Professional Documents
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Policy
Assignment Set- 2
Establish Goals
Once you have identified goals for a new business venture, the next
step in the business planning process is to identify and select the
right business. Many organizations may find themselves starting at
this point in the process. Business opportunities may have been
dropped at your doorstep. Perhaps an entrepreneurial member of
the board of directors or a community resident has approached your
organization with an idea for a new business, or a neighborhood
business has closed or moved out of the area, taking jobs and
leaving a vacant facility behind. Even if this is the case, we
recommend that you take a step back and set goals. Failing to do so
could result in a waste of valuable time and resources pursuing an
idea that may seem feasible, but fails to accomplish important goals
or to meet the mission of your organization.
Depending on the goals you have set, you might take several
approaches to identify potential business opportunities.
You will also need to assess the customer or client base and
determine whether its members will remain loyal to the business
after it changes hands.
Another area to evaluate is the perception or image of the business.
Inspect the facilities and talk to suppliers, customers and other
businesses in the area to learn more about the reputation of the
business.
At this early stage of your planning process, be sure to consult an
attorney experienced in corporation law. As a non-profit corporation,
engaging in income-generating activities not related to your mission
may affect your tax-exempt status. You may also wish to protect
your organization from any liability issues connected with the
proposed business activity. After you have decided on a particular
business activity, have a qualified attorney advise you on the proper
corporate structure for your new venture. In addition to qualified
legal counsel, seek the expertise of an experienced professional in
that particular industry. He or she will bring valuable knowledge and
insights regarding the industry that will prove extremely useful
during the business planning process.
Advisory
You have decided on a business opportunity that meets the goals of
your organization. Now you are ready to test the feasibility of the
venture and to present your business concept to the world. A solid
business plan will clearly explain the business concept, describe the
market for your product or service, attract investment, and establish
operating goals and guidelines.
The first step in writing your business plan is to identify your target
audience. Will this be an internal plan the board will use to assess
the feasibility and appropriateness of the business? Or will this plan
be distributed to a larger external audience such as funding
sources, commercial lenders or the community to gain financial
backing and political support for the proposed venture? The content
and emphasis of the plan will shift according to the audience.
You will also need to decide who will conduct the necessary
research and write the plan. The following table lists the advantages
and disadvantages of several options for getting the work done. You
might consider a combination of the options.
• Executive summary
• Company and product description
• Market description
• Operations
• Management and ownership
• Financial information and timeline
• Risks and their mitigation
1. Executive Summary
In this section of your business plan, provide a description of your
company, the industry you will be competing in, and the product or
service you plan to offer.
Sell your concept! The executive summary may be the first and only
section of your business plan that most of your audience will read.
Tell the audience why the business is a great idea. Some readers
Product or Service
After describing your company and its industry context, describe the
products or services you plan to provide. Focus on what
distinguishes your product or service from the rest of the market.
Discuss what will attract consumers to your product or service.
Provide as much detail as necessary to inform the reader about the
particular characteristics of your product that distinguish it from its
competition – many nonprofits, for example, expect to produce
higher-quality housing than otherwise exists in the area. Mention
any distinctive elements in the manufacture of the product, such as
Price
Provide a realistic estimate of the price for your product or service,
and discuss the rationale behind that price. An unrealistic price
estimate may undermine the credibility of your plan and raise
concerns that your product or service may not be of sufficient
quality or that you will not be able to maintain profitability in the
long run. Describe where this price positions you in the
marketplace: at the high end, low end or in the middle of the
existing range of prices for a similar product or service.
In other sections of the plan you will discuss the target market for
your product or service and also provide additional details on how
the price of your product fits into the overall financial projections for
the enterprise.
Place
Describe the location where you will produce or distribute your
product or provide your service. Discuss the advantages of the
location, such as its accessibility, surrounding amenities and other
characteristics that may enhance your business.
Customers
In this section of your business plan, you will describe the customer
base or market for your product or service. In addition to providing a
detailed description of your customer base, you will also need to
describe your competition (other local developers or nearby
businesses providing a similar service to your potential customer
base).
Who will purchase your product or use your service? How large is
your customer base? Define the characteristics of your target
market in terms of its:
• Demographics – Measures of age, gender, race, religion and
family size.
• Geography – Measures based on location.
