Course of studies

International Business Administration

Developing of Business Plan

and Business Models for
global SME‘s

Business start-up into the

independence…

Fachhochschule des Mittelstands (FHM)

University of Applied Science
Prof. Dr. habil. Richard Merk

2019/1/10 Prof. Dr. Richard Merk 1 /51

Step-sequence:
Start of independence

Basic understanding
• The basic-competency for an entrepreneur
lies in the independence as an entrepreneur.
• Who wants to be an entrepreneur must be
able to think and to do that independently.
• Who wants to construct and to develop an
enterprise must learn entrepreneurial
intellect and entrepreneurial abilities.
• You have to learn the thinking and the doing
how to do that as an entrepreneur!
• Do you learn to recognise the international
and intercultural relationships in the
Basics globalisation.
• You will learn, what is special with the
companies of the German Mittelstand - that
means with the global SME's

2019/1/10 Prof. Dr. Richard Merk 2 /51

Step-sequence:
Decision to the independence

You have to be decided ... • The conscious decision for your

independence is the prerequisite for
successful acting as an entrepreneur. That
can be in the home country, and maybe it
will be abroad.
• There are some ways to be an independent
entrepreneur. You must find the right way.
And that will be your way because you
Decision must do it by yourself.
• Important is you have to do a positive
decision for your self-independence as an
entrepreneur.
• If you are convinced of your business idea,
you can be independent with your own
idea as an entrepreneur!

2019/1/10 Prof. Dr. Richard Merk 3 /51

Step-sequence:
Scheduling of independence

You have to plan and think Strategic planning and thinking

• Successful enterprises have to be plan
professionally.
• The strategy includes and explores the
special concept of your business model.

Planning • The planning is the intellectual penetration

and foresight of the company formation.
• The thinking is the typical manner of
entrepreneurial doing.
• In the beginning, stands the business idea.
Your planning has to develop the business
idea into a marketable enterprise concept.
• Detailed planning leads to success. Big
enterprises need diligent planning.

2019/1/10 Prof. Dr. Richard Merk 4 /51

Step-sequence:
Developing the enterprise concept

You have to be develop

Business plan development
. The business plan has to describe the
strategic, operative and economic
Business plan development enterprise concept.
• In the business plan have to lay down the
economic facts and figures.
• The business plan describes the
enterprise professionally.
- Business goals need to be defined.
- The strategy has to be developed.
- Finance must be guaranteed.
- Plan-profit and plan-loss must be figured.
- Liquidity and economic positions must be
calculated.

2019/1/10 Prof. Dr. Richard Merk 5 /51

Step-sequence:
Implement the business plan

• The start as an entrepreneur is the

highlight of the planning.
Implementatio • If you do it, it will be all changing in your
n life.
• But only then you can recognise,
• whether the business idea is really good;
• whether the company concept has enough
strength to assert itself in competition,
• whether you can be thinking and be acting
like an entrepreneur,
• whether you and your company are
successful in reality.
After all, do you have to do everything by
yourself...

2019/1/10 Prof. Dr. Richard Merk 6 /51

Step-sequence:
Family and Medium-Sized companies

• Start the self-realization with the

independence as an entrepreneur!
• Begin as a privately owned company!
• Start as a family-based entrepreneur!
• Build up a small-and-medium-sized
enterprise!
• Understand the typical model of a medium-
sized company which business concept
can have different business models!
• You know the global medium-sized
companies have the most successful
future models in the international business
world for private owners!

2019/1/10 Prof. Dr. Richard Merk 7 /51

 Course of studies
Internationale Business Administration

The business concept

Development of enterprise
concepts and the business plan.

Fachhochschule des Mittelstands

(FHM)
Prof. Dr. habil. Richard Merk

2019/1/10 Prof. Dr. Richard Merk 8 /51

 Motives for a business concept

Knowledge-map for the Business plan

Situations for the implementation:

Basic events and occasions for business plans
Basic forms for business-plans
1. Start-up / Founding of a new enterprise
1. Business-start-up / Establishment of a new enterprise
2. Enterprise-succession
2. Enterprise-succession
3. Enterprise-buying
3. Enterprise-buying
4. Franchising
4. Franchising
5. Company-oriented business concepts:
5. Business concepts from enterprises
for a new project, new business-sectors, new shops,
new departments, new locations in the inland and
abroad, new products or services …

2019/1/10 Prof. Dr. Richard Merk 9 /51

Motives for a business concept

• What are the typical situations of the companies?

