Financial Plan workshop (May 18th, 2015) for Microsoft Innovation Center Brussels' boostcamp programme, together with Catherine Blondiau & Rodolphe d'Udekem d'Akoz of impulse.brussels
1. Xavier Corman | Martin van Wunnik 107/02/2012 Xavier Corman | Martin van Wunnik 117/04/2012
MIC boostcamp - Finance workshop
P&L “Carton de bière”, what’s next?
Key parts and logic behind your financial plan
Catherine Blondiau
Rodolphe d'Udekem d'Acoz
Martin van Wunnik
18 May '15
2. Xavier Corman | Martin van Wunnik 207/02/2012
Who are we ?
Martin van Wunnik
Catherine Blondiau
Rodolphe d'Udekem d'Acoz
18 May '15
3. Xavier Corman | Martin van Wunnik 307/02/2012
This presentation is available for free:
http://www.slideshare.net/FinanceCoach24
18 May '15
4. Xavier Corman | Martin van Wunnik 407/02/2012 Xavier Corman | Martin van Wunnik 417/04/2012
Why a Financial Plan ?
If you don't think about the future,
you cannot have one.
John Golsworthy
where you want to go
how you are supposed to get there
You need to know
18 May '15
5. Xavier Corman | Martin van Wunnik 507/02/2012 Xavier Corman | Martin van Wunnik 517/04/2012
Financial Plan
The Financial Plan is a forecast about the future :
basically the financial translation of your project
/business model which allows you to :
• Check the viability of your project
• Estimate the financial need of your startup
• Calculate the break-even point
• Understand the key metrics that influence
your business
18 May '15
6. Xavier Corman | Martin van Wunnik 607/02/2012 Xavier Corman | Martin van Wunnik 617/04/2012
Financial Plan
18 May '15
Some key elements not to forget :
• Be coherent
• With your business model / business plan
• Costs versus Sales
• Cash is key
• Working Capital Requirement
• Each financial need has an appropriate source of
financing
• A financial plan is also a legal obligation to launch
a company
7. Xavier Corman | Martin van Wunnik 707/02/2012 Xavier Corman | Martin van Wunnik 717/04/2012
Financial Plan
Content
– Assumptions
– Profit & Loss
– Balance Sheet / Investment
– Cash-Flow -> Cash needed Cash=king! CIMITYM
– Valuation of the project
– Profitability / return of the project
18 May '15
P&L “Carton de bière”
8. Xavier Corman | Martin van Wunnik 807/02/2012 Xavier Corman | Martin van Wunnik 817/04/2012
18 May '15
9. Xavier Corman | Martin van Wunnik 907/02/2012 Xavier Corman | Martin van Wunnik 917/04/2012
Accounting: Profit & Loss (P&L)
Revenues (Sales…)
COGS (Cost of Sales)
General Expenditures
Personnel Costs
Depreciation
Financial cost
Profit
Grossmargin
EBITDA
Taxes
EBITDAEBIT
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10. Xavier Corman | Martin van Wunnik 1007/02/2012 Xavier Corman | Martin van Wunnik 1017/04/2012
Accounting: Balance Sheet
Non Current Assets
(Actifs Immobilisés/
Vast Activa)
Equity + Reserves
(Capital/Kapitaal)
LT Debts
ST Debts
Current Assets
(Actifs circulants/
Vlottend Activa)
ACTIVE PASSIVE
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11. Xavier Corman | Martin van Wunnik 1107/02/2012 Xavier Corman | Martin van Wunnik 1117/04/2012
Required Cash-Flow
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12. Xavier Corman | Martin van Wunnik 1207/02/2012 Xavier Corman | Martin van Wunnik 1217/04/2012
How to finance your startup ?
