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Business Plan - Template

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MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25

Publicado en: Empresariales
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Business Plan - Template

  1. 1. BUSINESS PLAN POWERPOINT TEMPLATE
  2. 2. BUSINESS PLAN BASICS
  3. 3. A simple business idea is usually the start of a company’s foundation. Before starting a business, the idea is mostly reconsidered, revised and adjusted to new findings over a long period of time. An entrepreneur who takes on this challenge differentiates himself from a typical employee by having a high level of business expertise and enormous creative potential. For example, an inventor of a research and development department usually has characteristics of creativity at a high level, but because of his specialization, he often only has limited knowledge of the market. With the manager’s role, it’s vice versa. According to the chart, entrepreneurs are characterized by the fact that they can fulfill both roles. INTRODUCTION The role of an entrepreneur INVENTOR PROMOTER Creativity, innovativepotential Business skills ENTREPRENEUR MANAGER, SUPERVISOR
  4. 4. A business plan (BP) is a written document of about 20-50 pages, which describes in structured detail a comprehensive business concept. The business plan not only describes the business idea but also reflects important aspects of the objectives, such as economic environment and the necessary resources. Additionally, it outlines potential opportunities and risks, which create an accurate picture of the probabilities of success to all potential investors who are the corporate foundation. DEFINITION Structured alignment of all relevant aspects of the business idea into a business plan for investors and financiers A business plan is the written documentation of an entire business concept. The BP looks at the product concept, the economic environment, the goals and the necessary effort. Additionally, it gives information about the company founder and identifies potential opportunities and risks. Consider the business plan as a business card for your company.
  5. 5. BASIC CONSIDERATIONS Benefits – What added value does your product or service provide for the customer? 1 2 3 4 Customer value is in fact the perceived benefit resulting from the purchase of your products / services. What is relevant is the perceived value by the customer and not the actual value of the product. In other words - what is the practical, not theoretical benefit for the customer? Benefits include quantifiable components (cost savings, conservation of resources) as well as emotional beneficial components (image of a product, joy in the application, acceptance by others). Be clear about what kind of customer value your business idea creates and how to communicate these customer benefits. For example: A name brand leather shoe basically provides the same benefits as that of a discounter, in that it satisfies the need for comfort and quality. What is crucial in this case, however, is satisfying the desire for emotional benefits such as prestige and image.
  6. 6. MARKET ANALYSIS  Definition of the relevant market: Who is the target group?  Number of potential customers who could buy your product  Identification of the competitors in direct competition with your product  Expected development of the market in terms of market size and number of competitors For example:  A new cosmetic line for the young generation should be introduced to the market. It is necessary to analyze the target market (e.g. girls and young women between 16 and 26 years) and the competitors (e.g. manufacturers, such as Essence, MNY, etc.) BASIC CONSIDERATIONS Market analysis to estimate market size and market development
  7. 7. BASIC CONSIDERATIONS Feasibility of your idea 1 2 3 Does your product need to be developed for market maturity or can it already be offered as a finished product? Are there any permits needed to run your business? Are patents required to protect your idea? What type of staff and staff structure do you need to implement your idea? For example: Does the area of your planned production facility for solar cells have enough trained engineers and skilled workers?
