipment leasing companies, loan companies, and housing finance companies. It also discusses the historical committees that shaped NBFC regulations and compares NBFCs to banks.
The document outlines the typical sections and content included in a business plan presentation template. It includes sections for introducing the management team and project, describing the product/solution, technology, intellectual property, market needs, customer value proposition, competitiveness, marketing strategies, business model, funding and financial plans, return on investment, and reasons for investing. The purpose of the template is to guide presenters on the key information to include to effectively pitch their business plan or funding request.
This is a short overview of the entire business plan
Provides a busy reader with everything that needs to be known about the new venture’s distinctive nature.
Shouldn’t exceed two single-spaced pages.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
The document provides a suggested format for writing a business plan. It outlines 10 parts that should be included: 1) Introduction, 2) Parts of the Business Plan, 3) Business Concept and Model, 4) Business Goals, 5) Market Analysis, 6) Product/Service Offering, 7) Delivery System and Strategy, 8) Financial Forecast, 9) Compliance, and 10) Exit Strategy. Each part is then described in more detail about what information should be provided. The business concept, model, goals, and offering are emphasized as important to include a compelling vision that excites readers.
Business Investments and Planning - Venstone AGVenstone AG
Few products offered to the market without that other similar products already exist (direct competition) or not others can be proposed substitution (indirect competition). We must take into account what may be near, or meet the same uses to determine where to place the product or service to deal with such another, which will set the arguments and rates.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
This document provides guidance on developing a market entry strategy. It discusses key considerations such as understanding customer needs, differentiating your product or service, identifying target industry segments, and building competitive advantages. The document emphasizes planning all aspects of market entry including analyzing the market and competition, setting objectives, outlining assumptions, and defining growth strategies over time. The goal is to help organizations plan their path from their current state to their desired future state when entering new markets.
This document provides an overview of key aspects to include when writing a business plan. It discusses the group members, learning outcomes, definition of a business plan, business goals and viability reasons, functional plans, external and internal elements to consider. It also covers who should write the plan, the scope and value of the plan for various stakeholders, prerequisites like market, operational and financial information needs and sources. Additionally, it outlines how to evaluate a plan, presentation considerations, and the various sections to include when writing the actual business plan such as executive summary, industry and environmental analysis, venture description, production, operations, marketing, organizational, risk assessment and financial plans.
The document provides guidance on developing a business plan. It defines a business plan and outlines its key components, including an executive summary, description of the product/service, market analysis, marketing strategy, organizational structure, and financial projections. An effective business plan clearly conveys customer value, market size and growth potential, and feasibility while addressing competition and risks. Developing a business plan requires thorough research and forces disciplined thinking about transforming a business idea into a viable enterprise.
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...Abdur Rahman
This document outlines the strategic management process for designing a competitive business model and strategic plan. It discusses developing a vision and mission, assessing strengths and weaknesses, analyzing opportunities and threats, identifying success factors, analyzing competitors, setting goals and objectives, formulating strategies, implementing action plans, and establishing controls like balanced scorecards. The overall strategic management process involves 9 steps to guide a company's mission and keep it on course to gain a competitive advantage.
This chapter discusses the key elements and purpose of a business plan. A business plan serves two essential functions: to guide a company's operations and strategy, and to attract lenders and investors. The chapter outlines the main components a business plan should include, such as an executive summary, company overview, industry analysis, marketing strategy, management team, and financial projections. An effective business plan demonstrates a company's potential for success and repayment to convince stakeholders to provide funding.
INTRODUCTION
A business plan is an important document for any business and it can be written for a variety of reasons.
Internally, it can help owners and managers crystallise their ideas, focus their efforts and monitor performance against established objectives.
Externally, the business plan can act as a medium for attracting finance for start-ups or expansion.
INTRODUCTION
For many people, the experience of raising finance is a new one.
Many opportunities presented to financiers are subsequently rejected.
It is essential, therefore, that the entrepreneur prepares a quality document.