Equity
LT Debts
ST Debts
FFF
B A
V C
Crowd
Public
Banks
Shareholders
Clients
Suppliers
Banks
Shareholders
18 May '15
13. Xavier Corman | Martin van Wunnik 1307/02/2012 Xavier Corman | Martin van Wunnik 1317/04/2012
David Skok
SaaS Metrics 2.0
A Guide to Measuring and
Improving what Matters
http://www.forentrepreneurs.com/saas-metrics-2
18 May '15
14. Xavier Corman | Martin van Wunnik 1407/02/2012 Xavier Corman | Martin van Wunnik 1417/04/2012
Impulse template
Don’t hesitate to use different
colors to better identify
hypothesis vs facts
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15. Xavier Corman | Martin van Wunnik 1507/02/2012 Xavier Corman | Martin van Wunnik 1517/04/2012
Sales & Costs
(find your specific drivers for both aspects)
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16. Xavier Corman | Martin van Wunnik 1607/02/2012 Xavier Corman | Martin van Wunnik 1607/02/2012
Financial assumptions
How to estimate your Sales?
17. Xavier Corman | Martin van Wunnik 1707/02/2012 Xavier Corman | Martin van Wunnik 1717/04/2012
18 May '15
2.1. Chiffre d'affaires : Volume de vente (= nombre d'unités vendues, mois par mois, pour chaque produit-service)
1/2014 2/2014 3/2014 4/2014 5/2014
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
2.2. Chiffre d'affaires : Prix de vente (= prix unitaire, mois par mois, pour chaque produit-service, hors TVA)
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
(-) 21% - - - -
Taux de
TVA
18. Xavier Corman | Martin van Wunnik 1807/02/2012 •18
SALES
•Sales?
•What? •When?
•How
Much?
•Price? •How?
•Market potential = (Average Purchase * How Much * How
Often)
•Market potential = (Average Purchase * How Much * How
Often)
19. Xavier Corman | Martin van Wunnik 1907/02/2012
What ?
Focus on your Value
Proposition
What do you offer :
MVP or full
product/service,
product alone or full
package,…
What is your Unique
Selling Proposition?
20. Xavier Corman | Martin van Wunnik 2007/02/2012
Price?
Pricing of alternative solutions
How much is the customer ready/willing to pay?
Price:
- Not too low
- Not too high
- Coherent
Evolution of the selling prices?
What is the average amount per purchase?
Test it!Test it!
21. Xavier Corman | Martin van Wunnik 2107/02/2012
How Much?
2 methods to evaluate How Much you will be able to sell
•Top Down
•approach starts
with market and
industry data.
•Top Down
•approach starts
with market and
industry data.
•Bottom Up
•approach starts
with your
customers and
your resources
•Bottom Up
•approach starts
with your
customers and
your resources
22. Xavier Corman | Martin van Wunnik 2207/02/2012
How Much? – Top Down
A Top Down analysis is calculated by determining the total
market, then estimating your share of that market.
It works in 3 steps :
1. Total Available Market (TAM) : How large is the market if all
customers buy your product ?
2. Serviceable Available Market (SAM) : Focus on your own
technology/services
3. Serviceable Obtainable Market (SOM) : Which realistic market
share can be obtained by myself, considering competition,
countries, my sales/distribution channels and other market
influences?
23. Xavier Corman | Martin van Wunnik 2307/02/2012
How Much? – Top Down : Example
You want to sell internet access in Europe
Each account will yield €250 per year.
Expected revenue : € 1 billion (4 millions ×€250/customer)
TAM Total population of Europe 500 millions
SAM
% of the population who want
internet access
80%
400 millions
SOM
Based on your market study, you
expect to achieve 1% of that potentiel
audience
1%
4 millions
24. Xavier Corman | Martin van Wunnik 2407/02/2012
How Much? – Bottom-Up
This approach allow you to estimate the sales considering
the client and your resources.
The idea is to understand how much you will be able to sell
considering the resources of your company :
- Time
- People
- Money
25. Xavier Corman | Martin van Wunnik 2507/02/2012
How Much? – Bottom Up: Example
You want to sell internet access in Europe
Each account will yield €250 per year.
Expected revenue : € 150 000 (600×€250/customer)
We can bring on board five salespeople 5 salespeople
Each salesperson can make ten phone sales calls a day
that get through to a prospect.
