Business Planning. Paulo Soares de Pinho FEUNL. March,

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1 Business Planning Paulo Soares de Pinho FEUNL March,

2 Key Elements The Opportunity The Context The Team The Deal 2

3 It is not the technology - only 3

4 Business Plans 4

5 5

6 The Business Plan At startup phase the business plan becomes a critical element of the entrepreneurial venture To attract financing To determine financial needs To determine pre and post-money valuations and capital structure To show that entrepreneur has carefully evaluated the opportunity Market size; competitive products; competitors Strategic and financial aspects Adequate risk evaluation 6

7 Why is the Business Plan so important? Business plan is a crucial exercise For entrepreneurs Plans are To evaluate CAPEX and OPEX requirements nothing. To determine financing needs Planning is To value their venture everything For finance-providers, to evaluate entrepreneurs: how much do they know about their business, market size, etc? How careful were they at estimating their sales potential, margins, CAPEX, OPEX and financing needs? Have they clearly anticipated sources of risk? How much attention did they pay to important details? 7

8 The Opportunity and its business The Vision model Clearly specify your vision for the new venture, i.e., your ambitions for your venture Vision characteristics Short / focused statement Able to survive the friction of time but adjustable Unique special to your venture Purpose: provides rationale for venture s existence 8

9 Vision statements BMW Vision Statement (an old one) To become most successful premium manufacturer in the car industry. Pepsi Co Vision Statement PepsiCo s responsibility is to continually improve all aspects of the world in which we operate environment, social, economic creating a better tomorrow than today. Our vision is put into action through programs and a focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company. 9

10 The Venture s Mission statement The mission statement will describe the company s goals, products / services and target customers as well as the deliverables for the different stakeholders. Characteristics: Short: 100 words or less Should provide a clear path to achieve company s vision Clear, concise explanation of company s purpose, values, goals, customers (Channels?), A Mission Statement defines the company's business, its objectives and its approach to reach those objectives. A Vision Statement describes the desired future position of the company. Elements of Mission and Vision Statements are often combined to provide a statement of the company's purposes, goals and values. However, sometimes the two terms are used interchangeably. 10

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13 Product s Value Proposition Clearly state the value your offer to your customers Product: superior product characteristics that are valued by the clients Access: How does the consumer get access to it Service: What service you offer besides the product Security: how safe is your product Other benefits Price: how does your price compare with the benefit you offer to the customer? In short, lists your customers perceived benefits from your product and how much they have to pay for them (of course, you need to listen to them first) 13

14 Some value-propositions Starbucks We provide a friendly, comfortable, well-located place offering a wide range of fresh, customized coffees, teas and other beverages for the person who enjoys a good experience and a good beverage. Google search engine Fast, relevant results for the most ill-described query. Amazon.com (an old one) An easily accessible internet site that is convenient all of the time to provide a wide selection of books, CD s and videos at a fair price to the busy, computerliterated customer 14

15 The Business Model Customer Selection Value Proposition Competitive Advantage Products and services Organisational Design Value capture Talent Who is the customer? Is our offer relevant to this group? What are our products unique benefits? What are our sources of competitive advantage? Is it sustainable? How do we differentiate ourselves? What is our product range? What elements of the value-chain we want to control and which do we outsource? What is our organisation architecture? How do we capture part of the value created? How do we protect profitability How do we recruit and retain talent? 15

16 Business Plan: Contents Executive Summary The Market Including the marketing plan The technology, product or service Including info on proof of concept and IP issues Management Team Business Operations Financial Projections Details on the Use of Funds Exit Possibilities 16

17 Executive Summary Two pages (3 already too long) In the first paragraph you must capture the attention of a potential financial investor Explain what is different about your opportunity, how big is the market potential, how fast can your company grow; what is your vision What is the Value Proposition Who are the competitors, how will they react, substitute products and services, etc Why are you the right team for this opportunity? Think of it as the main guide to your elevator pitch 17

18 The product Why is your innovation relevant? Is it a disruptive innovation? Is it going to completely change an industry / sector? How really new is it? What are current alternatives? To which use is it meant? How much value it creates to potential customers? At which price can be sold? What alternative uses it may have? Detail main characteristics / specifications 18

19 The Product: Intellectual property Who owns the IP? Yourselves? A University? Is it transferable? How? IP rights and ownership are usually among the most critical issues for VC investment Who owns the IP in case your firm becomes insolvent? Is (are) there any patent(s)? How strong are they? Do we have to invest to get stronger IP protection? Do you own the patent or just the rights to use it via a royalty? If answer is yes, can we buy the patent? 19

20 The people Who are the founders? What have they accomplished in the past? Have they worked together as a team in the past? Are they friends / relatives? How many are they? (too many/few)? Who else (what skills) should join the team? Do they possess the right skills for this Opportunity? Technological; Marketing; Managerial Whom do they know? (what is their reputation?) What doors may be open by these contacts? How committed are they? Their own initial investment (cash, time, opportunity costs) 20

21 The Market Be flexible: your product may have alternative uses/markets. Search for the best alternative Target Market What is the relevant target market? How large is it? How attractive is it? Margins (and ability to protect them); costs; technological stability; Market growth; margins; threats, etc What share of the market can be captured? What are the growth prospects? Can we ride on its growth? How easy it is to enter and capture a share of it? Who is your competition? What are their strengths? Any softspots? 21

22 The opportunity (cont) The customer Who is he/she? Try to think on the opportunity from the customer s perspective (rather than your own) How does he (or who does) make decisions? Or who actually makes the decision to buy the product What needs can we serve? and how? How to market/position the product (4 p s ) How to attract customers? (at which cost?) How to retain, cross-sell and evaluate (CRM)? How much does it costs to support? How to monitor customer satisfaction and anticipate future needs? 22

23 The Market: Marketing Plan Must detail your marketing strategy All previous discussion about the relevant target market, and the customer; How is the product/service going to be positioned How will be promoted Wow will access distribution channels Need strategic partnerships (investors)? How will handle competitors and competitive products and services Specific actions to achieve specific results 23

24 Business Operations Manufacturing (if applicable): Outsourced; in-house; production technology Costs; sourcing raw materials, etc Quality control Company s own R&D Research facilities; Available grants Delivery to end customers or distributors Human resources People to be hired (and when); Remuneration, etc 24

25 Financial Projections Sales Plan Units & prices per year & channel Costs Cost of goods sold Other overhead R&D and product development Expenses and time-plan Working capital requirements Fixed capital investments 25

26 Financial Projections Pro-forma income statements based upon previously presented projections and assumptions Detail sales revenue (by product, sales channel, customer group, etc); detail prices, etc Detail costs (CGS, admin, marketing & sales, personnel) and show coherence with previous assumptions Investment plan Detail R&D, fixed investment, etc Pro-forma balance sheets based upon income statement and your financing plans Detail financing stages; What financing and who from Detail Working capital management and assumptions Pro-forma Cash-flow statements A valuation exercise? 26

27 Room for Dessert 27

28 Case analysis How do you evaluate the business (1-5)? What do you like about it? What do you don t? What are the major risks? How do you evaluate the business plan (1-5)? What do you like about it? What do you don t? How reasonable are the financial forecasts? Who are the target investors for this business plan? What kind of deal is proposed to them? 28

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