  8. 8. FINANCIAL PLANNING  The expected profit can be calculated as the difference between expected turnover and costs in the course of business operations.  Create different scenarios based on alternative assumptions regarding future business development. Look at a worst-case, a best-case and a base-case scenario.  Convince the reader of your business plan with a sound, evidence-based calculation by taking all positive and negative factors into account.  Make assumptions about sales and revenues on the basis of statistical surveys or substantiate this with your own polls. BASIC CONSIDERATIONS Determining the economic sustainability using financial planning
  9. 9. TASKS Internal and external tasks of a business plan Person Objective Function Update Company founders, management Evaluate, be transparent, have accountability Assistance in the implementation of business ideas Continuously Investors, partners, customers Inform and persuade Communication tool Depending on the purpose Internal External
  10. 10. STRUCTURE Basic structure of a business plan EXECUTIVE SUMMARY  Description of the product / services and customer benefits  Market environment and competition  Marketing and sales strategy  Business model, organization  Management and staff  Roadmap  Opportunities / risks  Budgeting  Financing What is the core of the company? What is the position of the company? How is the implementation? BUSINESS PLAN
  11. 11. STANDARD  approx. 15 pages  to the point, short writing style  includes key information  further details omitted  when searching for a bank load  when partners are familiar  no external communication  to raise interest of investors  if plan needs to be rapidly presented SUMMARIZED BUSINESS PLAN  100 + pages  full, very detailed description  extensive quantitative analysis  existing businesses with history, product, customer and employee base  used in the regular internal planning process OPERATING-PERFORMANCE BUSINESS PLAN  20-50 pages description  10-30 pages further documentation  full description of key issues  detailed, yet concise  when the complexity of the company requires a complete description  when searching significant funding  when working with big corporate partners COMPREHENSIVE BUSINESS PLAN STAGES OF DEVELOPMENT Various levels of a business plan
  12. 12. OUTLINE POINTS Standard structure of a business plan 1 2 3 4 5 6 7 8 9 EXECUTIVE SUMMARY PRODUCT AND/ OR SERVICE FOUNDER OR FOUNDING TEAM MARKET OVERVIEW MARKETING & SALES CORPORATE ORGANIZATION / PERSONNEL OPPORTUNITIES AND RISKS FINANCIAL PLANNING ENCLOSURES Brief summary of the following chapter Customer benefits of the product Qualifications of company founder Market environment, competitors and target groups Planned marketing and sales activities Personnel policies and style of leadership Evaluation of product and danger potential Investment costs and profit prospects Resumes, patents, contracts
  13. 13. BUSINESS PLAN All figures in this business plan are confidential! Any reproduction may be made only with the consent of the founder. Company: Sample Business Copy: No. 1/3 Date: 01.01.2015 Business plan: 01/2015 - 12/2017 (1st-3rd Business year) Founder (Team): John Smith Eva Example Your Business Plan Template starts here
  14. 14. 1. EXECUTIVE SUMMARY 2. PRODUCT / SERVICE 2.1 Current situation 2.2 Customer benefits 2.3 Product development / schedule 2.4 Production / production costs 3. FOUNDER / TEAM OF FOUNDERS 3.1 Founding member A 3.2 Founding member B 4. MARKET OVERVIEW 4.1 Target group 4.2 Site 4.3 Competitors 4.3 Market potential 5. MARKETING & SALES 5.1 Marketing strategy 5.2 Price design 5.3 Advertising / customer acquisition 5.4 First paragraph / sales 6. CORPORATE ORGANIZATION / PERSONNEL 6.1 Legal form 6.2 Organizational form 6.3 Personnel structure / key positions 6.4 Operating facilities 6.5 Company profile 6.6 Corporate objectives 7. OPPORTUNITIES AND RISKS TABLE OF CONTENT Overview Differ from this standard structure of a business plan in only exceptional cases. A deviation from the typical structure can be quickly classified by experts as unprofessional. TIP
  15. 15. 8. FINANCIAL PLANNING 8.1 Standard of living 8.2 Business equipment 8.3 Investments 8.4 Wage costs 8.5 Funding 8.6 Capital requirements 8.7 Financing 8.8 Estimated cost 8.9 Revenue preview 8.10 Revenue preview 8.11 Income planning (P&L) 8.12 Liquidity forecast 9. ENCLOSURES 9.1 CVs 9.2 Shareholders agreement (Draft) 9.3 Lease agreement (Draft) 9.4 Cooperation agreements (Draft) 9.5 Leases (Draft) 9.6 Appraisal report 9.7 Rights / patents 9.8 Press reports 9.9 Brochures etc. TABLE OF CONTENT The noted points next to this text are optional and not part of this business plan template. If required, you can separately elaborate on them and attach them to the business plan. TIP
  16. 16. OVERVIEW
  17. 17. OVERVIEW Project dates FOUNDER: John Smith, Eva Example FOUNDING PROPOSALS: Short sentence to your business idea BUSINESS LOCATION: Address of Company LEGAL FORM: Ltd. / LLP / Joint-stock company etc. COMPANY: Example Ltd. START OF BUSINESS ACTIVITY: June 12th, 2015 FINANCING: How will the project be financed FUTURE PROSPECTS: Brief description to the perspective of your business idea. 3 sentences maximum.