Start up?
Enterprise
successsion?
Business
starter
Successor
Enterprise
buying ?

Franchising?
Buyer Business
and Seller
concepts in
Franchiser:
companies?
Taker and
Giver
Manager as an
entrepreneur

2019/1/10 Prof. Dr. Richard Merk 10 /51

 Business plan as an enterprise concept

Knowledge map for the business-plan

Module 1
Module 14 Moduel 2
Executive summary
Chances and risks of Business-idea &
the business plan Performacne
description

Module 13
Plan-balance sheet / Module 3
Annual financial statement Performacne process,
company & management
Module 12
Liquidity planning
Module 4
Business plan Market & competition
Module 11 as an
Profit and Loss Account
(P&L) enterprise concept Module 5
Marketing & Sales
Module 10
Capital needs accounting
Module 6
Sales forecast &
Module 9 Module 7 turnover-planning
Finance-planning Module 8 Costs budget &
Calculation & pricing costs calculation

2019/1/10 Prof. Dr. Richard Merk 11 /51

Module 1:
Executive Summary
What is the subject of the business plan?
What are the most important facts and figures?
What must the decider of invest know?
Modul 1 2 3 4 Keywords:
e
• Name of enterprise, brand, legal status, owner,
capital form
5 6 7 8 9 • Business idea: Define the object of the
enterprise concept.
• Achievement: Define the products and services.
1 11 1 1 1 • Market: Define the market and the competition.
0 2 3 4
• Marketing: Describe the marketing strategy.
Knowledge map for the business-plan • Enterprise goals: Define annual turnover and
Motives for business-plans profit.
Business-start-up / Enterprise succession
/ • Financial data to the enterprise.
enterprise-buying / Franchising /
business concepts from enterprises • Why do you think will the business-plan be
successful?
• Really important information for the user…

2019/1/10 Prof. Dr. Richard Merk 12 /51

 Module 1:
Executive Summary

The summary shall describe exactly what the basics from the business-plan are. The
entrepreneur must define the aims exactly. The business plan will be developed for you and the
deciders. One creditor, investor or executive manager shall be getting to know the most
important things about the business.

Give the most important informations for your

business plan. Precis and short!
1. What is the name of the enterprise, the legal Work page Summary
status, the location, the USP!
2. What is your business idea?
3. What do you wish to sell? What are the products 1.______________________________________
and services? 2._______________________________________
3._______________________________________
4. Who shoud buy the offer?
_________________________________________
5. How does the market operate? How are the _________________________________________
market perspective for you company? _________________________________________
6. How high are the investments? _________________________________________
7. How high are the turnover and profit by the _________________________________________
enterprise? _______________________
8. How can the enterprise be financed.
9. Which data are needed? What is the character of
the enterprise?
10. Which data are really important for deciders.

2019/1/10 Prof. Dr. Richard Merk 13 /51

Module 2:
Business idea & performance description

Which products and services do

you want to sell?
Modul 1 2 3 4
e Keywords to define :
• benefit, profit, kind, quality, demands,
5 6 7 8 9 • the position of the development,
• quantity, type of composition,
• customer benefit, exclusive features,
1 11 1 1 1
0 2 3 4 • the price, the speed, the market-gap,
copy, trend, innovation, new
Knowledge map for the business-plan
achievement, the new market, the new
specifications, etc.
Motives for business-plans
Business-start-up / Enterprise succession • delivery and terms of payment
/
enterprise-buying / Franchising / • the professionality of the enterprise,
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 14 /51

Module 2:
Business idea & performance description

Describe the idea of business and the object of

your enterprise. Define the performance offer Work page of idea & preformance
exact. The offers must be defined precisely.
The products, goods, services - the supplies to
be sold - has to be described exactly. Every
good and service has to be listed…

Which products and services the enterprise

1.________________________________________
will be sold? 2.________________________________________
3.________________________________________
1. Which profit have the customers? Which kind, ____ ....
quality and constitution have the goods? _________________________________________
2. How high is the level of the product _________________________________________
development? _________________________________________
_________________________________________
3. How are the quantity and the compound of
_________________________________________
goods? _________________________________________
4. What are the exclusive features? Customer _________________________________________
profit, price, quality, quantity, trend, innovation... _________________________________________
5. How professional is your enterprise? _________________________________________
6. What is your selling price? _________________________________________
_________________________________________
7. Which legal conditions must you know?
________________________________________
8. Which terms of delivery and payment do you
have?

