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Business Plans

Business Plans. For The Real World Barry Williams Delaware SBDC. Why a Business Plan?. Strategic Guide Lenders Investors. Strategic Guide. Where Do You Want To Go? How Are You Going to Get There? What Market Niches? How Much is it Going to Cost? Greatest Profit Opportunity?.

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Business Plans

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  1. Business Plans For The Real World Barry Williams Delaware SBDC

  2. Why a Business Plan? • Strategic Guide • Lenders • Investors

  3. Strategic Guide • Where Do You Want To Go? • How Are You Going to Get There? • What Market Niches? • How Much is it Going to Cost? • Greatest Profit Opportunity?

  4. Lender Expectations • Good Business Track Record • Ability to Repay • Staying Power • Collateral

  5. Investor Expectations • Competitive Advantage • Huge Market • Strong Management Team • Strong Marketing and Sales Plan • Some Skin in the Game • Obscene Return • Exit Strategy

  6. Entrepreneurs Start Businesses: • To Capitalize on an Invention • To Pursue a Passion • To Be Their Own Boss • To Get Rich ---All Need an Exit Strategy

  7. Exit Strategies • Selling the Business • Transferring the Business to a Family Member • Taking the Company Public • Being Acquired by a Larger Company

  8. Funding Sources: • Savings • Friends and Family • Financial Institutions / Banks • Angel Investors • Venture Capital

  9. Business Plan Content • Executive Summary • Company Description • Product/Services Description • Industry Overview • Market Analysis • Competitors

  10. Business Plan Content • Customers • Marketing and Sales Plans • Development • Operations • Management

  11. Business Plan Content • Personnel • Financial Summary • Financials • Offering • Appendices

  12. Executive Summary • A mini-business plan in one or two pages • Highlights the most important points of your business plan • It is NOT an introduction to the plan • It must grab your reader, and entice him/her to read further

  13. Executive Summary • Identify the company, its background, structure and location • Describe what the company does, and the market it serves • Describe the market potential for the company’s products and services, market trends, etc.

  14. Executive Summary • Outline the backgrounds and experience of the top management team • Describe the funding required, the purposes for which it will be used, the collateral available (if for a lender), and the expected outcomes

  15. Company Overview • Brief Company Introduction • Mission statement • Location, size, history • Market and products • Overview of company capabilities • Objectives

  16. Products/Services • Products / Services • What does it do? • Uniqueness • Competitive Advantage • Technology • Brief description • Applications • Commercialization Status • Brief overview

  17. Industry Overview • Set The Stage • Industry Definition and Description • Major players within the industry • Factors driving dynamics • New products and developments • Legislation and Policies Driving the Industry • Historical and Future Trends

  18. Market Analysis • Market Definition • Primary Market • Secondary Markets • Market Size and Trends • Current total revenues • Predicted annual growth rate

  19. Competitors • Direct Competitors • Who are they? • Size and product breadth • Revenues and profitability • Strengths and weaknesses • Market shares • Indirect Competitors

  20. Customers • Customer Characteristics • Who are they? • Why do they buy? • Need satisfied by the product/service • How is the need currently filled? • What are the alternatives? • Who makes the decision to buy? • How frequently do they purchase?

  21. Marketing and Sales Plans • Statement of Opportunity • Marketing and Sales Objectives • Existing Customers • Potential Customers • Prospects targeted • How prospects will be targeted and qualified

  22. Marketing Strategies • Product/Service Strategy • Pricing Strategy • Distribution Strategy • Advertising and Promotion Strategy • Sales Strategy • Marketing and Sales Forecasts

  23. Marketing and Sales Plans • Marketing Programs • Direct Mail • Trade Shows • Advertising • Internet • Publicity/Public Relations • Marketing Budget • Pricing • Basis for targeted price point • Margins and profitability by volume levels

  24. Marketing and Sales Plans • Sales Plan • Sales force structure – (direct or reps) • Sales expectations/quotas • Margins given to intermediaries • Service and warranties • Sales Budget • Organizational chart indicating planned growth

  25. Development • R & D Plan • Objectives • Milestones and current status • Difficulties and risks • Staffing • R & D Budget and assumptions

  26. Operations • Manufacturing/Production Plan • Objectives • Facilities • Staffing • Subcontractors • Quality Control • Budget / Operating Expenses

  27. Management • Company Organization • Management Team • Administrative Expenses

  28. Management Team • President • VP Finance • VP Sales • VP Marketing • VP Manufacturing • Board of Advisors

  29. Personnel • Human Resource Plan • Staffing Objectives • Organizational Structure • 3-5 year growth plan • Budget

  30. Summary of Financials • Financial Objectives • Time to Cash Flow Positive • Time to profitability • Financial Assumptions • Capital Requirements • Exit Scenario

  31. Financials • Pro-forma Cash Flow Projections • Pro-forma Profit & Loss Statements • Pro-forma Balance Sheet

  32. A pro forma financial statement is defined as "a financial statement prepared on the basis of some assumed events and transactions that have not yet occurred." Historical financial statements are used to measure an organization's past financial performance and condition. Without historical financial statements, financial analysis and evaluation would not be possible and management, board members, investors, and customers would be largely in the dark about how well an organization has done.

  33. Pro forma financial statements are similar to historical financial statements in appearance and use, except that they focus on the future instead of the past and are based upon assumptions rather than hard fact. Historical statements should be real, solid, and scientific, while pro forma statements allow management to exercise a certain amount of creativity and flexibility. Pro forma statements reflect a dynamic environment in which change is still possible and a variety of different alternatives can be followed. They take the same forms as historical statements, the most common being the income statement, the balance sheet, and the statement of changes in financial position.

  34. Offering • Investment Requirements • Pro-forma Valuation of Business • Offer

  35. Appendices • Resumes of Key Management • Patent Information • Customer List • Testimonials • Supplemental Financial Spreadsheets • References

  36. http://www.Dothan.com http://www.sba.gov/category/navigation-structure/counseling-training http://www.sba.gov/content/starting-business http://www.score.org/resources/business-plans-financial-statements-template-gallery

  37. Questions?

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