  18. 18. 1. EXECUTIVE SUMMARY
  19. 19. 1. EXECUTIVE SUMMARY Provide a brief and concise overview of your project or business idea. Describe the main features and advantages while keeping in mind that these are the first few lines that a potential investor reads. Try to pique interest and curiosity in the first few sentences. Your business model overview – page 1/2 SUMMARIZE… …at this point the most important facts of each individual division. Make sure that you limit the executive summary to a maximum of 2 pages.
  20. 20. Make sure that you have made clear statements on the following points in your executive summary. 1. EXECUTIVE SUMMARY Your business model overview – page 2/2  What is your business idea?  What is special about it?  What experience and skills qualify you for this start-up project?  What is your target group?  How will you provide your offer to your customers?  What is the total capital requirement for your project?  What sales volume do you expect in the coming years?  How many employees do you want to have after three years?  What objectives have you set for yourself?  What potential risks could your project be exposed to?  When do you want to start your project?
  21. 21. 2. PRODUCT / SERVICE
  22. 22. 2. PRODUCT / SERVICE 2.1 Current situation Describe the problem or deficit at this point that you intend to resolve with your business idea. Ideally, you can illustrate to the reader the problems with the help of an expressive graphic. Consider the fact that professionals who deal with business plans on a daily basis have very limited time to try and grasp the relevant facts and circumstances. Therefore you should seriously consider summarizing the main facts in a short and concise manner. PLACEHOLDER TEXT PLACEHOLDER TEXT PLACEHOLDER TEXT PLACEHOLDER TEXT PLACEHOLDER TEXT PLACEHOLDER PLACEHOLDER TEXT PLACEHOLDER PLACEHOLDER TEXT TEXT PLACEHOLDER PLACEHOLDER PLACEHOLDER TEXT TEXT PLACEHOLDER PLACEHOLDER TEXT PLACEHOLDER TOPIC
  23. 23. 2. PRODUCT / SERVICE 2.2 Customer benefit (the business idea) Give a brief and concise overview of your project. Elaborate on the problem previously described in “current situation” by presenting your business idea as a “problem solver”. Describe the main points, features and advantages while keeping in mind that these are the first few lines that will determine whether a potential investor will continue reading. Try to pique interest and curiosity in the first few sentences. Fundamental questions: What product / service do you want to sell or manufacture? What is unique about your offer? How is your solution superior to the competitors? (If a similar product or a similar service is already established in the market)
  24. 24. 2. PRODUCT / SERVICE 2.3 Product development / schedule 1/2 In this paragraph, briefly describe the development of your project, how it originated, how the idea developed, and what steps have been taken towards implementation. Create a schedule for the next steps in the project implementation. List the main focal points and anticipate delays by calculating the buffer time. All steps must be understandable to a neutral reader. DEVELOPMENT PROCESSES PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 This text can be replaced. This is a placeholder text This text can be replaced. This text can be replaced. This is a placeholder text Placeholder text This text can be replaced. This is a placeholder text 1 Step TODAY Market introductioncolor description Placeholder for color description
  25. 25. Other important questions could be:  Start of production / service?  Development of product / service?  What requirements must be met to start?  When can the product be marketed?  What legal formalities (such as licenses, permits) are required?  What development steps are still needed for your product?  When can a pilot run be launched?  Who will perform the test procedure?  When will the possible patenting process be completed?  What technical approvals are needed?  Which patent or utility model rights do you own, or have applied for?  How could the technological capabilities develop in the ideal case? 2. PRODUCT / SERVICE 2.3 Product development / schedule 2/2
  26. 26. 2. PRODUCT / SERVICE 2.4 Production / production costs Briefly describe the manufacturing process of your product and give a rough overview of the estimated cost. Provide prospects on the planned amount and the production time.  Describe the factors of production and their quality at the site. These include raw materials, labor and capital.  Describe the production facility and the technical implementation of the product idea. Avoid extravagant discourses into great technical details.  What are the essential steps of the production process? The technical feasibility of the implementation of the product idea must be clear to an outsider.  Show under consideration of the planned sales figures, which production capacity the planned technical facilities have and which possibilities for an expansion they provide.