2019/1/10 Prof. Dr. Richard Merk 15 /51

Module 3:
Performance process, company & management

How do you want to build up and to

lead your enterprise?
Modul 1 2 3 4
Do you define:
e
• the company form and the propertys at the
ownership,
5 6 7 8 9 • the business system, enterprise leadership,
enterprise goals,
• the personnel management, personnel costs,
1 11 1 1 1 • the job description, functional job profile,
0 2 3 4
• the legal form from the employer-employee
relationship,
Knowledge map for the business-plan
Motives for business-plans
• the foundation of remuneration,
Business-start-up / Enterprise succession • the location of the enterprise,
/
enterprise-buying / Franchising / • the phases of realisation, milestones.
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 16 /51

Module 3:
Performance process, company & management

The performance production defines the organisational structure of the enterprise. Therefore
describe the most important about the leadership, management, organisation and personnel of
the enterprise. It should be written, how can the enterprise build up and how can the
achievement production be designed.

How do you want to build up your enterprise?

Work page of company structure

Make relevant statements about your enterprise.

1.________________________________________
1. How is the legal form? What is the companies 2.________________________________________
3.________________________________________
structure?
__________________________________________
2. Which goals have the enterprise? Company __________________________________________
aims. __________________________________________
3. How should the enterprise be build up? Define __________________________________________
the organigram. __________________________________________
4. Which workers, employees or staffs will be __________________________________________
busy? Which executives? Manpower planning.
5. How high are the monthly personnel costs?
Personnel expenditure.
6. How high is the employees‘ remuneration?
How much money will you pay your managing
director? What do you want to spend by
yourself?
7. Where is the best location for your enterprise?
8. Define your milestones for the enterprise.
2019/1/10 Prof. Dr. Richard Merk 17 /51
Module 4:
Market & competition

How is the structure from your

market?
Modul 1 2 3 4
Which requirements and specialities
e
have the market?
Which competitors there are?
5 6 7 8 9 What you should do:
• Research the markets for your enterprise!
• Analyse and classify the fellow applicants!
1 11 1 1 1 • Find the market-lacks for your company.
0 2 3 4
• Bring the enterprise into the best market
position.
Knowledge map for the business-plan • Classify the market movements, market-cycle,
Motives for business-plans market-constitution.
Business-start-up / Enterprise succession • Define the potential of the market and the
/
customers.
enterprise buying / Franchising /
business concepts from enterprises • Develop the customer matrix.
• Draw the right results out of the market
analysis.

2019/1/10 Prof. Dr. Richard Merk 18 /51

Module 4:
Market & competition
The market analysis is the framework and the basis for your company. You need a realistic
market analysis for your enterprise. The market analysis must research the environment and the
chances for the success of your enterprise. Describe the real market structures. Declare how
the position of the fellow applicants in relationships to your company is. You have to analyse
the products and services, the manner of sales, the types of play the sector.

How are the market and the competitors Work page market
structured?

1. Make relevant statements to the market- and 1._______________________________________

2._______________________________________
competition structures of your enterprise. 3._______________________________________
2. Describe the market for your business idea! ________________________________________
3. Research special characteristics and market ________________________________________
resources! ________________________________________
4. Do you define the market position in the relevant ________________________________________
market sectors! __________________________________
5. How do you observe the market movements in
the target markets?
6. How do you value the market potentials for your
achievements on?
7. Do you describe and develop your target groups
and the customer potential!
8. Do you define the customer matrix!