The objective of this work-pack is to help you prepare just such a document by providing you with the headings which need to be covered.
CONTENTS
The business plan should summarise the proposed activity and the prospects for success for the venture, paying particular attention to factors that are critical to success or failure.
The contents should be tailored to the particular individual requirements, circumstances or characteristics of the proposal.
In general, they have the following categories:
CONTENTS
Executive Summary
Current position
Objectives
Product/Service and Operations
Marketing and Sales Plan
Competition
Management and Staff
Financial plan
Information and control
Risk factors and mitigation
The document outlines the key elements of crafting a business plan and strategic plan for a small business, including an introduction defining what a business plan is, its benefits, and components. It then discusses each component in detail, such as the executive summary, description of products/services, marketing strategy, and financial projections. The document also covers developing a strategic plan, conducting competitor and environmental analyses, and establishing goals and performance controls. The overall purpose is to provide guidance to entrepreneurs on developing effective business and strategic plans.
A business plan helps entrepreneurs evaluate their business concept by researching market demand, strategies, competition, and finances. It reduces risk, manages change, and is required when seeking funding. The document outlines how to develop a business plan, including sections on the company, products/services, market analysis, promotional plan, operations, and financial projections. The business plan format provides a framework to clearly communicate the entrepreneur's vision.
The document outlines the key steps to writing an effective business plan: 1) Determine your audience and type of funding, 2) Create an outline, 3) Conduct research on the industry, customers, competitors, etc., 4) Organize research into files corresponding to plan sections, 5) Write an industry overview, 6) Analyze research findings, 7) Develop financial projections, 8) Write the executive summary last, and 9) Review and edit the full plan thoroughly. Following this process and including all relevant details for the intended audience will help ensure a successful, well-written business plan.
3.4 developing business plans - moodleMissHowardHA
This document provides an overview of developing business plans. It discusses the purpose of business plans, which is to prepare for the future, allocate resources, and identify key decisions. It also outlines the typical sections of a business plan, including the executive summary, business description, product/service, financial plan, market analysis, management team, and strategy/implementation. The document then discusses where to find guidance for creating business plans, such as small business advisors, banks, accountants, and government agencies. Finally, it lists resources needed like time, vision, numbers, and business information.
Use this Microsoft Word template to help you design a Business Case for any corporate product investment. Get this template @ http://www.demandmetric.com/content/product-business-case-template
This document provides guidelines for creating an effective business plan, including the purpose and qualities of an effective plan, target audiences, common plan sections and their contents, and tips for the executive summary, company description, product/service, market analysis, marketing plan, operational plan, management team, financial plan, funding, and conclusion sections. The key sections of a business plan are outlined as the executive summary, company description, product/service, market analysis, marketing plan, operational plan, management team, and financial plan. An effective plan clearly presents the business or product, target market, marketing strategy, operational details, management team, and financial projections.
The document provides guidance on writing a successful business plan, including key elements and questions to address. It discusses the importance of clearly outlining the business idea, target market, management team, marketing strategy, implementation timeline, risks, and financial projections. Effective business plans force disciplined thinking and convince investors that the idea is worth supporting.
There is an opportunity for covered interest rate arbitrage between the euro and US dollar. Borrowing 100 euros at 8% interest, converting to US dollars at the spot rate, depositing the dollars at 5% interest for 90 days, converting back to euros at the 90-day forward rate would result in a profit of 1.63 euros.
There is no covered interest rate arbitrage opportunity between the British pound, US dollar and euro based on given spot exchange rates, interest rates and forward rates. Borrowing in one currency, converting to another currency and depositing at a higher interest rate before converting back at the forward rate results in a net loss in both scenarios.
The document discusses various aspects of currency markets, including the major currencies traded globally, key participants like banks and central banks, how exchange rates are quoted between currencies, and different types of accounts used in foreign exchange transactions like nostro, vostro, and loro accounts. It also covers concepts like spot rates, forwards, swaps, and cross-currency calculations.