  27. 27. 3. FOUNDER / FOUNDING TEAM
  28. 28. 3. FOUNDER / FOUNDING TEAM 3.1 Founding member A Mention the most important and compelling points from the founder’s resume. Important questions are: What qualifications / work experience and certifications do you have? Distinguish between your professional qualifications (education, work experience, etc.) and your entrepreneurial skills. (leadership experience, communication skills, business knowledge)  What industry experience do you have?  What are your predominant strengths?  What are your weaknesses? How are they compensated?  What qualifications enable you to lead a company? A good photo is surely no reason to give a good rating to your business idea and the related business plan. However a bad photo could contribute to the result of your business idea not being taken as seriously as you might have wished. TIP
  29. 29. 3. FOUNDER / FOUNDING TEAM 3.2 Founding member B ENGINEER ERIN CROW  born in 1968 in Hamburg  1988 - 1992 majored in electrical engineering with a minor in software development, Technical University of Berlin  1994 - 1998 Software Developer at Daimler-Chrysler AG  1998 - 2004 Software developer at Soft Center GmbH  2000 - 2005 additional qualification through distance education in business administration from the University of Hagen  2005 - 2011 Director of Software Development AESIS AG  Specialization. PHP, Visual Basic / NET, Java, Perl, C + +
  30. 30. 4. MARKET OVERVIEW
  31. 31. 4. MARKET OVERVIEW 4.1 Target group  Who are your customers?  Where are your customers?  How are the different customer segments put together (such as age, gender, income, occupation, shopping habits, consumers or business customers)?  Do you already have customer references? If so, who?  Potential short-and long-term revenue associated with it?  Are you dependent on a few major customers?  What are the needs / problems of your customers? Traditional values, fullfilment of duty, order Modernization, individualization, self-realization, pleasure New orientation, multiple options, experimentation, living in paradoxes upper-class/ upper middleclass middleclass lowermiddleclass /lowerclass ESTABLISHED CONSERVATIVE S 10 % BOURGEOIS MIDDLE CLASS 14 % HEDONISTIC 15 % PRECARIOUS 9 % ADAPTIVE PRAGMATICALLY H 9 %TRADITIONAL 15 % PERFORMER 7 % LIBERAL INTELLECTUAL 7 % SOZIAL ÖKOLOGISCH 7 % EXPEDITIV 6 %
  32. 32. 4. MARKET OVERVIEW 4.2 Location The choice of location must be specified in the business plan. It is not enough to only state an address, but a description of the criteria that influenced your decision for the site must also be given. The main criteria for your location can be similar to the following:  Number / location and size of the premises  Reachability and visibility  Connectivity  Proximity to other locations or to the target customer group  Technical Infrastructure  Presence of spatial conditions (e.g. sanitary facilities, storage facilities)  Ability to carry out “loud” activities  Comply with regulatory requirements  Etc.
  33. 33. 4. MARKET OVERVIEW 4.3 Competitor (competitor analysis) 1/2  Are there any other developments in your field?  Who are your competitors?  How much does the competitor charge for the products?  What are the main strengths and weaknesses of your competitors?  What are the weaknesses of your company compared to your main competitors?  How can you overcome these weaknesses? Legend: ↑ very high; ↗ high; ↔ moderate; ↙ low; ↓ very low COMPETITOR A COMPETITOR B COMPETITOR C COMPETITOR D YOUR BUSINESS Price ↙ ↑ → ↓ ↗ Quality ↗ → ↑ ↔ ↓ Regional market share ← ↙ ↙ ↓ ↓ Trans-regional market share ↗ → → ↙ ↓ Regional recognition ↔ ↓ ↓ ↓ → Trans-regional recognition ↙ ↑ ↗ → ↗ Product line → ↓ ↔ ↗ ↓ Marketing ↑ ↙ → ↓ ↗ Innovation ↔ → ↙ ↑ ↔ Size of business → ↑ ↓ ↙ → On the market since 2001 1999 2009 2011
  34. 34. No. Criteria (Observation Range) Comments to the Strength and Weaknesses of examined units Comparison to Competitor worse same better 1 2 3 4 5 6 7 8 9 1 Relative market share … 2 Investment intensity … 3 Value creation … 4 Quality … 5 Cost structure/ cost advantage … 6 Professional competence … 7 Marketing Know-how … 8 Financial potency … 9 Location and other advantages … 10 Efficiency of management … Overall Evaluation … 4. MARKET OVERVIEW 4.3 Competitor (competitor analysis) 2/2
  35. 35. 4. MARKET OVERVIEW 4.4 Market potential Give the reader a general overview of the market potential of your business idea. Enter information about possible market segments, the market capacity and its growth opportunities. How many items you plan to sell. Support your data if possible to substantiate the statistics or surveys on your expectations and make them more feasible. 6,0MM. 4,7MM. 30% 2,4MM. MARKET CAPACITY MARKET VOLUME TARGETED MARKET SHARE MARKET POTENTIAL