2019/1/10 Prof. Dr. Richard Merk 19 /51

Module 5:
Marketing & Sales

How do you want to sell your products

and services successfully?
Modul 1 2 3 4
• Do you describe the marketing strategy!
e
– The product politics,
– The distribution politics,
5 6 7 8 9 – The price politics,
– The communication politics.
• Do you define the communication instruments.
1 11 1 1 1 • Do you choose instruments out of the marketing-
0 2 3 4 mix.
• Do you define exactly, who the target- and
Knowledge map for the business-plan customer groups are?

Motives for business-plans • Do you position the advertising matrix.

Business-start-up / Enterprise succession • Do you develop the advertising plan and
/ the budget.
enterprise buying / Franchising /
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 20 /51

 Module 5:
Marketing & distribution (Sales)

The marketing concept must describe how you can sell your products and services in the
market best. What does your marketing strategy look like? Due to what does your marketing
and sale stand out?

How do you sell the offers in the competition

best?
Make in your marketing concept relevant
statements for your enterprise. Work page marketing

1. How does the marketing concept look? 1._______________________________________

2. Which marketing strategy do you follow? 2.______________________________________
3. Which product policy do you follow? 3._______________________________________
4. Which distribution policy do you follow? _________________________________________
5. Which price policy do you follow? _________________________________________
6. Which market prices are there? How are the _________________________________________
cost prices from your fellow applicants? _________________________________________
7. Which communication policy do you follow? _________________________________________
_________________________________________
How do you communicate with your _________________________________________
customers? _________
8. Which communication instruments do you
want to use?
9. Define the marketing-mix, the advertising plan.
10. Make an marketing-matrix for your enterprise.

2019/1/10 Prof. Dr. Richard Merk 21 /51

Module 6:
Sales forecast & turnover planning

How many products and services do

you want to sell?
Modul 1 2 3 4
e How high are the sales, how high is the
turnover?
5 6 7 8 9 How realistic will be the sales forecast
and the turnover?

1 11 1 1 1 • Do you develop the supply- and sales forecast.

0 2 3 4 • Do you define the quantity of sales.
• Do you find out the capacity usage.
Knowledge map for the business-plan
Motives for business-plans • Do you define the turnover plan for three years.
Business-start-up / Enterprise succession • Do you discuss the best- und worst case.
/
enterprise-buying / Franchising /
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 22 /51

Module 6:
Sales forecast & turnover planning

Workpage
The sales forecast defines the kind and the volume from the offered achievement on the base
from the achievement description. (Modul 2) The sales forecast should be realistic. She defines
the volume on the base selling. The turnover is the multiplication from the volume with the sales
forecast on the monthly base in Euro.

Make relevant statements for your enterprise.

1. How many products can you sell in one

hour, in one week, in one month, in one
year, in three years?
2. Try to prognosticate the sales forecast so
realistic as possible.
3. Do you define the sales quantites.
4. Do you define the capacities from products
and services.
5. Calculate the turnover on the basis of the
sales forecast.
6. Justify why is the turnover realistic and
possible?
7. How much is the risk? Best and worst case.
Research the risk about your assumption
and assess it in percent.
2019/1/10 Prof. Dr. Richard Merk 23 /51
Module 7:
Cost planning & Cost accounting

What costs are incurred in your company?

Modul 1 2 3 4 How can plan the costs and achievements?

e • Determine costs and achievements in the
structure of the enterprise - income,
5 6 7 8 9 organisation, personnel, invest, overhead,
etc.
• Determine costs centre and cost elements -
1 11 1 1 1 groups, departments, locations, etc.
0 2 3 4
• determine cost plans in details and justify
Knowledge map for the business-plan the assumptions
Motives for business-plans • Define the accountancy of the company -
Business-start-up / Enterprise succession
/ intern, extern, economic auditor, costsCosts
enterprise-buying / Franchising / and achievements in the structure determine
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 24 /51

Module 7:
Cost planning & Cost accounting

Workpage
The costs have to determine for the company. Costs and expenses must systematically capture. The
structure of costs has to be captured. They are the basis for key figures. At first, it goes about the cost
structure, after that about the calculation.