• Socioeconomic Status – Measures based on individual or
household annual income.
Competition
Discuss how people identified in your target market currently meet
their need for your product or service. What other businesses exist
in your area that are similar to your proposed venture? For example,
for a housing business, what are the local markets for purchase and
rental? How much are people currently paying for similar products
or services? Briefly describe what differentiates your proposed
venture from these existing businesses and discuss why you are
entering this market.
Sales Projections
Present an estimate of how many people you expect will purchase
your product or service. Your estimate should be based on the size
of your market, the characteristics of your customers and the share
of the market you will gain over your competition. Project how many
units you will sell at a specified price over several years. The initial
year should be broken down in monthly or quarterly increments.
Account for initial presentation and market penetration of your
product and any seasonal variations in sales, if appropriate.
3. Market Description
In this section, you will describe how you plan to operate the
business. You will present information on how you plan to create
your product or provide your service, describe the staff required to
operate and manage the business, discuss the equipment and
materials necessary, and define the site or facility requirements, if
any. A key component of the operation of your business will be your
sales and marketing strategy, so you must describe how you will
inform your target market about your product or service and how
you will convince customers to purchase it.
Production Description
Describe the steps for creating your product, from the raw material
or initial stage to the finished product, packaged and ready for
distribution and sale. If you plan to provide a service, describe the
process of service deliver (such as the initial interview, for instance,
if you are offering consulting services), assessment, research and
design, and final presentation. Provide a description of any sub-
contractors or external services you plan to use in the production
Staffing
Describe the staff required to operate your business: discuss how
many people you will need; describe the tasks they will carry out;
and the skills they will need. Prepare a chart outlining the salaries
and benefits you will provide to your workforce. Provide information
on how you will recruit staff and provide initial and ongoing training
of employees.
Facility
Describe the type of facility in which you will house your business.
Indicate the amount of building space you will need for production
and administration. Also discuss any building features required for
the production process such as high ceilings, specialized ventilation
and heating systems, sanitized laboratory space or vehicular
accessibility. If you have already identified a location and a facility
that meets your requirements, describe its features. Even if you are
planning to provide a service instead of manufacturing a product,
you need to demonstrate that you will have adequate space for
administrative functions and other activities related to the service
you plan to provide.
Market Description
Describe your strategy for locating your target market, informing or
educating customers about your product or service and convincing
them to purchase it. Provide details on the methods you will use to
advertise your product, such as print media (advertisements in
newspapers, magazines or trade journals), electronic media
(television, radio and the Internet), direct mail, telemarketing,
individual sales agents or representatives, or other approaches.
Discuss the product’s or service’s features you plan to emphasize to
gain the attention of your target market. Also detail how you will
distribute and sell your product or service. Will you use sales agents
or existing retail outlets, or directly distribute your product through
a delivery service such as United Parcel Service, Federal Express or
independent trucking company?
5. Operations
Ownership
What is its relationship to your existing organization? Who is on the
board of directors / board of advisors of the new business and what
are their backgrounds and areas of expertise? Potential investors or
lenders will be interested in the ownership stake of the board of
directors and also in what portion of the company’s equity is
available. Success is often due to one’s contacts, so fully describe
your business relationships with attorneys, accountants and
advertising or public relations agencies, and any industry-specific
services such as suppliers and distributors.
Start-up Budget
Describe the initial expenses you will incur to get your business up
and running. Some items you might include in your start-up budget
research and product design and development expenses, legal
incorporation and licensing expenses, facility purchase or rental,
equipment and vehicle purchase or rental, and initial material or
supply purchase. You can use Worksheet B as a sample format for
preparing your start-up budget.
Income Statement
Prepare a multiyear (three- to five – year) statement of projected
revenue, expenses, capital expenditures and cost of goods sold. If
you make assumptions about the growth of your business, provide
supporting documentation such as growth patterns of similar
companies or studies that forecast an industry-wide growth rate.
This statement should indicate to the reader the potential of your
business to generate cash and its profitability over time. For an
existing business, also submit an income statement for at least
three prior consecutive years. Lenders may look at this statement to
determine whether your business can support the additional debt
you are requesting.
Balance Sheet
A start-up business probably will not have any assets or liabilities at
the time you are drafting the business plan. Provide a copy of the
balance sheet of the business’s sponsoring organization or
individual. Describe in your narrative any assets that will be
allocated to the start-up of the business.