  36. 36. 5. MARKETING & SALES
  37. 37. 5. MARKETING & SALES 5.1 Marketing strategy A marketing strategy is a behavioral plan to achieve corporate and marketing objectives. In the context of marketing planning, it is important to create the correct marketing mix next to the market segmentation. This means the implementation of an overall marketing strategy by explaining the ways in which you want to enter the previously selected markets. Give an explanation of the promotional activities selected in order to communicate your product or service to the target group. MARKETING CHANNELS SEM SEO SMM PRINTRADIO TV MAILINGS AFFILIATE NEWS- LETTER
  38. 38. 5. MARKETING & SALES 5.1 Marketing strategy Product Price Promotion Place Main usage Conditions Advertisement Side usage Rebate Sales Additional usage Discount Sponsoring Brand Leasing Sales promotion Content Event Quality PPR Packaging Strategic distribution/ sales Physical distribution/logistics Location 4Ps
  39. 39. Demonstrate the price level you aspire for your products, how the price level is classified compared to competitive products and which discount systems you would apply it to. Also address the cost and the relationship between quantities and prices. Describe the expected market reaction in terms of your pricing policy. Explain what pricing strategy you wish to follow (eg. high price, low price, threshold price strategy). Make sure that the price in each case covers your costs and keeps you in competition (market price). Also mention the prices of your competitors. Explain the minimum cost of your service/ product. How is your price determined? 5. MARKETING & SALES 5.2 Price Design PRICING 15% 10% 25% 50% PROFIT MATERIAL WORKING HOURS MARKETING
  40. 40. PRODUCT A PRODUCT B PRODUCT C PRODUCT D YOUR COMPANY $199.00 $129.00 $99.00 $29.00 COMPETITOR 1 $399.00 $152.00 $84.00 $55.00 COMPETITOR 2 $350.00 $207.00 $112.00 $109.00 COMPETITOR 3 $299.00 $129.00 $129.00 $42.00 COMPETITOR 4 $569.00 $199.00 $119.00 $28.00 COMPETITOR 5 $420.00 $177.00 $129.00 $33.00 5. MARKETING & SALES 5.2 Price Design (compared with competitive price) Lowest price Most expensive offer
  41. 41. Measuring and monitoring your online activity is the key to maximizing Return on Investment Substantiate your marketing strategy from section 5.1. Show examples of your advertisement and explain how this should affect the customer. This will show the reader that you have also considered this. It will strengthen the investors' confidence in your idea and its implementation. Now that you caught the customer’s attention with your advertisement, explain further how you plan to turn the interested, potential customers into paying customers. 5. MARKETING & SALES 5.3 Advertising / customer acquisition BANNEREXAMPLE:
  42. 42.  What sales variables do you wish to control in any given period of time?  What are the target areas you wish to address?  Which sales model do you pursue? For example:  Which distributor will you use?  What are the costs resulting from the sales? Direct Sales Indirect sales 2 or more level Indirect sales 1 level Direct and indirect sales combined The exclusive online sales and many other variations Traditional sale + Online sales 5. MARKETING & SALES 5.4 Sales
  43. 43. 6. CORPORATE ORGANIZATION / PERSONNEL
  44. 44. 6. CORPORATE ORGANIZATION / PERSONNEL 6.1 Form of organization Point out your company‘s form of organization (e.g. LLC, Ltd. …) and the reason for your decision. The choice of the legal entity is often based on the constitution of the management level. How many people should be allowed to take influence on the corporate governance? Sole trader / Sole proprietorship General partnership Limited partnership Private limited company (UK) / Limited liability company (US) Public Limited Company (UK) / Corporation / Incorporation (US) GENERAL CHARACTER Make business on your own Make business together with another person, unlimited liability Offer services rather than physical products, limited liability Any purpose, limited liability Any purpose, limited liability COMPANY Sole trader / Sole proprietorship General partnership Limited partnership Ltd. / LLC PLC / Corp. / Inc. NO. OF FOUNDERS 1 person min. 2 partners min. 2 partners min. 1 person PLC: min. 2 Inc.: depending on founding state MINIMUM CAPITAL - - - - PLC: £50,000 Inc.: depending on founding state