How is the structure of cost and achievement in

your company?
Give relevant facts and figures to the cost
planning of your company.
1. Which costs and in which high there are in your
company? Set-up the structure of the costs.
2. Determine the business costs in detail.
3. Which calculated costs there are?
4. Which direct, indirect, fix and variable costs there
are?
5. How structure have the cost centre?
6. How high is the salary of the founder? Your income
as CEO? Have you planned it?
7. Which tax must pay the company?
1.____________________________________
2.____________________________________
3.____________________________________
________ ....
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________

2019/1/10 Prof. Dr. Richard Merk 25 /51

Module 8:
Calculation & Price finding

How you want to research your selling

prices?
Modul 1 2 3 4
e How you can calculated the selling price?
In which relationship are? Market price -
cost price - selling price?
5 6 7 8 9
- Find out the market prices and compare
them with your prices
- Calculate the cost prices for your products
1 11 1 1 1
0 2 3 4
and services and define the selling prices
- Use different methods of calculations
Knowledge map for the business-plan - Calculate the breakeven and take the
Motives for business-plans contribution margin calculation
Business-start-up / Enterprise succession
/ - Use the full-cost-calculation
enterprise-buying / Franchising / - Justify the price decision for your company
business concepts from enterprises
- Define the selling prices

2019/1/10 Prof. Dr. Richard Merk 26 /51

Module 8:
Calculation & price finding

Workpage
The price finding privious the calculation. In the calculation you have to search the costs, which
are necessary to sell a product or services - include profit - successful. With the selling price are
cost price and market price to assess. Use on the different methods of calculations with the
price finding in your company

To which price want and could you sell your 1.____________________________________

products and services? ________
2.____________________________________
1. Give relevant facts and figures to the 3.____________________________________
________ ....
calculation and price finding for your
_____________________________________
company. _____________________________________
2. How do you find the costa for your company? _____________________________________
3. In which height arise the costs in your value _____________________________________
chain? _____________________________________
4. Which costs arise on full-cost-basis? _____________________________________
5. Which calculation methods are usually in _____________________________________
_____________________________________
your sector? _____________________________________
6. How is the relationship between selling-, _____________________________________
costs- and market prices? ____________________________
7. Justify the selling prices for your products
and services.
2019/1/10 Prof. Dr. Richard Merk 27 /51
Module 9:
Finance planning

How do you want to finance your

company?
Modul 1 2 3 4
e How can you find the capital for
financing?
How can you raise the capital?
5 6 7 8 9
- Use of the capital: For what will be used the
capital?

1 11 1 1 1 - Capital: own-capital, borrowing-capital

0 2 3 4 - Capital costs for own- and borrowing capital
- Capital finding: How do you find the necessary
Knowledge map for the business-plan
capital? How much does it cost?
Motives for business-plans
Business-start-up / Enterprise succession - Goals to the finance regulation
/
enterprise-buying / Franchising /
- Avoid financing mistakes
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 28 /51

Module 9:
Finance planning

Workpage
The financing has to protect the economic basis of your enterprise. It must be defined, for
what be used capital, in which height and from whom the capital should come.

How do you want to finance your enterprise?

Give on relevant facts and figures to the financing
of your company.
1.______________________________________
1. For what is capital necessary? ______
What at all have to finance? 2.______________________________________
______3.________________________________
2. Do you require founders capital?
____________ ....
3. Which investments are necessary? _______________________________________
4. Must you buy a first goods camp? _______________________________________
5. Must you pay for the rent deposit, e.g. for _______________________________________
offices _______________________________________
6. How much is the gap in the liquidity? _______________________________________
_______________________________________
7. Do you have enough equity? What is with the
_______________________________________
borrowing-capital? _______________________________________
8. How do you find the borrowing-capital? _______________________________________
9. How credit-worthy is your business plan? _______________________________________
10. How credit-worthy are you in person as the _________________________________
entrepreneur?

