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IBABi`w[՘O0SST/ߥl1 K CRNiY@'VyXi|A"*AX{eܓT?`c\VlXyXS"/V~:w3peǃ1Iq2BI&tq <[+)p򽺪S%vBfsc^>OaRK=:mB_k[<-mMRBLuzGu"5% O\TUJ/0F 5AO醤DOr US؀?nS'MzIꆵq)t?tT]WL'>S6bU8yOxehNq\P<DIL2:'(kK8wIaV^92}ǜ&e:”O~hQU7ãsf8Heʖ&ȴL2.;rVK;(veB ;QgVH  :vۑ)`fߒ֊sw 2*aO} )tTѦ9xbL zG4!V-;Rm2 2+;!6Š2t_L"_ TrREr ,CvPJdw9eN:Y;lLIRF@ÝUJvJ2D})_D2UDv]Qsq+0DE'G }JǍcahʈyd\qbCUT:)resL̒T˗o)OEU sK $)\8Xt/o]EU#"X,QCH˻努(dfѽ^ҀݵҠŷRz6kVqQRDɋ֠ŷٛNNsP,jMGjk*1S5hmҏȓkؑW%ߋ2e[w׃8s/;y#MLЃ'?]x>3hSz %Cψ՝bsU^>R~z_cI MLXRѽϭR+ejbIK`t`_(S勽u&:Sp ');`/wTE).nJh&%5j.ʅN^|#Un-|g2$E1! 1"6SCpS+R\or )XMS^KšpE\ԍr.x-ARD)pX}#<}o~$KbM](SWW .!4)tK-m )P(=TyCOYSH P%YrDoHY|+%pw{SER0d-'YI1yV{D5XC1n," I )GE*!](S-$%[O3:xyυ{I]]}^$)"o"&wcJV}FZ*1L/-E|5aX$)|/B)։5sY|ߐuEqF"=zP`+tVBXS/RݾYMwϔ|k2¾s,-&hO;}%=J q*2NA k1~KRƏc^Cml"`'b5)>˜lf0&%)5+JB,Ħ^hUoDžhT3K͂CޤgDR,ks#<&dz[!+"H "`l79IDW}!`DEI4g߮YIENDB`W( / 0DTimeshet XV?(0(z[ 0  DTahomaet XV?(0(z[ 0 " DTimes New Roman(0(z[ 0 0DWingdingsRoman(0(z[ 0 @DCentury Gothic(0(z[ 0 "PDTrebuchet MSc(0(z[ 0 " C .  @n?" dd@  @@`` VN4a    I !   , -_R$u`!'0@i $b$a/ kћ$b$tx+R&?R\u t0e0e    A A5% 8c8c     ?A)BCD|E||S"@8*+R ʚ;_8ʚ;g4BdBd@z[ 0jppp@ <4!d!dl 00V?<4ddddl 00V? <4BdBdl< 0 g4*d*d@z[ 0Pp@ pph___PPT2001D<4X0___PPT10 2___PPT9/ 0? %O =wLBWorkshop: How to Write an Effective Business Plan in Just 3 Hours.C 7Getting all the key issues, problems, interconnections, unknowns, resource requirements, and timing issues out in the open where you can see them and figure out how to move forward.  Timetable6Step 1: A dose of reality about business plans The truth makes the business planning process easier ... and also tougher. Result: far more useful plans. Step 2: Let s make an actual Business Plan (Yep, right here, right now) Actually, we re going to make 2 ! Clock time 0ZnZ-ZCZ ZZ0 :/-       6 Traditional business planMany companies make a critical mistake by assuming that the primary audience is their intended funding source. While this assumption is understandable, it often leads to a misdirected analytical and strategic approach.:ol< 'Why do most Business Plans get written? Why do Plans get written?Right. To raise money.,  Consequences 6A plan that is mostly oriented to potential funding sources is mostly useful just for raising money. But if the effort proves ineffective  or if it simply takes longer than planned  then on a current basis, the company may be caught without its required funding and without a clear way to guide its current operations. Moreover, if the money comes, what specifically is the company supposed to do? And how?jZe ]x # *YThe most effective type of Business Plan is the document that a company writes to itself.*ZO fIncluded in this document would be the standard issues such as the company's funding requirements, the intended use of funds, and the results that the company expects. These are important in any Business Plan. Logically, this material is directed to all readers of the plan  insiders and outsiders alike.4ZM   F ` zThe internally oriented Business Plan  a critical difference$> 0 A Business Plan which is internally oriented is, at root, an operating plan. It provides a step-by-step description of the specific actions that the company will use to fulfill opportunities it has identified in the marketplace. It also identifies human resources as requirements that must be met to achieve the desired growth. Often, it can reveal segments of the business that are extraordinarily profitable or unexpectedly unprofitable.Nk> m A happy paradoxRInternally-oriented Business Plans usually prove to be & . more realistic in concept more executable by the company, and more convincing in terms of raising money A second benefit: It actually takes less time to do. Fewer (precious) company resources Fewer support resources (less wheel-spinning):h6R:   6RYou must cover all the usual issues & But you should consume much less TIMELKKey elements in an effective Plan A radically accelerated planning process Creating the Business Plan and using it to raise money can be synergistic with a company's on-going operations and not a critical drain on those finite resources.0KC The standard elementsOverall venture concept Market opportunity (and competitive alternatives) Our technology and our protection strategy Development program Manufacturing Marketing  Selling Function Distribution Management and Key Team Members Timeline Required Resources Expected Results Supporting Materials 2What s actually critical?