Professional Documents
Culture Documents
BUSINESS PLANNING
Having a plan is the first necessity for success. Not all businesses have
this at the outset and often it changes along the way but once a direction is
settled upon it is important to develop clarity about where the business is
going in order to communicate it to staff, investors and the wider world.
PERSONAL SATISFACTION: THE FOUR C'S
For start-up businesses, smaller enterprises, or businesses that are heavily
influenced by one or two key members of management, issues of personal
satisfaction can be a central element in influencing long-term success.
Thus, you must evaluate and consider your personal goals when deciding upon
the course of your business development. For most entrepreneurs, the Four C’s
can sum up these goals:
1. Control,
2. Challenge,
3. Creativity and
4. Cash.
CONT.’S
1). control:
How much control you need *to exercise on a day-to-day basis
helps determine how large your company can be. If you are
unwilling to delegate or share authority, your business should be
designed to stay small. Likewise, if you need a great deal of
control over your time (because of family or personal demands),
a smaller business without rapid expansion is more appropriate.
If your company is large, put mechanisms in place and structure
management reporting systems to ensure that as the company
grows, you continue to have sufficient direction over
development to give you personal satisfaction. Understand the
nature of control your funders will have and *be certain you are
comfortable with these arrangements.
CONT.’S
2). Challenge
If you are starting or expanding a business, *you are likely to be a
problem-solver and risk-taker, enjoying the task of figuring out
solutions to problems or devising new projects.
It is important to recognize the extent of your need for new
challenges and develop positive means to meet this need;
otherwise, you may find yourself continually starting new projects
that *divert attention from your company’s overall goals.
As you plan your company, establish personal goals that not only
provide you with sufficient stimulation but advance the growth of
your business.
CONT.’S
3). Creativity
Entrepreneurs want to leave their mark. Their companies are not only a means of
making a living, but also a way of creating something that* bears their stamp.
That’s why many businesses carry the founder’s name. As you develop your
company, make certain it reflects your larger values.
You’ll want to shape your business so it is not just an instrument for earning an
'income but a mechanism for maintaining creative stimulation and making a larger
contribution to society .But don’t over personalize your company, especially if it
is large. *Allow room for others, particularly partners and key personnel, to share
in the creative process.
4). Cash
Understand how your personal financial goals have an impact on your business
plan.
For instance, if you need substantial current income, you may need investors so
that you have sufficient cash to carry you through the lean start-up time. You will
most likely have to share equity, and the business must be devised for substantial
profit potential to reward those investors appropriately.
WEEK 1
CHAPTER 2
GETTING YOUR PLAN STARTED
business successful.
The summary should include precise numbers for the size of
your market as well as its trends, your company’s goals, income
and spending information, ROI, and required funding.
2. ASSUMPTIONS
Assumptions –
The validity of the business plan will rest on the assumptions owner/
its executives make.
The business plan is based on a variety of assumptions.
9. Cash
Eg. cash flow reserve - 1-3 months operating expenses,
cash register drawers, petty cash fund, minimum balance in
checking
10. Living expenses
estimate # of months without income
11. Contingency funds
Eg. 1-3 months operating expenses, emergency fund
12. Others
Eg. pre-opening advertising, security, office supplies
WEEK 2
CHAPTER 6
INDUSTRY ANALYSIS & TRENDS
Do research
1) You will have to conduct research on your industry to
determine what costs there will be.
2) You can conduct interviews with people already in the
industry.
3) You can research through trade associations.
competencies.
A comprehensive SWOT analysis should include an
honest
assessment of your market.
It will include internal factors, such as strengths and
weaknesses, and external factors, such as opportunities
and threats.
SWOT ANALYSIS (CONT.’S)
1.Geographic Segmentation
2. Distribution Segmentation
3. Media Segmentation
4. Price Segmentation,
5. Demographic Segmentation
6. Time Segmentation
7. Psychographic or Lifestyle Segmentation
TARGET MARKET
It is necessary to define your target market in
terms as specific as possible.
Market segmentation subdivides a market along
some commonality.
The purpose of segmentation is to enable a
1. What do we do best?
Profit Engine
What is our primary revenue driver? How do we make
money? (i.e. profit per customers, profit per customer
visits, profit per employee, profit per order)
How sustainable is your Competitive Advantage?
In other words, is it difficult for competitors to match
your competitive advantage?
Can you improve your competitive advantage?
Competitive Advantage can be achieved through a
variety of means.
ELEMENTS OF COMPETITIVE ADVANTAGE
daily operations?
special skills.
Are there minimum national standards/ employment
regulations which you need to bear in mind?
WEEK 5
CHAPTER 14 TAXES
1. Depreciation
2. Cost of Goods Sold
3. Income Statement
4. Statement of Owner’s Equity
5. Cash Flow Statement
6. Balance Sheet
7. Loan Amortization
BREAK-EVEN ANALYSIS
A company breaks even when its total sales equals
its total expenses. To calculate the break-even
point, one must know not only a firm’s total
expenses, but of those expenses, how much are
fixed and how much are variable.
The formula to calculate the break-even point in
units for a
single product is: