FormtheIdeatotheBusinessPlan
OskarKowalewski
CreatingaBusinessPlan
58%ofthemostrecentInc. CEOsdidnotcreateaformal
writtenplan.
Butbusinessplansdohelpentrepreneursprepareenough
resourcesandstayfocusedonkeyobjectives.
WhatisBusinessPlan?
Thebusinessplanisawrittendocument
preparedbytheentrepreneurthatdescribesall
therelevantinternalandexternalelementsand
strategiesforstartinganewventure.
Itisaintegrationoffunctionalplanssuchas
marketing,finance,manufacturing,salesand
humanresources.
Thebusinessplanshouldbepreparedbythe
entrepreneur.
Theentrepreneurmayconsultwithmanyother
sourcesinitspreparation,suchaslawyers,
accountants,marketingconsultants,and
engineers.
ScopeandValueoftheBusinessPlan
WhoReadsThePlans?
Thebusinessplanmaybereadbyemployees,
investors,bankers,venturecapitalists,suppliers,
customers,advisors,andconsultants.
Therearethreeperspectivesshouldbe
consideredinpreparingtheplan:
Perspectiveoftheentrepreneur
Marketingperspective
Investorsperspective
TypesofBusinessPlans
BusinessPlanOutline
Section Heading
Cover Page
Table of Contents
Executive Summary
Industry, Target Customer, and Competitor Analysis
Company Description
Product/Service Plan
Marketing Plan
Operations and Development Plan
Management Team
Critical Risks
Offering
Financial Plan
Appendix of Supporting Documents
Executive Summary
Itisoftennecessaryforanentrepreneurto
orallypresentthebusinessplanbeforean
audienceofpotentialinvestors.
Inthistypicalforumtheentrepreneurwouldbe
expectedtoprovideashort(perhaps20
minutesorhalfhour)presentationofthe
businessplan.
The 12-13 Page PowerPoint Pitch
Summary
Mission statement
What is the idea?
How will it create value?
Timeline / milestones
Expected results
Specific request (e.g., $)
Preparing An Elevator Speech
Total 60 seconds
Preparetowriteabusinessplan
Thesixsteps:
Prepareaprocessflowchart
Identifythebusinessspositiononthevaluechain
Developabusinesstimeline
Developfinancialpremises
Forecastsalesandcapitalexpenditures
Calculatestartupcapitalrequirements
Conductasensitivityanalysis
Triangulation
PrepareaProcessFlowChart
Depictsalltheactivitiesofthebusiness
Illustratespersonnelneedsandequipment
required
TheProcessFlowChart
Retail location remodeling and design
Primary Customer One-stop retail shop Sales person(s) salary (2 FT, 3PT)
Payroll Taxes for Sales person(s) (4)
Benefits (2)
Store Supplies and furniture
Marketing Retail space lease
Utilities
Insurance
Business Taxes
Employee(s) salaries (1)
Merchant account fees
Payroll Taxes (1)
Benefits (1)
Direct Mail Costs
Advertising Costs
Office Supplies
Apparel Design
Forwarding
Services
Accounting
Forwarder Fees
Designer(s) (1)
Prorotype Material Employee(s) salaries (1)
Payroll Taxes (1)
Benefits (1)
Accounting Software
Office Supplies
Outsourced
Manufacturing
Identifythebusinessspositioninthevaluechain
Todeterminehowmuchthecompanycancharge
foritsproductorservice
Toknowhowmuchitcoststoacquireinventoryor
rawmaterial.
Core Strategy
IndustryDescription
Broaderindustryinwhichthefirmwillcompete
Industrysize,growthrate,trends,andcompetitors
Differentsegmentsoftheindustry
Nicheinwhichthefirmplanstoparticipate
TargetCustomers
Demographicsandpsychologicalvariablesvalues,
attitudes,andfears
CompetitorAnalysis
Productorserviceattributesthatareorarenot
providedbycompetitors
GoalsofMarketResearch
Tofindout:
Whoismostlikelytopurchasetheproductor
serviceatmarketintroduction?
Whatdothesecustomerstypicallybuy,howdo
theybuyit,andhowdotheyhearaboutit?
Whatistheirbuyingpattern?Howoftendothey
buy?
Whatarethecustomersneedsandhowcanthe
newventuremeetthoseneeds?
MinimumPopulationRequirementsto
SupportaRetailStoreSCHWAB
GROCERIES 700
RESTAURANTS 1200
DRUGSTORES 3500
HARDWARE 6000
SHOES 7000
FLORISTS 9500
APPLIANCES 10000
SPORTINGGOODS 15000
STATIONERY 25000
HOBBY/TOY 30000
DEPARTMENTSTORE 40000
CAMERA/PHOTOSUPPLY 50000
Marketing Plan
This is a detailed explanation of your sales strategy, pricing plan,
proposed advertising and promotion activities, and product or
service's benefits.
