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Chapter One

Chapter One. Why plan? Reasons for writing a business plan Who reads the business plan — and what are they looking for? Guidelines for writing a business plan Types of business The plan for the book. Introduction. Increased interest in the study of entrepreneurship

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Chapter One

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  1. Chapter One Why plan? • Reasons for writing a business plan • Who reads the business plan—and what are they looking for? • Guidelines for writing a business plan • Types of business • The plan for the book

  2. Introduction Increased interest in the study of entrepreneurship 2,100 colleges and universities offer entrepreneurship coursework About 400,000 students took at least one entrepreneurship course in 2005 72% of American adults have considered starting a business

  3. The Business Plan • A written document that carefully explains every aspect of a new business venture • Inside the firm, the business plan is used to develop a road map • Outside the firm, the business plan introduces potential investors and other stakeholders to the business opportunities

  4. Reasons for Writing a Business Plan Two main reasons to write a business plan: • Internal—Forces the founders of the firm to think through every aspect of their new venture • External—Communicates the merits of a new venture to outsiders, such as investors and bankers

  5. External Support Business incubator An organization that provides physical space and other resources to new firms in hopes of promoting economic development in a specific area Investors rely on the business plan to make decisions on initial investment Many investors ask for an executive summary—a short overview of the business plan—describing the merits of a new venture

  6. Who reads the business plan and what are they looking for? Two primary audiences • Firm’s employees • Looking for the vision and future of the firm • Investors and other stakeholders • Investors, potential business partners, potential customers, grant awarding agencies who are being recruited

  7. Guidelines • Structure and style of the business plan • Content of the business plan • Measuring the business plan against your personal goals and aspirations • Recognizing that elements of the plan may change

  8. Structure and Style Conventional structure 25 to 35 pages in length Look sharp but not too expensive or flashy

  9. Structure and Style Elevator speech A brief, carefully constructed statement, usually 45 seconds to 2 minutes long that outlines the merits of a business venture or business plan insight feature

  10. Elevator Speech Four steps in an elevator speech (from business plan insight feature) • Describe the opportunity • Describe how your product or service meets the opportunity • Describe your qualifications • Describe your market

  11. Red Flags • Founders with none of their own money at risk • A poorly cited plan • Defining the market size too broadly • Overly aggressive financials • Hiding or avoiding weakness • Sloppiness in any area • Too long of a plan

  12. Content of the Business Plan • Sections • Convince the reader that the opportunity is exciting, feasible, defensible and within the capabilities of the people who will be launching the firm

  13. Measuring the Business Plan Against Your Personal Goals and Aspirations Venture capital Venture capitalists aim for 30 to 40% annual return and total return of 5 to 20 times their original investment over the life of the investment

  14. Venture Capital • Using venture capital involves surrendering equity in the firm to outsiders in exchange for their investment and accepting heavy scrutiny • Some entrepreneurs find it better to launch a firm in a target market and solicit funds from friends, family, or a lender

  15. Recognizing that Elements of the Business Plan May Change Corridor principle • Academic principle that states once an entrepreneur starts a business, he or she begins a journey down a path where corridors leading to new venture opportunities become apparent

  16. Recognizing that Elements of the Business Plan May Change The business plan is a living, breathing document, rather than something set in stone

  17. Recognizing that Elements of the Business Plan May Change Write deliberate (but) act emergent • Create a deliberate plan that is a specific blueprint to follow • Think emergent with a mindset that is open to change and influenced by the realities of the marketplace

  18. Types of Business Fourdistinct types of businesses • Survival • Lifestyle • Managed growth • Aggressive growth

  19. Types of Business Survival Provides its owner just enough money to put food on the table and pay bills

  20. Types of Business Lifestyle Provides its owner the opportunity to pursue a certain lifestyle and make a living at it (clothing boutique, personal trainer)

  21. Types of Business Managed growth Employs 10 or more people, may have several outlets, and may be introducing new products or services to the market (regional restaurant chain, multi-unit franchise)

  22. Types of Business Aggressive growth Bringing new products and services to the market and has aggressive growth plans (computer software, medical equipment, national restaurant chain)

  23. The Plan for the Book • Section One: Starting the process • Section Two: What to do before the business plan is written • Section Three: Preparing a business plan • Section Four: Presenting the business plan

  24. Section One Starting the process • A business plan is an essential document for a firm to have at its disposal, particularly if it plans to reach out to others to try to gain access to resources

  25. Section Two What to do before the business plan is written • Comprehensive process • Four steps of the comprehensive feasibility analysis/business planning process

  26. Comprehensive Feasibility Analysis • Identifying a business idea • Screening the idea to determine its initial feasibility • Conducting a full feasibility analysis to determine if proceeding with a business plan is warranted • Writing the plan

  27. Section Three Preparing a business plan • How to complete each section of a business plan

  28. Section Four Presenting the business plan to investors and others • Suggestions for how to make effective presentations using PowerPoint slides and how to field questions from an audience effectively

  29. Key Words Business plan A written document that carefully explains every aspect of a new business venture Business incubator An organization that provides physical space and other resources to new firms in hopes of promoting economic development in a specific area Executive summary A short overview of a business plan or a set of PowerPoint slides describing the merits of a new venture

  30. Key Words Stealth mode Companies that formulate their business plans in secret, to avoid tipping off potential competitors as to what they're planning Corridor principle An academic principle which states that once an entrepreneur starts a business, he or she begins a journey down a path where corridors leading to new venture opportunities become apparent

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