10 calls/day
There are 240 working days per year. 240 days
5% of the sales calls will convert within six months 5%
Estimated sales 600
26. Xavier Corman | Martin van Wunnik 2607/02/2012
How Much?
Combine both approaches
- Use top-down analysis to estimate the market opportunity for your
company—to decide whether you want to try it in the first place
- Use bottom-up analysis to get a realistic and testable estimate of
what you can achieve within the first years of your startup
Challenge both approaches and present a coherent global
perspective of your estimated sales
One-off/recurring/bundled sales?
What are the supporting trends of your market ?
How fast will the market grow?
27. Xavier Corman | Martin van Wunnik 2707/02/2012
When & How ?
How and When are you going to sell your products ?
Sales channels: Direct / Indirect – focus may shift over time
28. Xavier Corman | Martin van Wunnik 2807/02/2012
When & How ? - COCA
Impact on the cost of customer acquisition (COCA)
Target
Calls
Meetings
First sale
€?
29. Xavier Corman | Martin van Wunnik 2907/02/2012
When & How ? - COCA
Impact on the cost of customer acquisition (COCA) :
- It costs money to achieve each sales
- How much resources (time, €, HR) does it require (cf
Bottom Up approach)?
- Includes unsuccessful prospects
- To be taken into account in your financial plan
- Choice of channels :
Financially sustainable?
30. Xavier Corman | Martin van Wunnik 3007/02/2012
When & How ? - COCA & LTVOAC
COCA & Life time value of an acquired customer
- Cost of Customer Acquisition (COCA)
- Life time value of an acquired customer (LTVOAC)
- Each acquired customer will provide you with revenues
during his life time (as a client of your company)
- Put those revenues in perspective with the COCA
COCA = Sales & Marketing Costs / Customers
LTVOAC = revenue over life time x gross margin
31. Xavier Corman | Martin van Wunnik 3107/02/2012
When & How ? - COCA & LTVOAC
Lifetime value of a gym member who spends €20 every
month for 3 years?
- €20 X 12 months X 3 years = €720 in total revenue (or
€240 per year)
How much will it cost you to acquire this client? Allowable
acquisition cost?
How to optimize LTVOAC?
Discount while managing CF
32. Xavier Corman | Martin van Wunnik 3207/02/2012
Don’t Forget …
Probably one of the most important parameters … and
certainly the most difficult to estimate !!
Consider different (sub)categories of products and/or
services
Consider the volume of units (products/services) sold and the
respective selling prices
Outputs
– Per product (category)
– Per client / market / segment
– Per channel
– Combine ?
33. Xavier Corman | Martin van Wunnik 3307/02/2012
Don’t Forget …
Gross sales or Net sales (e.g. after commission, bad debts…)
Consider the initial volumes and the growth rates for each
line of products/services without forgetting the market’s
dynamic (seasonality, evolution of the selling prices, growth…)
Be aware of potential delays and lower (initial) volumes &
growth rates than expected.
Consider the sales without VAT (unless you do not recuperate
it !)
34. Xavier Corman | Martin van Wunnik 3407/02/2012
Don’t Forget …
The sales data should be based on tangible elements and
hypothesis directly linked to the business plan
In no circumstances should the volume of sales be based on
the costs … : “ spontaneous sales creation ” in order to
achieve break even or benefit on paper does not help and
could possibly endanger your credibility in the eyes of third
parties
To keep in mind:
- User friendliness, avoid too much items
- Internal logic : price, discount, cost of sales, payment
conditions… & cycle
35. Xavier Corman | Martin van Wunnik 3507/02/2012 Xavier Corman | Martin van Wunnik 3517/04/2012
Your answers to...
18 May '15
36. Xavier Corman | Martin van Wunnik 3607/02/2012 Xavier Corman | Martin van Wunnik 3607/02/2012
Financial assumptions
How to estimate your Costs?
