Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Próximo SlideShare
Social Business Planning
Social Business Planning
Cargando en…3
×

Eche un vistazo a continuación

1 de 59 Anuncio

Social Business Planning

Descargar para leer sin conexión

Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/

Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/

Anuncio
Anuncio

Más Contenido Relacionado

Presentaciones para usted (20)

Similares a Social Business Planning (20)

Anuncio

Más de Chiang Mai University School of Public Policy (20)

Más reciente (20)

Anuncio

Social Business Planning

  1. 1. Business Planning for Social Business Prepared & Presented by: William P. Kittredge, PhD Social Business LaunchSocial Business Launch PadPad
  2. 2. Why Have a Business Plan? Value lies in the process of researching and thinking about your business in a systematic way The act and learning process of making a business plan may make you a better entrepreneur Allows you to avoid big mistakes by developing a game plan
  3. 3. Why Have a Business Plan? One survey study shows that companies who completed business plans were almost twice as likely to effectively expand their businesses or acquire capital compared to those who didn’t.2
  4. 4. General Company Description
  5. 5. Products and Services What factors will give your product or services competitive advantage or disadvantage? What are the pricing, fee, or leasing structures of your products or services?
  6. 6. Marketing Plan
  7. 7. Marketing Plan Market Research Why?  Make sure your business is on track How?  Public information & gathering your own data Economics: What is the total size of your market? What are its growth potential and opportunities? What barriers to entry do face? Product For each product or service  What are the most important features and why?  What will the product do for the customer?
  8. 8. Marketing Plan Customers: Who are your target customers (businesses or consumers)? What are their characteristics (demographics)? Competition What products and companies will compete with you? How will your Competitive Analysis look?
  9. 9. Marketing Plan
  10. 10. Marketing Plan • Niche • How does your company fit into the world? • Strategy • Promotion: How will you get the word out to customers? • Promotional Budget: How much will it cost to get the items needed for promotion? • Location: Is your location important to costumers? Is it convenient? • Distribution Channels: How will you sell your products/services?
  11. 11. Marketing Plan: Sales Forecast Spreadsheet  Attaches numbers to your plan  Based on historical sales, marketing strategies, market research, industry data  Two forecasts: “best guess” and “worst case”
  12. 12. Operational Plan
  13. 13. Management and Organization • Who will manage the business on a day to day basis? • What experience does that person bring to the business? • What special and distinctive competencies? • What is the plan if this person is lost in incapacitated?
  14. 14. Management and Organization • Identify and list professional and advisory support – Board of directors – Management advisory board – Attorney – Accountant – Insurance agent – Banker – Consultant(s) – Mentors and key advisors
  15. 15. Personal Financial Statement Shows assets and liabilities held outside the business and personal net worth.
  16. 16. Startup Expenses and Capitalization • Estimate expenses. Will you have sufficient capital? • Your business may cost more than you anticipate • Add “padding” to the budget • Add separate “contingencies” to account for the unexpected • Explain your research, sources, amounts, and terms of proposed loans. • Explain how much each investor contributes and what percent of ownership each will have.
  17. 17. Expenses and Capitalization Spreadsheet
  18. 18. Budgeting C:UsersWilson1DropboxSplash SEBusiness planExamples for Presen
  19. 19. Financial Plan • 12-month profit and loss projection What it will take to make a profit and be successful? • 3- year profit and loss projection Optional projection if company wants to forecast longer term • Projected cash flow Plan how much you need before startup for preliminary expenses, operating expenses, and reserves
  20. 20. Financial Plan Profit and Loss Projections
  21. 21. Financial Plan • Opening day balance sheet what assets the company holds, what its liabilities are • Break-even analysis  predicts sales volume at a given price required to recover total costs
  22. 22. Financial Plan
  23. 23. Financial Plan Break-Even Point Q = Fixed Cost / (Unit Price - Variable Unit Cost)
  24. 24. Appendices • Include details, studies, graphs and charts in your business plan, for example: • Brochures and advertising materials • Industry and market research studies • Blueprints and plans • Maps and photos of location • List of equipment owned and to be purchased • Copies of leases and contracts • Letters of support • List of assets available for a loan
  25. 25. Refining the Plan For Raising Capital Bankers: Amount of loan, how the funds will be used, what will it accomplish, requested payment terms Investors: Funds needed for short term and long term, how the funds will be used, estimated return on investment, exit strategy for investors, financial reporting