A derivative is a financial instrument whose value is dependent on an underlying asset. The main types of derivatives are forwards, futures, options, and swaps. Forwards are customized contracts to buy or sell an asset at a future date at a fixed price. Futures are exchange-traded contracts with standardized terms. Options provide the right but not obligation to buy or sell an asset at a future date at a specified price. Swaps involve exchanging cash flows of two parties over time based on some underlying factors. Derivatives allow for hedging risks and speculating on market movements.
1. General insurance policies can insure against risks of falling market share or demand, insure fluctuating assets of a large organization without knowing exact values, and insure against unknown impending risks if the risk of loss is known.
2. Large organizations can take out insurance policies to prevent cash outflows from premium payments exceeding claims made over time.
3. Valuable items can be insured without knowing their exact contents but based on an estimated value provided by the owner, as long as the insurer is made aware of taking on responsibility for safekeeping the items.
This document discusses Know Your Customer (KYC) procedures and compliance, organizational structures of banks, products and services offered by banks, government lending schemes, and risk management practices in banks. It covers topics like starting a new bank, central banking regulations, branch expansion, investments, non-performing assets, and credit risk management. The document provides an overview of various banking operations and compliance functions through questions and explanatory points.
Securitization is the process of pooling and repackaging illiquid financial assets like receivables, loans, or leases into marketable securities that can be sold to investors. The assets are originated by a company and sold to a special purpose vehicle (SPV) that issues securities to fund the purchase. The SPV contracts the originator to administer the assets, using cash flows to repay investors while passing surpluses back to the originator. Credit enhancement through mechanisms like over-collateralization or insurance protects investors against losses on the underlying assets. Key parties include originators, SPVs, investors, obligors, rating agencies, administrators, and structurers. Common securitization instruments are pass-through certificates,
This document discusses the growth of retail finance in India. It notes that retail banking has expanded its scope and become a prominent part of bank balance sheets. Banks now offer a wide range of loan products to retail customers. Housing loans and auto loans have seen particularly strong growth. Overall, retail advances for banks grew 41.2% in 2004-05. Retail finance is seen as having significant potential for further expansion given India's growing middle class and low existing penetration rates. However, regulators have expressed some concerns about the rapid growth rates in certain retail segments like housing.
This document discusses ratio analysis, which is a quantitative process used to identify aspects of a business's performance to aid decision making. It covers five main areas of ratio analysis: liquidity, investment/shareholders, gearing, profitability, and financial. Specific ratios are defined within each area, such as current ratio and acid test for liquidity, earnings per share for investment/shareholders, gearing ratio for gearing, gross profit margin and return on capital employed for profitability, and asset turnover and stock turnover for financial ratios. The purpose and ideal levels of each ratio are also outlined.
A leveraged buyout (LBO) involves using borrowed money to acquire a company, with the acquired company's assets used as collateral. Private equity firms will typically finance 70% or more of the purchase price through borrowing, with the remaining 30% as equity. The debt holders receive a fixed rate of return, while the equity holders seek very high returns. If successful, the equity holders can realize their returns within 3-5 years by selling the company or taking it public.
Bill discounting allows banks to purchase bills or notes from customers before their maturity and credit the discounted value to the customer's account. It provides working capital financing to the customer. Factoring involves the ongoing assignment of accounts receivable invoices from a client to a factoring company, which provides working capital financing, invoice collection services, and accounts receivable management. Forfaiting involves the discounted purchase of medium-term bills of exchange associated with international trade transactions by a forfaiter, typically with tenors of 6 months to 10 years.
Dabur is a 100+ year old Indian FMCG company with a turnover of Rs.1899.57 crore. It has power brands like Dabur Amla, Chyawanprash, Real, Vatika, and Hajmola. To increase growth, Dabur restructured in 2004 into three SBUs and focused on five power brands. It changed its branding strategy from umbrella to key brands and did product line extensions. Dabur has strengths in its heritage and market leader positions. It aims to increase market share through new products, markets, and promotions utilizing celebrities and events.