37. Xavier Corman | Martin van Wunnik 3707/02/2012 Xavier Corman | Martin van Wunnik 3717/04/2012
Fixed costs
1. What is the structure to run the business: SPRL/BVBA or SA/NV?
How many (co)founders and employees (1, 5 or 50)? Employees or
outsourced workforce?
2. Back-office services required?
3. Required operational fixed costs?
4. Where: in Brussels, Wallonia, Flanders? Any outsourced activities
outside Belgium?
R&D
1. Budget and estimated period? Type of R&D? Recurrent?
2. How many people for R&D?
Investments
1. Planned investments? Computers, software licence, machines, etc…
2. Budget and schedule of the investments. Subsidies ?
18 May '15
38. Xavier Corman | Martin van Wunnik 3807/02/2012 Xavier Corman | Martin van Wunnik 3807/02/2012
• Costs of goods/services sold
• (Other) Operating Costs
39. Xavier Corman | Martin van Wunnik 3907/02/2012 Xavier Corman | Martin van Wunnik 3917/04/2012
18 May '15
3. Coûts des ventes
1/2014 2/2014 3/2014 4/2014
3.1. Achats de marchandises : Coûts d'achat des marchandises liées aux produits-services vendus, mois par mois, pour chaque produit
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
3.2. Autres coûts de vente liés au produit-service vendu, mois par mois, pour chaque produit-service, exprimés en pourcentage du ch
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
(-) 21% 0.00% 0.00% 0.00% 0.00%
Taux de
TVA
40. Xavier Corman | Martin van Wunnik 4007/02/2012 Xavier Corman | Martin van Wunnik 4007/02/2012
= Cost of Sales
Variable costs directly linked to the goods / services sold
and highly or totally proportional to the sales
Can be close to zero for some kind of activities
Much easier to predict than the volume of sales itself
(should logically be based on tangible elements)
COGS : Cost of Goods / Services sold
41. Xavier Corman | Martin van Wunnik 4107/02/2012 Xavier Corman | Martin van Wunnik 4107/02/2012
Two main categories:
a) goods purchased and/or manufactured
means a potential inventory and an additional
financial need
b) other costs, linked to sales, with no impact on
inventory
eg. Transport, payment or packaging costs
COGS : Cost of Goods / Services sold
42. Xavier Corman | Martin van Wunnik 4207/02/2012 Xavier Corman | Martin van Wunnik 4207/02/2012
Deducted from the sales, it will give the gross
margin or gross revenues
Often an important parameter, notably to monitor
the evolution of profitability & to make comparison
with company in similar business
In some cases, there is a grey zone whether some
costs « should » be integrated in the COGS or the
general expenses, with some freedom to choose
COGS : Cost of Goods / Services sold
43. Xavier Corman | Martin van Wunnik 4307/02/2012 Xavier Corman | Martin van Wunnik 4317/04/2012
18 May '15
5. Stocks et délais de paiement
0 0.0
0 0.0
0 0.0
0 0.0
0 0.0
0 0.0
Délai moyen de paiement des clients (de 0 à 6 mois) 1.0
Délai moyen de paiement aux fournisseurs (de 0 à 6 mois) 1.0
5.1 Stocks
5.2. Délais moyen de paiement des clients
(-)
(-)
(-)
(-)
(-)
(-)
Stock Minimum (en valeur achat)
(euro htva)
Rotation moyenne du stock tous les
mois(euro htva)
mois
mois
(euro htva)
mois
mois
5.3. Délais moyen de paiement aux fournisseurs
mois
mois
(euro htva)
(euro htva)
(euro htva) mois
44. Xavier Corman | Martin van Wunnik 4407/02/2012 Xavier Corman | Martin van Wunnik 4407/02/2012
• Costs of goods/services sold
• (Other) Operating Costs
46. Xavier Corman | Martin van Wunnik 4607/02/2012 Xavier Corman | Martin van Wunnik 4607/02/2012
General Expenses or « Fixed » costs
Costs Depends on