After you have completed all of the elements of your business plan,
you should focus its presentation. A well-organized plan will assist
you in communicating the most important elements of your
business plan to the reader, and a persuasive plan will help you to
convince the reader to invest in your business.
Executive Summary
As mentioned earlier, this section should be written last. However, if
you have already written the executive summary, review it to make
sure it embodies the following characteristics. Because it is the first
and possibly the only section of the plan that many readers may
see, the executive summary should provide an overview of the plan
and entice the reader to read the whole plan or to agree to meet
with you. The executive summary should be no more than three
pages and should briefly describe the most important elements of
the plan. Review the Executive Summary section of this manual for
more tips on this critical introduction to your business.
Step I:
Estimate
For each product or service, estimate the number of people who are
likely to buy and when they will buy it. You can get this information
from asking your likely customers about their possible use of your
business, or you can base your estimates on your knowledge of the
market.
Step 2:
Use a Calendar
Estimate your sales and number of customers served during one
week. Using the totals for a week, make projections for each month.
For the first few months, keep in mind that business will start off
slowly before people become more aware of your business. Use will
most likely increase as people learn about your products and
services. Seasonal variations may affect your business as well. You
will use these numbers to project your equipment, supply and
staffing needs, as well as income.
Expenses:
Costs of Goods Sold
• Materials/Supplies
• Labor
• Rent
• Utilities
• Insurance
• Admin. Exp. (PT Sec.)
• Legal & Accounting
• Marketing
• Equipment Maintenance/Supplies
• Facility Maintenance
• Fees/Miscellaneous
Expenses
• Cost of Goods Sold
• Wages & Benefits
• Materials
• Supplies
Overhead Expenses:
• Rent
• Utilities
• Building Maintenance/Security
• Marketing
• Accounting
• Legal
• Administrative Expense
• Interest Expense
• Depreciation
Answer: Creativity
Everyone in business is creative.
Some of most creative people are in manufacturing.
They actually CREATE products that change the world.
Some of the least creative people perhaps are in advertising.
They spend most of their creative energy telling manufacturers that
they…aren’t creative!
Avoid Meetings.
Do not attend more than two meetings a day, or else you will never
get any real creative work done.
The capital markets have learned “the American way”, i.e. there is a
shareholder dominance among the actors, which has brought (often
quite short-term) shareholder return to the forefront as a key
indicator of success, profitability and productivity.
There are lessons learned from the Japanese industry, which point
to the importance of immaterial investments. These lessons show
that investments in buildings, production technology and supporting
technology will be enhanced with immaterial investments, and that
these are even more important for re-investments and for gradually
growing maintenance investments.
Types of options
• Option to Defer
• Time-to-Build Option
• Option to Expand
• Growth Options
• Option to Contract
• Option to Shut Down/Produce
• Option to Abandon
• Option to Alter Input/Output Mix
Table of Equivalences:
Fuzzy numbers (fuzzy sets) are a way to express the cash flow
estimates in a more realistic way.
Official Spokesperson
The organization should designate a single primary spokesperson,
with back-ups identified, who will manage/disseminate crisis
communications to the media and others. This individual should be
trained in media relations prior to a crisis. All information should be
funneled through a single source to assure that the messages being
delivered are consistent.
First Rule:
The firm must appoint ONE due diligence coordinator. This person
interfaces with all outside due diligence teams. He collects all the
materials requested and oversees all the activities which make up
the due diligence process.
The firm must have ONE VOICE. Only one person represents the
company, answers questions, makes presentations and serves as a
coordinator when the DD teams wish to interview people connected
to the firm.
Second Rule:
Brief your workers. Give them the big picture. Why is the company
raising funds, who are the investors, how will the future of the firm
(and their personal future) look if the investor comes in. Both
employees and management must realize that this is a top priority.
They must be instructed not to lie. They must know the DD
coordinator and the company’s spokesman in the DD process.