Cheques are negotiable instruments defined as bills of exchange drawn on a specific banker, payable on demand. Banks issue printed cheque forms to customers with serial numbers recorded against accounts. Cheques are considered stale after 6 months if not post-dated, and post-dated cheques will not be honoured. Cheques can be crossed or uncrossed, with crossed cheques only able to be deposited and not cashed over the counter. Special crossing names a specific bank to receive payment.
Capital budgeting is the process of planning for long-term investments. Key criteria for evaluating capital projects include payback period, net present value (NPV), internal rate of return (IRR), and profitability index (PI). NPV discounts future cash flows to determine if a project's value exceeds its cost. IRR is the discount rate that sets NPV to zero. PI is NPV divided by the initial investment. Multiple IRRs can occur if cash flows change signs more than once. The modified IRR (MIRR) assumes reinvestment at the required rate of return rather than the IRR.
The document discusses the classification and evolution of banking in India. It notes that banking can be classified based on functioning into commercial banks, cooperative banks, development banks and the Reserve Bank of India. It also discusses classification of banks based on ownership into nationalized banks, private banks, foreign banks and cooperative banks. The evolution of banking in India occurred in distinct phases from the pre-1948 evolutionary phase to the post-1990 reformative phase.
This document provides an overview of asset liability management (ALM) and hire-purchase agreements. It defines ALM as a technique to manage risks and earn returns by balancing assets and liabilities. Key aspects of ALM include measuring interest rate, credit, and liquidity risks. Models for ALM include gap analysis, duration gap analysis, VAR, and simulation. Hire-purchase agreements conditionally sell goods, allowing buyers to hire goods and later purchase them by installments. The document outlines rights and obligations of hirers and owners under such agreements.
The document discusses financial markets in India, including their relative size and growth over time. It provides data on the size and trading volumes of different market segments like equity, debt, currency and derivatives markets. It analyzes the role of these markets in India's economic growth and internationalization. It also discusses reforms needed to improve market liquidity, efficiency and participation, such as reducing restrictions, harmonizing regulations, and developing missing markets. The goal is for financial markets to more effectively mobilize savings and allocate resources towards productive investments and innovation.
The document discusses distribution channels and physical distribution, explaining that distribution channels connect manufacturers to customers through intermediaries and the movement of goods, and that selecting and managing these channels effectively is an important part of marketing strategy and planning. It provides details on the functions, types, and evaluation of distribution channels.
1) Managing change involves dealing with both planned and unplanned changes in organizations. Planned changes result from deliberate decisions while unplanned changes are often imposed and unforeseen.
2) Organizational development is a systematic approach to organizational improvement that applies behavioral science to increase individual and organizational effectiveness. It involves diagnosis, intervention, and follow up.
3) Common intervention methods include survey feedback, management by objectives, team building, and process consultation at the group level as well as skills training, leadership development, and job redesign at the individual level.
Organizational culture consists of shared assumptions, values, and behaviors within an organization. It operates on three levels - visible artifacts, espoused values, and deep basic assumptions. Culture provides identity, sense-making, control, and shapes employee behavior. It is communicated through socialization, role models, training, and rewards/punishments. Assessing and changing culture requires examining core values, hiring/socializing new members, cultural communication, and modifying behaviors through interventions.