Rent & Maintenance expenses # ETP
Utilities, Telephone, Internet & Licences, etc # ETP
Insurance & Bank fees % CA
Third parties / subcontracters, notably : Accountants, Lawyer
fees, External sales, etc
% CA
# ETP
Marketing & Communication expenses % CA
Travel & representation expenses % CA
Geographic
# ETP
HR costs other than salary and related costs # ETP
Other Taxes than on profit
Unexpected expenses
47. Xavier Corman | Martin van Wunnik 4707/02/2012 Xavier Corman | Martin van Wunnik 4717/04/2012
18 May '15
7. Frais des ressources humaines : Employé - Ouvrier / Administrateur - Gérant
Brut mensuel
de départ
Date
d'entrée
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
0 1/01/14
Ouvriers
Personne ou fonction à remplir
Ouvrier 1
Ouvrier 2
Ouvrier 3
Ouvrier 9
Ouvrier 7
7.1. Rémunération mensuelle brute des employés et ouvriers
Employé 5
Ouvrier 4
Ouvrier 5
Employés
Employé 7
Ouvrier 6Employé 6
Employé 8
Employé 9
Ouvrier 8
Personne ou fonction à remplir
Employé 1
Employé 2
Employé 3
Employé 4
7.2. Rémunération mensuelle brute des administrateurs-gérants, mois par mois
1/2014 2/2014 3/2014 4/2014 5/2014
- - - - -
- - - - -
Administrateur-Gérant 1
Administrateur-Gérant 2
48. Xavier Corman | Martin van Wunnik 4807/02/2012 Xavier Corman | Martin van Wunnik 4807/02/2012
Employees versus Workers
Director (self-employed) versus staff under contract
NB: social costs linked to the shareholder of a company
working for it under a self-employed status is not to be
included in the FP of the company, unless specifically
foreseen
The differences in the fiscal status and in the costs for the
company are quite significant
(eg multiplication effect x 1.34 x 13.92 !)
General Expenses : HR costs
49. Xavier Corman | Martin van Wunnik 4907/02/2012 Xavier Corman | Martin van Wunnik 4917/04/2012
18 May '15
8. Investissements à réaliser
Taux de TVA
21%
21%
Taux de TVA
21%
21%
21%
Taux de TVA
21%
21%
21%
21%
21%
21%
21%
21%
8.1. Investissements de l'année 2014
Total des investissements de l'année
Total
Date prévue
-
-
-
-
-
Montant
Total -
(-)
Montant
-
1/01/14
1/01/14
Montant
1/01/14
Date prévue
Date prévue
1/01/14
1/01/14
1/01/14
-
-
1/01/14
-
-
-
-
1/01/14
Total
(-)
(-)
1/01/14
1/01/14
b) Immobilisations incorporelles
a) Frais de constitution
-
1/01/14
(-) -
1/01/14 -
(-)
c) Immobilisations corporelles
(-)
(-)
(-)
(-)
(-)
(-)
(-)
(-) 1/01/14
-
50. Xavier Corman | Martin van Wunnik 5007/02/2012 Xavier Corman | Martin van Wunnik 5007/02/2012
Amortization, Depreciation & Provisions :
(= costs not implying a direct cash out)
Amortization is automatically calculated in the template
based on the investments (and the amortization tenor)
Depreciation & Provisions are not included at this stage
(not relevant for a starter)
Costs with no impact on treasury
51. Xavier Corman | Martin van Wunnik 5107/02/2012 Xavier Corman | Martin van Wunnik 5117/04/2012
Tips for assumptions
• Office: 10-25 m²/person
• EUR 100/m²/year + 15 % for maintenance
[ or COWORKING !]
• Insurances: 1 -3 % of revenues
• Marketing: define a % of revenues + starting
investment
• Don’t forget lawyers, accountant, social
secretary, office supplies…
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52. Xavier Corman | Martin van Wunnik 5207/02/2012 Xavier Corman | Martin van Wunnik 5217/04/2012
• Car leasing : 300 – 800 EUR per month
• Salary : Gross monthly x 19,2 = Yearly cost
• Revenues: worst-case & best-case
– First 3 to 6 months: 0 EUR
– Maximum ‘billable’ hours per day
(one-off events, holidays, prospecting, etc...)