$On the previous slide, which elements are most important to the Company? Why? For prospective Investors, which are the most important issues? Why? Should these priorities have any bearing on the way the material gets presented? How? Yes, but honestly how does it usually happen? Forget traditional business plans. How would you like to see it done? If you were CEO ? . . . If you were an Investor ?\aZ6ZO6 >3  reminders before you start iPlanning vs. problem-solving The 7 kinds of Business Plans The 3 distinct steps in the Planning processPlanning vs. Problem-Solving Problem-solving is not  planning.  Planning is not the same as  problem-solving. Effective planning cannot be done without addressing the problems that are critical. Not all problems deserve attention. Some just go away.nZ% 1 K 1Not every Plan is the sameThe technology roll-out Business Plan The market positioning Business Plan The grow-sales Business Plan The manufacturing-based Business Plan The acquisition oriented Business Plan The  issue and  problem-solving Business Plan The financial Business Plan%>Don t short-circuit the Process)There are 3 steps. Do them one at a time . . . in sequence. Step 1: Description State clearly what is Step 2: Analysis Interpret the situation for its significance Step 3: Prescription State what the company ought to do to achieve its business objectives. And how it will measure progress.>ZZZZ-ZZjZ=      jBusiness Plan V.1: Make a single... simple... grammatically correct... descriptive sentence... which completely describes the opportunity the company has identified,... the basis for the company s belief that it can successfully  go after this opportunity,... the approach that the company intends to use (including a listing of the basic operations that are planned),... the resources, both cash and non-financial resources (such as specific  skill-sets ) that are required to carry out these operations,... an indication of which resources the company already has and which ones it needs to attract,... a description of what the successful achievement of the company s objectives would look like, and... some indication (qualitative if not quantitative) of what the backers of such an undertaking might expect as a result of their participation.LR p  Your Turn&Organize into Teams (yes, everybody from your school can work together if you wish). No, you don t have to work that way. Feel free to mix it up with other attendees. Team size? Anything that s workable is OK. Pick any venture situation you d like. The next slide provides several examples. Or you can use your own  either real, hypothetical or a combination. The second slide shows a real case.,!Example Venture ConceptsvTechnology for reprocessing post-consumer newsprint into a manufactured wallboard (4 x 8 sheets for the construction industry). Proprietary chemistry to de-ink true post-consumer office waste paper so that  identical-to-virgin paper fiber can be recovered for use in making new high-quality printing and writing grades of paper. Non-invasive infrared radiometric analysis (a service business) to detect pre-failure conditions at industrial, commercial, and manufacturing facilities and electrical installations. Inexpensive ($20 or less MSRP) chip-based plug-in timer for controlling 110 v. household devices (to replace old-style  clock-motor timers such as those marketed under the Intermatic Brand). Automated electronic brake bleeder and adjustment device which halves labor time and increases reliability of adjustment even on cars with advanced braking systems (i.e., newer models that absolutely cannot be adjusted with the old manual methods).