2019/1/10 Prof. Dr. Richard Merk 29 /51

Module 10:
Capital need accounting

How can the capital needs be

determined? How high is the capital
Modul 1 2 3 4 needs?
e

Determine the assets

5 6 7 8 9 - Total capital needs
- Current assets
- Investment in detail
1 11 1 1 1 - Investment before the start
0 2 3 4
- Investment after the founding
Knowledge map for the business-plan
- other capital needs:
Motives for business-plans
initial goods, deposit, advertising
Business-start-up / Enterprise succession concept, licence, liquidity to start
/
enterprise-buying / Franchising /
- calculate the liquidity at all
business concepts from enterprises - avoid financing mistakes

2019/1/10 Prof. Dr. Richard Merk 30 /51

Module 10:
Capital need accounting
Workpage
In the framework of the financial planning have to determine the capital need in detail. The
calculation proceeds in the manner of the capital use.
Wie viel Kapital benötigt Ihr Unternehmen?
How much capital do you need for your company?
Make relevant facts and figures for your company.
1. How high must be the founding capital?
2. How high are the investments?
3. How much cost the first inventory and goods?
4. How high is the deposit for rent?
5. How high is the liquidity gap?
6. How high is the equity, the borrowing capital?
7. How much cost the credit?
8. How can you use promotion programmes for the
financing?
9. Determine the total capital need.
2019/1/10 Prof. Dr. Richard Merk
1.______________________________________
2.______________________________________
3.______________________________________
______ ....
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
______________________________________
31 /51
Module 11:
Profit & loss accounting

Do you determine the profit & loss

accounting.
Modul 1 2 3 4
e Do the follows:

5 6 7 8 9 - determine the revenues

- determine the cost and expenditure,
- create the business accounting list
- be attentive to the specifics of the
1 11 1 1 1 business sector and enterprise
0 2 3 4
- create the profit and loss accounting per
month for minimum three years
Knowledge map for the business-plan
- create the annual financial statement
Motives for business-plans - create the income-profit-accounting for
Business-start-up / Enterprise succession
/
personal or single companies
enterprise-buying / Franchising / - Check the plausibility
business concepts from enterprises
Is your profit and loss account realistic?

2019/1/10 Prof. Dr. Richard Merk 32 /51

Module 11:
Profit & loss accounting

Workpage
The profit and loss accounting notice the costs and the income in a defined time period. The P&L
statement will be lead as business accounting per month and year. There will notice all revenues
and costs or expenditures of the business gapless - in order to the rules of accounting.

How shall the P&L statement be set up for your

company? Which plan revenues and which plan
expenses arise?

Give relevant facts and figures for the P&L

statement of your enterprise.

1. Set up a P&L accounting formula for your

company. Structure in a month, year, three years
or more
2. Which sector or enterprise specialities must be
noticed.
3. Which income do you have in your enterprise?
4. Which costs and expenditures do you have?
5. Set up the month, annual P&L statement.

2019/1/10 Prof. Dr. Richard Merk 33 /51

Module 12:
Liquidity planning

How is it possible to save the liquidity of

the enterprise?
Modul 1 2 3 4
e The everytime liquidity do you have to
secure. In another case, you will be
insolvency.
5 6 7 8 9
- do you determine the start capital (equity, borrowing
capital)
- define investments and expenditures
1 11 1 1 1
0 2 3 4 - define income and expenditures,
- put together the P&L statement
Knowledge map for the business-plan
- look to the liquidity gap
Motives for business-plans
Business-start-up / Enterprise succession - plan the liquidity on hand the financing
/
enterprise-buying / Franchising / - make the liquidity forecast on the month basis
business concepts from enterprises
- make the liquidity forecast for three years or more

2019/1/10 Prof. Dr. Richard Merk 34 /51

Module 12:
Liquidity planning

Arbeitsblatt
The liquidity has to be secured. The liquidity planning sums up all income and all costs and
expenditures. The liquidity based on the real payment. Determine the payments and the termini.
The liquidity planning has to based on the P&L statement. There is to add the capital accounts,
investments, funding costs and other special expenditure of the company.

How do you plan and secure the liquidity for your

enterprise?
Give relevant facts and figures to the liquidity
planning.

1. What is the difference between the P&L statement

and the real payment of liquidity? Define the
differences in the liquidity planning.
2. Set altogether the income and expenditure and the
time of payments.
3. At what date will the payment on your account?
Check the liquidity.
4. At what date must the company herself own
payment give. Which liabilities do you have?
5. Set up on the basis of the P&L statement the
liquidity planning.

2019/1/10 Prof. Dr. Richard Merk 35 /51

Module 13:
Annual finalising & balance sheet

How will be determined the value of your

company annual?
Modul 1 2 3 4
e What includes the balance sheet and the
annual management report?