Legal Details
• Full name of the firm
• Ownership of the firm
• Court registration documents
• Copies of all protocols of the Board of Directors and the
General Assembly of Shareholders
• Signatory rights backed by the appropriate decisions
• The charter (statute) of the firm and other incorporation
documents
• Copies of licences granted to the firm
• A legal opinion regarding the above licences
• A list of lawsuit that were filed against the firm and that the
firm filed against third parties (litigation) plus a list of disputes
which are likely to reach the courts
Controls
• Accounting systems used
• Methods to price products and services
• Payment terms, collections of debts and ageing of receivables
• Introduction of international accounting standards
• Monitoring of sales
• Monitoring of orders and shipments
• Keeping of records, filing, archives
• Cost accounting system
• Budgeting and budget monitoring and controls
• Internal audits (frequency and procedures)
• External audits (frequency and procedures)
• The banks that the firm is working with: history, references,
balances
Technical Plan
• Description of manufacturing processes (hardware, software,
communications, other)
• Need for know-how, technological transfer and licensing
required
• Suppliers of equipment, software, services (including offers)
• Manpower (skilled and unskilled)
• Infrastructure (power, water, etc.)
• Transport and communications (example: satellites, lines,
receivers, transmitters)
• Raw materials: sources, cost and quality
• Relations with suppliers and support industries
• Import restrictions or licensing (where applicable)
• Sites, technical specification
• Environmental issues and how they are addressed
• Leases, special arrangements
The patent right normally includes the right to exclude others from
making, using, selling or importing the patented product, and
similar rights concerning patented processes. The license can
therefore cover the use of the patented invention in many different
ways.
If you assign your rights, you normally lose any possibility of further
licensing or commercially exploiting your intellectual property
rights. Therefore, the amount you charge for an assignment is
usually considerably higher than the royalty fee you would charge
for a patent licence. When assigning the rights, you might seek to
negotiate a licence from the new owner to ensure that you can
continue to use your invention. For instance, you might negotiate an
arrangement that gives you licence to use the patented invention in
the event that you come up with an improvement on your original
Licensing Advantages
• An Inventive Incentive
• "Licensing", tried and true
• Fair and Balanced
• Product Exclusivity
• Inventions of interest to you
• You are free to view our inventions
• An informed business decision
• A production head start
• We are vitally committed to your success
• A resource for future projects
These options require much more work on your part than licensing
or assigning your intellectual property rights. This could be a
desirable choice in cases where:
• you want to keep your institute’s research activities separate
from the development and commercialisation of technology,
especially when your institute has a public interest focus or an
educational role; or
• you need to attract financial support from those prepared to
take a risk with an unproven technology (‘angel investors’ or
‘venture capitalists’), and they will only take on a long-term
risk if they can get a share of future profits of the technology.
In working out the right vehicle for your technology, you will
normally need specific legal advice from a commercial lawyer,
preferably one with experience in technology and commercialisation
in your jurisdiction. The laws governing partnerships and companies
differ considerably from one country to another, and this discussion
is only intended to give a general flavour of the various options.
But this kind of partnership isn’t normally able in itself to enter legal
commitments, or own IP in its own right, so that the partners remain
directly legally responsible for any losses or other liabilities that the
partnership’s operations create. In other words, a partnership which
is not a corporation, a company or a specific institution doesn’t
really separately exist as a legal entity.
Instead of selling, though, you may choose to rent out your house.
In this case, you retain the title to the house and give someone
permission to use it for a limited period of time. In consideration for
this, they pay you on a monthly, yearly or other basis. The terms of
this lease are entirely up to you and the person leasing your house.
It is up to you to negotiate within the boundaries of the law.
When you assign (sell) your invention, you will typically lose control
of it. Although you may have cash in hand from the sale of your
invention, the company has the prerogative to ditch your
technology and simply “sit on it” unless you’ve made other
arrangements. In some cases it is just as important to the inventor
to see his invention commercialized as it is to receive the cash from
it. Having an invention commercialized can give an inventor a
substantial head start in attracting interest in his additional
inventions. This may eventually be worth more to an inventor than
the initial cash he would receive from his first commercialized
invention.
Should I Go It Alone?
Some inventors prefer to keep their inventions close and go into
business for themselves, which comes with its own set of risks and
rewards.
There are too many sad stories of inventors pouring money into
inventions that can never provide a return on their investment.
Inventors always take a risk when they spend time and money on an
idea and if they’re lucky, it’ll pay off quite well. The lesson is to
minimize your risks so you can bail out or put the project on hold if
warranted. It will save you time, money, and the personal energy
you’ll need for future successes.