Leadership and followership are complementary processes that guide behavior in organizations. Leadership can be formal, based on position, or informal, based on respect. Followership involves being guided by a leader. Effective leadership involves both directing an organization and empowering followers, while good followership requires responsible participation and relationship-building with leaders. The styles and behaviors of both effective leaders and followers depend on situational factors.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
Writing a businessplan
1. Objective of a “Winning”
Plan
Create a business that
provides potential customers
a better (value - price) proposition
than competitors
while managing costs and expenses
so as to make profits (earnings)
1
2. Writing a winning business
plan (Part I)
Uses of plan
Important characteristics
Turn-offs and turn-ons
Investor criteria
Questions answered by plan
Research before writing
Elements and outline of business plan
Executive summary
2
3. Uses of business plan
Game plan for
company
Raising capital
Document for
credibility with
vendors, customers
Operations plan
Performance
measurement
3
4. Essential characteristics
Most important: succinct
Length: 30 pp + financials + appendix
1st draft: write too much, then pare down
Eliminate work for reader
Stand out from the crowd
Legal issue: disclose all material info
Note: INVESTOR LOOKS FOR KEYS TO
SUCCESS
4
5. Differentiate your plan
Most business plans
seen by investors
and bankers are
pathetic
An outstanding
business plan is a
great differentiator
5
6. Investor/banker turn-offs
“Pre-packaged” plan
Product/service/technology orientation
Insufficient research of market
Insufficient knowledge of competition
Unrealistic financial projections
Failure to examine risks
Unreasonable valuation
Spelling, grammar, arithmetic errors
6
7. Investor/banker turn-ons
Executive summary compelling reader to study plan
Market opportunity that gives company distinct
competitive advantage
Evidence of market acceptance
Proprietary position
Management team which can execute
Producible and saleable product
Reasonable valuation
Achievable/believable projections – satisfying investor
ROI expectations
7
8. Key questions answered by a
winning business plan
What need will you satisfy and how
large is that need?
How will you satisfy that need, and how
will you make money doing it?
What are the prospects for success?
What do you need to do it?
What’s in it for the investor?
8
9. Research before writing (1)
What can company become in short and long
runs?
Why does opportunity exist? How long will it
last?
Is there a bullet proof business model?
Who will be the first customer; why will
customer buy; how many will he buy?
Why and how will company withstand
competition?
9
10. Research before writing (2)
What are three most important assumptions
on which success is based? How to test
them?
What is upside potential and downside risk?
What has to happen to reach cash flow
break-even?
How sensitive are projections to key
assumptions?
10
11. Vision
An informed and forward-looking
statement of purpose defining the long-
term destiny of the company
11
12. Mission statement
More complete description of
company’s goals and
customers, incorporating
vision statement
12
13. Value proposition
The monetary worth of the benefits a
customer pays for a product or service
Five key values:
Product
Price
Access
Service
Experience
13
14. Business model
Description of the business and how it
will work economically; set of planned
assumptions about how a company will
create value for all its stakeholders
Elements:
Customer selection
Value proposition
Differentiation and control
Scope of product and activities
14
15. Stuck? Write a “mini-plan”
first
Two-page plan which answers:
What is concept?
How will you market it?
How much will it cost to produce/deliver?
What will happen when sales begin?
Write down assumptions
Test assumptions
Give yourself time to discover mistakes
15
16. Elements of business plan (1)
Executive summary
Opportunity: quality, growth potential
Vision: mission, objective, core concept
Product/service: value proposition, business model
Context: industry, timeliness, regulations
Strategy: entry, marketing, operations, market
analysis
Organization: structure, culture, talent
16
17. Elements of business plan (2)
Entrepreneurial team: capabilities, commitment
Financial plan: assumptions, cash flow, P&L
Required resources: financial, physical, human
Uncertainties and risks
Financial return: ROI
Harvest: return of cash to investors, founders, and
employees
17
18. Outline of winning business
plan (1)
Cover/title page
Executive summary
Tables of contents, illustrations, tables
I. Company description
II. Products and/or services
III. Market description
IV. Competition
V. Marketing strategy
18
19. Outline of winning business
plan (2)
VI. Management team, organization, staffing,
facilities
VII. Financial plan
VIII.Investment and ownership
IX. Critical risks
Appendices (separately bound)
19
20. Executive summary (1)
Most important part of plan!!!