• Own salary : “0 EUR” / Realistic different
‘hats’
18 May '15
53. Xavier Corman | Martin van Wunnik 5307/02/2012 Xavier Corman | Martin van Wunnik 5307/02/2012
What’s next?
How to use this financial plan?
54. Xavier Corman | Martin van Wunnik 5407/02/2012 Xavier Corman | Martin van Wunnik 5407/02/2012
Does the big picture make sense?
2014 2015 2016BILANS
Prévisions financières - Résumé
2014 2015 2016
Chiffre d'affaires 48,000 150,000 270,000
Marge brute d'exploitation 24,000 75,000 135,000
Charges d'exploitation 33,600 80,802 117,058
Frais généraux 25,600 26,880 28,224
Ressources humaines 8,000 53,922 88,834
EBITDA -9,600 -5,802 17,942
Résultat avant impôts -10,900 -7,102 16,642
Résultat après impôts -10,900 -7,102 16,642
RESULTATS
55. Xavier Corman | Martin van Wunnik 5507/02/2012 Xavier Corman | Martin van Wunnik 5507/02/2012
Look at the cashflows
1/2014 2/2014 3/2014 4/2014 5/2014 6/2014 7/2014
1. Cash-flow opérationnel
2. Cash-flow financier
3. Investissements
Variation de trésorerie 12,135 -3,388 -2,420 -3,057 -758 -758 -3,104
Trésorerie 12,135 8,747 6,327 3,270 2,512 1,754 -1,350
Prélèvement sur crédit de caisse - - - - - - -
Valeurs disponibles sur compte 12,135 8,747 6,327 3,270 2,512 1,754 -1,350
Cash-flow statement
Année 1 - 2014
56. Xavier Corman | Martin van Wunnik 5607/02/2012 Xavier Corman | Martin van Wunnik 5607/02/2012
Make it yours and understand the key metrics
2014 2015 2016BILANS
Prévisions financières - Résumé
2014 2015 2016
1. Cash-flow opérationnel -18,346 -24,765 -1,018
Résultat hors amortissements -9,600 -5,802 17,942
Variation du BFR -8,746 -18,962 -18,960
2. Cash-flow financier 20,000 0 0
Sources de financement 20,000 0 0
Remboursement des dettes 0 0 0
3. Investissements -6,500 0 0
Variation de trésorerie -4,846 -24,765 -1,018
Total cash 4,846- 29,611- 30,629-
# quantity sold 48 150 270
# ETP
# Sales & Marketing Expenses
…
CASH-FLOW
57. Xavier Corman | Martin van Wunnik 5707/02/2012 Xavier Corman | Martin van Wunnik 5717/04/2012
18 May '15
http://www.slideshare.net/FinanceCoach24/
58. Xavier Corman | Martin van Wunnik 5807/02/2012 Xavier Corman | Martin van Wunnik 5817/04/2012
Martin van Wunnik
0475 / 96.95.91
Martin@FinanceCoach24.com
18 May '15
59. Xavier Corman | Martin van Wunnik 5907/02/2012
IMPULSE
Too many things to list them all here! We inform you, we guide you and we
accompany you in a whole range of areas such as creating an
enterprise, financing, innovation, town planning, environmental permits,
partnerships … by means of newsletters, websites, seminars or tailored
coaching.
Briefly, we create a complete ecosystem in which you can grow as an
entrepreneur!
Catherine Blondiau cbl@impulse.irisnet.be
Rodolphe d'Udekem d'Acoz rud@impulse.irisnet.be
More info on our websites : www.impulse.irisnet.be - www.entreprendreabruxelles.be
www.ecosubsibru.be – www.monstarterkit.be – www.brutrade.be
info@1819.be - info@impulse.irisnet.be