*  )The tale of a real start-up Using knowledge and contacts from a decade working together to pioneer the original musical performance synthesizers, the company founders are commercializing fully digital discrete personal monitor mixers that allow professional performers to mix all signals in real time fully independently of both  front-of-house sound as well as other players via low-cost proprietary components that run over standard Cat-5 cabling backed by the founders investment plus $2 million in Series A equity for supporting staff-up, product line completion (in time for holiday merchandising in Year 1), manufacturing (using a proven contract manufacturer), and roll-out (using a network of regional managers and reps) first through music equipment channels (three major dealers confirmed through due diligence) and secondarily to recording studios (some contacts) and pro sound (as well as possibly other segments) in order to achieve operating break-even within 24 months (without additional funding) and then build the company forward using the proprietary technology as a platform for related products with the prospect for several different exit scenarios within 5-7 years." Presentations Business Plan V.1~Team 1 Team 2 Team 3 How to listen  Identify the key factors What to evaluate  S-O-F-T Analysis Based on what you hear, how would you now upgrade your own team s 1-sentence Business Plan?&Z0Z#Business Plan V.2Based on what you ve heard, each team is now challenged to write a complete Business Plan & . which conveys all key information & using no more than a single page for each of the 8 or 9  traditional sections! Getting started: View the company as having already achieved at least one major Milestone. Describe what it did to achieve it. Why is this Milestone significant? Now list all the major phases from Milestone #3 to cash-flow break-even & .t0ZZ% &>Don t short-circuit the Process)There are 3 steps. Do them one at a time . . . in sequence. Step 1: Description State clearly what is Step 2: Analysis Interpret the situation for its significance Step 3: Prescription State what the company ought to do to achieve its business objectives. 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ConsequencesZThe most effective type of Business Plan is the document that a company writes to itself.>The internally oriented Business Plan a critical differenceA happy paradoxLYou must cover all the usual issues But you should consume much less TIMEThe standard elementsWhats actually critical? 3 reminders before you start Planning vs. Problem-SolvingNot every Plan is the same Dont short-circuit the ProcessRBusiness Plan V.1: Make a single... simple... grammatically correct... descriptive sentence... which completely describes the opportunity the company has identified,... the basis for the companys belief that it can successfully go after this opportunity,... the approach that the company intends to use (including a listing of the basic operations that are planned),... the resources, both cash and non-financial resources (such as specific skill-sets) that are required to carry out these operations,... an indication of which resources the company already has and which ones it needs to attract,... a description of what the successful achievement of the companys objectives would look like, and... some indication (qualitative if not quantitative) of what the backers of such an undertaking might expect as a result of their participation. Your TurnExample Venture ConceptsThe tale of a real start-up!Presentations Business Plan V.1Business Plan V.2 Dont short-circuit the Process8How to Write an Effective Business Plan in Just 3 Hours  Fonts UsedDesign Template Slide Titles$_ݞ VAnubhav JainAnubhav Jain  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijlmnopqrstuvwxyz{|}~Root EntrydO)Picturesq5Current UserSummaryInformation(k4UPowerPoint Document(DocumentSummaryInformation8Root EntrydO)AbN @Picturesq5Current User)SummaryInformation(k4U_ݞAbhAbh