5 6 7 8 9
The annual balance sheet includes:
- all accounts of income and expenditures
1 11 1 1 1
- borders the annual performances off
0 2 3 4 - defines the active and passive value
- determine the balance sheet and the annual
Knowledge map for the business-plan report
Motives for business-plans
Business-start-up / Enterprise succession
- define important key figures:
/ rentability, own-capital rentability, rentability of
enterprise-buying / Franchising /
business concepts from enterprises
profit, economically, personnel key figures,
others.

2019/1/10 Prof. Dr. Richard Merk 36 /51

Module 13:
Annual finalising & balance sheet

Workpage
Der Jahresabschluss stellt das wirtschaftliche Ergebnis der unternehmerischen Tätigkeit fest. Er
stellt den Gewinn und Verlust fest. In ihm wird festgelegt wie mit Gewinn und bei Verlust
verfahren werden soll. In der Bilanz wird das Aktiv- und Passivvermögen des Unternehmens
bewertet. Der Lagebericht muss die wirtschaftliche Tätigkeit und die Zukunft des Unternehmens
beschreiben. Unternehmerische Entscheidungen sind festzustellen und zu begründen.

Set up the balance sheet for your enterprise.

1. Set up the relevant balance figures off your

business plan.
2. Put it together in the legal form the balance
sheet.
3. Set up the balance sheet on the basis of the
P&L statements, the financial planning and
the liquidity planning.
4. Border up to the assets and liabilities at the
year.
5. Make an annual report for the end of your
first annual.
6. Which control figures you can the follow.

2019/1/10 Prof. Dr. Richard Merk 37 /51

Module 14:
Chances & Risks

How do you estimate the chances and risks

of your business plan?
Modul 1 2 3 4 • This is a relevant question for the financing
e plan because you must have for the worst
case enough capital. This is to plan.
5 6 7 8 9 • What is the risk in the performance
description?
• What is the risk in the forecast of sales?
1 11 1 1 1 • What is the risk in the marketing plan?
0 2 3 4
• What are the risk of the financing and the
liquidity plan?
Knowledge map for the business-plan
• What are the risks in the cost- and
Motives for business-plans
Business-start-up / Enterprise succession performance accounting?
/
enterprise-buying / Franchising /
• Convert risks in chances!
business concepts from enterprises

2019/1/10 Prof. Dr. Richard Merk 38 /51

Module 14:
Chances & Risks of you business plan

In the business plan is it important at least estimate the chances and risks for the success or
failure of the business. How probable is it that the assumptions and the forecast will be real in
the economic competition? How high do you estimate the economic risks for your enterprise?
Create a best-case and worst-case for your business plan.

Assess the risks of your business plan.

1. How probable is it, that you will make the right

or false offers for your customers?
2. How probable is it, that your enterprise is false
organised, is planned or will be lead?
3. How probable is your sales forecast? Which
follows are possible by the false planning from
10%, 20% or 50%?
4. How good is the estimate of the market
potential?
5. How high is the risk doesn't any bank give you
enough credit for the borrowing capital?
6. How high is the risk of the bad debt?
Work page chances & risks
1.______________________________________
2.______________________________________
3.______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
___________________________________

How do you want to change the risks in chances?

2019/1/10 Prof. Dr. Richard Merk 39 /51

Business plan assess

How can you judge business-plans?

• … to the quality of the conceptional development;
• … to the optics and the general impression;
• … to the marketability;
• … to the plausibility, unterstandability and the way of explanation;
• … to the realism of the enterprise concept;
• … to the grounds for the sales forecast;
• … to relevant and technical mistakes.

2019/1/10 Prof. Dr. Richard Merk 40 /51

The hand book of Business plan

• The Business plans must withstand the

competition
• Business plans must convince investors,
credtors or economic promoter
• Business plans have to understand the
realities in the market
• Business plans have to describe the way to
the aim an successful enterprise
• The founder must be convinced about his
own business concept
• All Business plans have to be different from
each other because
of it is your own concept!

2019/1/10 Prof. Dr. Richard Merk 41 /51

Businessplan development

Thank you for your attention!

2019/1/10 Prof. Dr. Richard Merk 42 /51