Business Plan. Employees* Recent Sales* General Guidelines:
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1 Business Plan General Guidelines: This document serves as the template for developing a business plan to be submitted to the 5th Venture Capital Forum. Try to fill in all the sections listed. Otherwise, provide an explanation stating the reason for not doing so. Try not to exceed 25 pages in length. All figures should be provided in Euro. Once you have completed your Business Plan, submit it by the 14 th of May to info@5vcforum.gr Company/Research Institute/Researcher s name: Address: Telephone: Fax: Web site: Nature of business: Equity: Founded in: Executives (name and position): Employees* Recent Sales* *If applicable Innovation Relay Centre HELP FORWARD Page 1
2 Executive Summary This is the most important chapter of your business plan. It must summarize in not more than 2-3 pages the whole argument, which is set out in greater detail in the following chapters. The executive summary will be the first thing that is read by the prospective financier. A well-written executive summary creates a positive predisposition for what is to be discussed in the remainder of the business plan. Innovation Relay Centre HELP FORWARD Page 2
3 Company/Institute/Researcher(s) History, vision for the future Core competences Field of business (target markets/customers, products and services) References/testimonials Growth objectives Innovation Relay Centre HELP FORWARD Page 3
4 Market Market analysis Potential of the relevant market (market segment), barriers to market entry Demand for product/service (e.g. result of marketing test), life-cycle of the product Own market position/market share, position of main competitors Competitiveness (e.g. meeting customers buying criteria, size of marketing resources) Marketing strategy Positioning of product/service in the market, objectives for market share, expansion, etc. Segmentation of market, product policy Pricing policy Sales and distribution system, marketing network Promotion and market communication Innovation Relay Centre HELP FORWARD Page 4
5 Product and Technology Competitive advantage (customer-benefits resulting e.g. from technological features, prod. process/costs) Technological risk (regarding function or production process, danger of substitution) Strategic options, based on intangible assets or property rights (e.g. transfer to other industries) Research and development strategy Protection of product/production process by property rights (patents), trade marks, etc. Product updating/renewing or adapting to new market segments: effectiveness, swiftness Significance/size of added value for the customer Innovation Relay Centre HELP FORWARD Page 5
6 Management Main focus of experience and know-how of entrepreneur and management-team Network experience Process of gathering new information Reference between management-experience and company-objectives Commitment-assuring of management-team and key staff (e.g. shares, stock options) Entrepreneurial experience and characteristics of the management team (previous success?) Experience in dealing with pressure and uncertainty Combining of complementary know-how elements in the team Connection between company-objectives (strategy) and organizational scheme Innovation Relay Centre HELP FORWARD Page 6
7 Finance Equity - total amount and percentage of each shareholder Description of accounting and budgeting system Ability for efficient controlling Ability for financial forecasts Quantification of financial requirements and financial resources Additional amount of Equity required within 18 months Additional amount of Equity required Additional sources of financing, collateral potential Innovation Relay Centre HELP FORWARD Page 7
8 Strategic Development Basic considerations and plans for the future development of the company Basic considerations, what will the additional equity be used for 2001 (Realized) 2002 (Realized) 2003 (Realized) 2004 (Planned) 2005 (Planned) 2006 (Planned) Turnover Profit before tax Cash flow Innovation Relay Centre HELP FORWARD Page 8
9 Benefits for the Investor Expected growth of the company (and of the company s value) Time-span to realize this growth (possible exit-year for the investor) Conceivable or preferred way for realizing the exit (buy-back, sale to industrial partner, public offering at stock exchange) Ways for containing the investor s downside risks Company s expectations regarding the role of the venture capitalist Innovation Relay Centre HELP FORWARD Page 9
10 Additional Information Innovation Relay Centre HELP FORWARD Page 10
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