Assume five-minute reader
Therefore, 3-4 pages long
Standalone “mini-plan”
Most critical paragraphs:
The pain
How the pain is going to be cured
20
21. Executive summary (2)
1. Purpose of plan
2. Summary description of business
3. Opportunity/pain and strategy
4. Market analysis
5. R&D and production plans
6. Management team
7. Financial summary
21
22. Executive summary (3)
1. Purpose of plan
Attract investors/bankers or internal tool
What’s in it for investor/banker
“Credibility-builders” (customers…)
2. Summary description of business
One-sentence description
Needs to be satisfied – the pain
How needs will be satisfied
22
24. Executive summary (4)
5. R&D and production plans
Current status and milestones
Proprietary status
6. Management team
Founders, key people, board members
Relevant experience
24
25. Executive summary (5)
7. Financial summary
Capitalization table
Prior funding and valuations
Required current funding and use of funds
Summarized actual and pro forma
financials for 5 years (annualized):
P&L: revenues, net income
Cash flow: cash position at each year-end
25
26. Writing a winning business
plan (Part II)
Body of plan
Some thoughts on financial forecasting
Appendices
Turning business plan into PowerPoint
presentation
26
27. Roadmap for building plan
1. Opportunity/pain
2. Solution: product or service
3. Context, strategy, time horizon
4. Organizational, financial, and other
resources needed and available
5. Financial returns to participants and
risks
27
28. Body of plan
Cover/title page
Company name, address, phone number,
e-mail address, web site
CEO name as contact
Date
Control number
Proprietary statement
28
29. Sample proprietary statement
“Proprietary and confidential. Not for
discussion or disclosure without written
permission of XYZ, Inc.”
29
31. Body of plan
I. Company description
History
Legal establishment
Nature of business
Strategic mission statement
The vision
Overall and specific objectives
31
32. Body of plan
II. Products and/or services
Description
Application and value to customers
Underlying technology
Proprietary status
Current/future products or services
Development/go-to-market schedule
Distinctive competence/differentiation
Revenue model
32
33. Body of plan
III. Market analysis
Total market
Target market
Where are customers? How will you reach
them?
Identify first 3-5 customers (by name)
Market trends
33
34. Body of plan
IV. Competition
List of competitors
Competitors’ characteristics, strengths,
weaknesses, market shares
Summary table of competing products
Your competitive advantage
Your barriers to entry
34
35. Body of plan
V. Marketing and sales strategies
Promotion and advertising
Pricing strategy
Distribution channels
Sales forecasts and budgets
SWOT analysis
35
36. Body of plan
VI. Management team, organization, staffing,
facilities
Management team bios
Organization chart
Brief job descriptions
Board of Directors
Board of Advisors
Staffing plan/schedule
Facility plan/ schedule
Service providers: bank/attorney/accountant
36
37. Body of plan
VII. Financial plan (actual and pro forma)
Financials:
Cash flow:
Year 1: monthly
Year 2: quarterly
Years 3-5: annual
P&L:
Same as cash flow
Balance sheet:
Years 1-2: quarterly
Years 3-5: annual
37
38. Creating a financial plan
The numbers tell you how your
business is run…
…not why.