The Marketing Plan section explains how you're going to get your
customers to buy your products and/or services.
CensusDataforBerrienSprings:
Population=12,800
TargetMarkets:
ToothWhitening>21to40yearolds=2816people
RootCanalSurgery>41to80yearolds=6272people
EstimatingDemand
TargetMarkets:
ToothWhitening>21to40yearolds=2816people
RootCanalSurgery>41to80yearolds=6272people
Dr.HappyToothassumeshecancapturebetween2and5%ofthetargetmarketfortooth
whiteninginhisfirstyearofoperation(duetolimitedcompetitionforthisservice).He
alsoassumeshecangetbetween1and3%oftherootcanalbusiness.Thus,we
generatetheforecastbelow,notingoptimistic,pessimistic,andmostlikelyscenarios:
Keeping focused on the bottom line will help you organize this part of
the business plan; think of the operating plan as an outline of the capital
and expense requirements your business will need to operate from day
to day.
You need to do two things for your readers in the operating section of
the business plan: show what you've done so far to get your business off
the ground (and that you know what else needs to be done) and
demonstrate that you understand the manufacturing or delivery process
of producing your product or service.
Management Plan
An outline of your business' legal structure and management
resources, including your internal management team, external
management resources, and human resources needs.
Yardstick approach
Comparable firms in relevant dimensions
IPO prospectuses
Other data sources
Fundamental analysis
Market and market share
Engineering cost estimates
Demand-side approach - How much customers would buy
Supply-side approach - How fast the venture can grow
Credibility and support for assumptions
Mixed approach
The Firm as a Cash Conversion Process
Cash Future
Firm
Cash
Cash Needs Assessment
Infusions
Beginningcash
Reinvestment
Expenditures (toretainedearnings)
Production
Inventory CreditSales
Cashsales Accounts
Receivable
EndingCash Collections
34
New Corporation (PSA)
35
36
37
38
Statement of Cash Flows
Statement of Cash Flows:
shows how cash, reflected in accrual accounting, flowed into & out of a firm
during a specific period of operation
39
Short-term cash planning tools
Sales Schedule
Purchase Schedule
Wages and Commission Schedule
Cash Budget
PDC Company operating & cash budget
SALES SCHEDULE
MARCH APRIL MAY JUNE
Schedule 1:
Sales Forecast $92 000 $115 000 $184 000 $138 000
Credit sales, 40% 36 800 46 000 73 600 55 200
Cash 60% 55 200 69 000 110 400 82 800
Schedule 2:
Cash Collections
Cash sales this month 69 000 110 400 82 800
100% last month's
credit sales 36 800 46 000 73 600
Total colections 105 800 156 400 156 400
PDC Company operating & cash budget
PURCHASES SCHEDULES
MARCH APRIL MAY JUNE
Schedule 3:
Purchases
Ending inventory $110,400 $149,040 $123,280 $110,400
+CGS 64,400 80,500 128,800 96,600
=Total needed 174,800 229,540 252,080 207,000
-Beginning inventory 97,520 110,400 149,040 123,280
=Purchases 77,280 119,140 103,040 83,720
Schedule 4:
Purchase Disbursements
50% last mo's purch 38,640 59,570 51,520
+50% this mo's purch 59,570 51,520 41,860
=Disbursements for
purchases 98,210 111,090 93,380
42
PDC Company operating & cash budget
WAGES & COM M ISSIONS SCHEDULE
MARCH APRIL MAY JUNE
Schedule 5:
Wages & Commiss.
Wages (fixed) $5,750 $5,750 $5,750 $5,750
+Commissions 15%
of current sales 13,800 17,250 27,600 20,700
=Total 19,550 23,000 33,350 26,450
Schedule 6:
Disbursements-
Wages/Commiss.