  26. 26. Refining the Plan For Types of Business
  27. 27. Refining the Plan For Types of Business
  28. 28. Refining the Plan For Types of Business
  29. 29. Refining the Plan For Types of Business
  30. 30. Executive Summary • Write this section last with 2 pages or fewer • Explain the fundamentals of the business: • What is your product? • Who are your customers? • Who are the owners? • What do you think the future holds? • Enthusiastic, professional, complete, and concise.
  31. 31. ReportingReporting ResultsResults
  32. 32. Monitoring & Impact Measurement : Social ROI ROI refers to a single ratio - SROI is more like TBL reporting. Value based, in part, perception and experience of stakeholders Employs indicators of change Where possible, uses monetary values for these indicators. It is an emerging management discipline: a skill set for the measurement and communication of non-financial value.
  33. 33. Monitoring & Impact Measurement : Social ROI Example: Water purification systems social business Impacts: Educational Financial Public Health Indicators: Attendance and Test Scores; also testimony of teachers Displacement of prior costs, including health care Improvement in public health; measured as lower cost to government and charity provided healthcare systems
  34. 34. Social ROI: Monetisation principle Practical benefits of Monetary proxies : it induces transparency since it precipitates the clarification of which values have been included and which have not been included; it permits sensitivity analysis to show which assumptions are more important in that the result is more affected by changes in some assumptions than others; it helps identify the critical sources of value and so streamlines performance management.
  35. 35. Social ROI: Monetisation principle Practical benefits of Monetary proxies : it induces transparency since it precipitates the clarification of which values have been included and which have not been included; it permits sensitivity analysis to show which assumptions are more important in that the result is more affected by changes in some assumptions than others; it helps identify the critical sources of value and so streamlines performance management.
  36. 36. Social ROI: Monetisation principle Don't get crazy with the numbers Some things cannot be quantified or monetised How many kilos do you love your Mother? How many meters do you love Thailand? Who would be silly enough to ask this type of question?
  37. 37. Social BusinessSocial Business Action PlanAction Plan
  38. 38. Action Plan 1. Clearly define your objective: it must be measurable and achievable. 2. Decide who is to be involved in your action-planning group. If your objective is a small, personal goal, it may be only you. However, if it is a company objective you may want to include people who will be involved in carrying out the action plan. 3. Hold a brainstorming session with the participants to establish all possible courses of action that must be taken in order to achieve the desired objective.
  39. 39. Action Plan 4. Develop an action plan according to the template handed out in class or something that works for you that contains the same information. 5. Review the plan thoroughly to check that it is complete. 6. Implement your action plan. 7. Track the progress achieved and tick off completed tasks. BE HONEST 8. Review and amend the action plan on an on-going basis. 9. Communicate with all of the people involved throughout the process.
  40. 40. Action Plan 8. Review and amend the action plan on an on-going basis. BE RUTHLESS 9. Communicate with all of the people involved throughout the process.
  41. 41. Funding SocialFunding Social BusinessBusiness
  42. 42. Social Business is Still Business The addition, or substitution, of a 'social good' to, or for, 'profit' • Changes the purposes (outcomes) of the activity •Intention to create a 'social good' rather than 'profit' for investors • Does not change the mechanics of enterprise •Cannot survive if cannot pay the bills •Must still recruit, train, support and manage people •Must acquire financing
  43. 43. Social Business Financing Crowd-sourcing very popular Good source for finding potential capital funders: Google: Charity Navigator DAF Direct Indiegogo Kickstarter StartSomeGood.com
  44. 44. Social Business Financing Direct purchase support: Google: Shopfunder Ebay Store Micro-loans: Google: Kiva.org donationpay.org
  45. 45. Social Business Financing Local and National Business Groups – social business funding may be part of their CSR or could be Banks doing CSR International Corporations in Thailand, e.g. Toyota Do Not Be Shy!!
  46. 46. Social Business Financing Where to learn how: Google: RocketHub Success School AIT Yunus Center StartSomeGood Crowdfunding 101
  47. 47. Final ThoughtsFinal Thoughts
  48. 48. Social Business Networking Networking globally with social entrepreneurs: Facebook: Social Business and Economics https://www.facebook.com/SocialBusiness.org?fref=ts Social Business Student Forum: https://www.facebook.com/SBSForum?fref=ts

×