38
39. Creating a financial
plan/forecast
Learn the basic language of accounting
Quantify present and future operations with
numbers
Project realistically
Use financial forecasts to:
Plan cash needs
Measure performance with ratio analysis
Study effect on profitability of: marketing, R&D,
production, etc., costs
39
40. Needed in financial plan
Cash flow
Operating (Profit & Loss) statement
Balance sheet
Ratios and “magic numbers”
Assumptions
40
41. Cash flow forecast
Changes in company’s cash from:
Operations, investments, financing
Collections from:
Operations, sale of assets, new financing
Disbursements to:
Purchase of assets, debt repayment, cost of
operations
Cash flow = Collections - Disbursements
41
44. Ratio analysis
Tests of profitability:
Return on investment (ROI) = net
income/tangible net worth
Return on equity (ROE) = net
income/owners’ equity
Return on sales (profit margin) = net
income/gross sales
Inventory turnover = cost of goods
sold/average inventory
44
45. Ratio analysis (2)
Tests of financial health:
Current ratio = current assets/current
liabilities
Working capital turnover = sales/(current
assets-current liabilities)
Debt-to-equity = total debt/total equity
Collection period = days in
year/receivables turnover
45
46. Notes on financial plan
Most business plans waste too much
time/space on numbers
Most important: business model with key
drivers, such as (for example):
Manufacturing: yield on production process
Magazine publishing: renewal rate
Software: distribution channels
Most important info: when company will
become cash flow positive
46
47. Body of plan
VIII. Ownership and investment
Current ownership (cap table)
Capital needs and use of funds
Past investment(s) and valuation(s)
Stock option plan
Exit for investors
47
48. Body of plan
IX. Critical risks (examples)
Cost overruns, delays
Supplier, distributor problems
Competitive price-cutting
Capital shortages
Limited operating history
Limited management experience
Dependence on key management
48
49. Appendices (bind separately)
Photos/sketches of product
Test results/testimonials
Documentation of proprietary status
Published industry/market studies
Price list/catalog/data sheet
Advertisements/press releases
Brochures
Full resumes of management team
49
50. Summary of keys to winning
business plan
Easy to read
Clear explanation of market pain and company’s cure
Market-driven company comes across
Exploits company’s uniqueness and competitors’
weaknesses
Realistic business model
Attractive, but realistic, projections
Spend majority of time on executive summary
Prepare one-page teaser to send with executive
summary
50
51. Oral presentation of plan to
investors
Investor’s issues:
Can I trust entrepreneur?
Do I believe entrepreneur?
Does entrepreneur appear
capable of executing plan?
Does team have talent and
experience to make it happen?
Can I make money on my
investment in a reasonable
time?
51
52. Oral presentation
Use PowerPoint:
Turn Executive Summary into bullet points
Aim for 20-minute presentation (without
Q&A) = 10-12 slides
Slides should not be excessively busy:
max. 12 lines/slide
52
53. Oral presentation outline
Slide 1: Title (name, logo, presentation to …)
Slide 2: Business description, history
Slide 3: Management team, BOD
Slide 4: Market pain and cure strategy
Slide 5: Competitive advantage/barriers to entry
Slide 6: Market analysis
Slide 7: Sales strategy
Slide 8: Product/service description
Slide 9: Financial plan
Slide 10: Investment and use of proceeds
53
54. Key Considerations in
Developing a Winning
Plan
Importance of people/skills/resources
Assessment: identifying “good” ideas
Targeting specific customers/segments
Dealing with the “whole” product
Differentiation from competitors
Risk analysis and reduction
Investor payback
54
55. Business Planning is an Iterative
Process…
2
Run the numbers…
(Develop your Financial Plan)
3
1
Tell the story… Verify the story…
(Draft your narrative sections) (Examine the narrative sections)
55
56. Reviewing the Business
Plan Model
Opportunity Product/Service
Why this business? Why Industry, What are you going to provide
now? Why you? Buyer & Competitor and who wants to buy it?
Analyses
Operating Plan Marketing Plan
Cost Projections Sales Projections
What will it cost to produce What will it cost to sell any given
your product or service? amount of your product or service?
Financial Plan
Pro Forma Financial Statements
How will your business make money?
How much? For how long? Risks?
56
COST OF GOODS SOLD = TOTAL COST, INCLUDING SHIPPING, OF PRODUCT SOLD DURING PERIOD. SERVICE COMPANIES TYPICALLY HAVE NO COG SOLD. OPERATING EXPENSES = DIRECTLY RELATED TO PRODUCTION OR SALE GENERAL EXPENSES = INDIRECT COSTS
Current ratio: Measures solvency. Indicates ability to pay current debts out of current assets Working capital turnover: Measures the number of dollars in sales for every dollar of working capital Debt-to-equity: Shows relationship between capital contributions from creditors to those of owners Collection period: Average number of days it takes to collect A/R