50% last mos exp. 9,775 11,500 16,675
+50% this mos exp. 11,500 16,675 13,225
=Total 21,275 28,175 29,900
44
Check With Projected Financials
51
Cash Burn
Cash Burn:
cash a venture expends on its operating and financing expenses and its
investments in assets
MPCfor2008:
Cashburn=425,000+65,000+39,000+27,000+
20,000+0 (1,000+27,000)+50,000+8,000=
606,000
53
Cash Burn
Cash Build = Net sales Change in receivables
MPC for 2008:
Cash build = 575,000 - 30,000 = 545,000
Cash Build Rate:
Cash build for a fixed period of time, typically a month
FixedExpenses:
coststhatareexpectedtoremainconstantoverarangeof
revenuesforaspecifictimeperiod
EBITDA:
earningsbeforeinterest,taxes,&depreciation&amortization
55
Survival Breakeven Analysis:
Some Basics
Basic Equation:
EBDAT = Revenues (R) - Variable Costs (VC) Cash Fixed Costs
(CFC)
Where:
CFC includes both fixed operating (e.g., general & administrative,
& possibly marketing expenses) & fixed financing (interest) costs
56
Solving for the Breakeven Level of
Survival Revenues
Starting Point:
Ratio of variable costs (VC) to revenues (R) is a
constant (VC/R) & is called the Variable Cost
Revenue Ratio (VCRR)
Survival Revenues (SR) = VC + CFC
Rewriting, CFC = SR VC
By substitution, CFC = SR[1 (VCRR)]
Solving for SR, SR = [CFC/(1 VCRR)]
57
Survival Revenues Breakeven:
An Example
If the PSA venture were expecting:
Revenues = $1,000,000
Cost of Goods Sold = $650,000
Administrative Expenses = $200,000
Marketing Expenses = $180,000
Depreciation Expenses = $100,000
Interest Expenses = $20,000
Tax Rate = 33%
58
Survival Revenues Breakeven:
An Example (continued)
Note: only Cost of Goods Sold is expected
to vary directly with Sales
VCRR = $650,000/$1,000,000 = .65
CFC = $200,000 + $180,000 + $20,000 = $400,000
SR = $400,000/(1 - .65) = $1,143,000 rounded
Survival Revenues Breakeven:
An Example (continued)
Check:
Survival Revenues $1,143,000
Cost of Goods Sold (65%) -743,000
Gross Profit 400,000
Administrative Expenses -200,000
Marketing Expenses -180,000
Interest Expenses -20,000
EBDAT $0
Graphically
61
Identifying Breakeven Drivers in
Revenue Projections
Contribution Profit Margin = 1 VCRR
higher contribution profit margins mean lower levels of survival
revenues are needed to break even (EBDAT = 0)
Example:
Assume cash fixed costs are $400,000 & the VCRR declines
from 65% to 60%
Example:
Assumecashfixedcostsdeclinefrom$400,000to$350,000&
theVCRRis65%
[A]:SR=$400,000/(1 .65)=$1,143,000
[B]:SR=$350,000/(1 .65)=$1,000,000
65
Liquidity ratios
Indicate the ability to pay short-term liabilities
when they come due
Current Ratio:
= Average current assets/Average current liabilities
= (250,000+180,000)/2
(204,000+110,000)/2
= 1.37
Liquidity ratios
Liquid assets: sum of a ventures cash and marketable
securities plus its receivables
Quick Ratio =
Average current assets Average inventories
Average current liabilities
= (250,000 +180,000)/2 (140,000+95,000)/2
(204,000 + 110,000)/2
= .62
67
Liquidity ratios
68
MPC Burn rates and Liquidity ratios
RATIO 2007 2008 % Change
Cash burn 417,000 606,000 +45.3%
Monthly cash burn 34,750 50,500 +45.3%
Cash build 423,000 545,000 +28.8%
Monthly cash build 35,250 45,417 +28.8%
Net Cash burn -6,000 61,000 N/A
Monthly net cash burn -500 5,083 N/A
Year-end months of cash N/A .98 N/A
Current ratio 1.56 1.37 -12.2%
Quick ratio .76 .62 -18.4%
NWC-total assets ratio .174 .147 -15.5%
Ratio Analysis
Operating Cycle:
time it takes to purchase, produce, and sell the ventures products plus
the time needed to collect receivables if the sales are on credit
72
Measuring conversion times
73
Measuring conversion times
74
Measuring conversion times
75
Measuring conversion times
CashConversionCycle
= InventorytoSaleConversionPeriod
+SaletoCashConversionPeriod
PurchasetoPaymentConversion
=112.9days+57.1days 76.8days
=93.2days
76
MPC conversion period performance
77
Dells Business Model
Dells Approach to Selling PCs versus Traditional Manufacturers
Leverage ratios
LeverageRatio:
indicatestheextenttowhichtheventureisindebtanditsability
torepayitsdebtobligations
LoanPrincipalAmount:
dollaramountborrowedfromalender
Interest:
dollaramountpaidontheloantoalenderascompensationfor
makingtheloan
79
Measuring financial leverage
TotalDebttoTotalAssetRatio:
=Avetotaldebt/Avetotalassets
=(204,000+110,000)/2+(80,000+90,000)/2
(446,000+343,000)/2
=.6134or61.34%
80
Measuring financial leverage
EquityMultiplier:
=Avetotalassets/Aveownersequity
=(446,000+343,000)/2
(162,000+143,000)/2
=2.587times
81
Measuring financial leverage
CurrentLiabilitiestoTotalDebtRatio:
=Ave.currentliabilities/Ave.totaldebt
=(204,000+110,000)/2
(284,000+200,000)/2
=.6488or64.88%
82
Measuring financial leverage
InterestCoverageRatio:
=EBITDA/Interest
=47,000+17,000/2
20,000
=3.20times
83
Profitability and efficiency ratios
Profitability Ratios:
indicate how efficiently a venture controls its expenses
Efficiency Ratios:
indicate how efficiently a venture uses its assets in producing sales
Profitability and efficiency ratios
GrossProfitMargin:
=NetSales COGS
NetSales
=195,000/575,000
=.3391or33.91%
85
Profitability and efficiency ratios
OperatingProfitMargin:
= EBIT.
NetSales
=47,000/575,000
=.0817or8.17%
86
Profitability and efficiency ratios
NetProfitMargin:
= NetProfit
NetSales
=19,000/575,000
=.0330or3.30%
87
Profitability and efficiency ratios
SalestoTotalAssetsRatio:
= NetSales.
Avetotalassets
= 575,000.
(446,000+343,000)/2
= 1.458times
88
Profitability and efficiency ratios
ReturnonTotalAssets(ROA):
= Netprofit.
Avetotalassets
= 19,000_
(446,000+343,000)/2
=.048or4.8%
89
Profitability and efficiency ratios
ROAModel:
thedecompositionofROAintotheproductofthenetprofitmarginand
thesalestototalassetsratio
ROA
=(Netprofit/sales)x(Netsales/Ave.totalassets)
=(19,000/575,000)x(575,000/
(446,000+343,000)/2)
=.0330x1.458=.048or4.8%
90
ROAModelConsiderations
Case1:HighProfitMargins&LowAssetTurnovers
Examples:products&servicesbasedontechnologicalinnovations
Case2:LowProfitMargins&HighAssetTurnovers
Examples:commoditytypeproducts&services 91
Profitability and efficiency ratios
ReturnonEquity(ROE):
= NetIncome.
Aveownersequity
= 19,000.
(162,000+143,000)/2
=.1246or12.46%(or12.5%rounded)
92
Profitability and efficiency ratios
ROEModel:
thedecompositionofROEintotheproductofthenetprofitmargin,sales
tototalassetsratio,andequitymultiplier
ROE
=(Netprofit/sales)x(Netsales/Ave.totalassets)
x(Ave.totalassets/Ave.equity)
=3.3%x1.46%x2.59%=12.5%
93
MPCperformance
Impacton
Profitability
Ratio 2007 2008 orEfficiency
Grossprofitmargin 34.93% 33.91% lower
Operatingprofitmargin9.59% 8.17% lower
Netprofitmargin 4.79% 3.30% lower
Unlever.profitmargin 6.71% 5.72% lower
Salestototalassets 1.327 1.458 higher
ROA 6.36% 4.82% lower
ROE 15.85% 12.46% lower
MPCIndustry comparables analysis
2008 Comparison
2008 IndustryAve. withindustry
LiquidityRatios
Currentratio 1.37 1.80 lower
Quickratio .62 .80 lower
ConversionPeriodRatios
Inventorytosale 112.9days 100days higher
Saletocash 57.1days 55.0days higher
Purchasetopayment 76.8days 74.1days higher
Cashconversioncycle 93.2days 80.9days higher
95
MPCIndustry comparables analysis
2008 Comparison
LeverageRatios 2008 IndustryAve. withindustry
Tot.debttotot.assets 61.3% 60.0% higher
Interestcoverage 3.20 4.00 lower
Profitability/EfficiencyRatios
Grossprofitmargin 33.91% 35.0% lower
Operatingprofitmargin 8.17% 10.0% lower
Netprofitmargin 3.30% 4.5% lower
NOPATmargin 5.72% 6.00% lower
Salestototalassets 1.458 1.5 lower
Returnontotalassets 4.82% 6.3% lower
Returnonequity 12.46% 15.00% lower
96
ChinaFoodTruck
ChinaFoodTruck
AgroupofIESEGstudentsdecidedtoopena
chainwithChinasFoodTrucks,whereasthefist
onewilloperateclosetothecampus.
Pleasecreateaproforma businessplan.
ChinaFoodTruck
Thebusinessplanshouldinclude
a. investment,salesandoperating
management
b. financialstatement
c. financialanalysis