  45. 45. 6. CORPORATE ORGANIZATION / PERSONNEL 6.5 Company profile MANAGEMENT MANAGEMENT ASSISTANCE MARKETING EMP EMP EMP EMP EMP SALES EMP EMP EMP DEVELOPMENT EMP EMP EMP EMP PRODUCTION EMP EMP EMP EMP EMP FINANCE EMP EMP ADMINISTR. EMP EMP Example: One-line system Explain in the text box which organization you wish to implement in your company and explain your reasons. In the opposite organization, you have the possibility to visualize your description. Possible forms of organizations are:  One-line system  Multi-line system  Staff line organization  Matrix organization  Functional organization  Network organization  etc. Research the different forms of organization. In addition to the strictly structured, linear organization, there are also project-related organizations where the responsibility lies with the respective project managers. TIP EMP : Employee
  46. 46. Planned personnel development 3 year preview Marketing 1 2 3 Sales 2 3 4 Develpment 1 2 2 Production 3 5 7 Administration 1 1 1 Finance 1 2 3 Total 9 15 20 DEPARTMENT YEAR 2 YEAR 3YEAR 1 6. CORPORATE ORGANIZATION / PERSONNEL 6.3 Personnel structure / key positions At this point you can state the required qualifications of your staff, particularly the employees of the key positions that need to be filled. If you intend to employ (highly) qualified people, you should also make statements about planned trainings and retention strategies. After an employee leaves a so- called key position in your company it is usually difficult to replace him. This can lead to turbulence and even lead to failure of the entire project. Research the various employment opportunities, e.g. part time work or temporary employment contracts. Think of your staff and employment policies from the start and always plan at least three years in advance. TIP
  47. 47. 6. CORPORATE ORGANIZATION / PERSONNEL 6.4 Operating plant / site This section analyses the infrastructure of the business location in more detail. Describe the location of the site, its geographic and infrastructural position. Describe the general infrastructure requirements at the site and point out the advantages. Mention also planned improvements. Focus mainly on the location factors with the highest priority for your projects. Finally, evaluate the selected location. Justify your choice of location in a way that is clearly understood by the reader. WE ARE HERE ReedAve
  48. 48. 6. CORPORATE ORGANIZATION / PERSONNEL 6.5 Company profile Here you have the opportunity to talk about the meaning or purpose of your company. Explain your company's philosophy as well as other aspects of your planned business. Key points of the statement may be: In which discipline do you wish to excel? What does your business stand for? Which corporate culture do you wish to maintain internally and externally? Which are your main objectives? What should your company represent?
  49. 49. What are the specific revenue, profit and growth goals? What do you want to achieve with the business foundation? What measures must be implemented? What requirements must be met to achieve the objectives? Where do you want to be in one, three and five years' time? 6. CORPORATE ORGANIZATION / PERSONNEL 6.6 Corporate objectives Is important to be realistic when expressing your business goals. Potential investors appreciate greatly some restraint because the goals indicate your market knowledge and demonstrate a sense of practicality in your plans. On the other hand, you should not articulate them too gently because it could be assumed that you lack passion for your project. In the description of several corporate objectives and the upper and lower targets, it’s important to respect the principle of the target balance. This means they should support and not interfere or even contradict each other.
  50. 50. 7. OPPORTUNITIES & RISKS
  51. 51. 7. OPPORTUNITIES AND RISKS Which opportunities is your business model exposed to? BEST CASE  What are the three biggest opportunities that may positively influence the further development of your business? WORST CASE  What are the three most important issues that could hinder the positive development of your business  How will you address the risks / problems? To show that you are realistic about your plan, describe at this point the risks and opportunities you could encounter. How will you react to possible market changes and fluctuations? How could positive and negative events affect your business? Anyone who proves that he considers the potential risks demonstrates to his business partners that he intends to establish a business in a responsible manner. Many banks and investors can live with risks if they have the impression that the founder will take responsibility for and be conscious of them. Make sure to consider worst-case and best-case scenarios. Explain your assumptions with researched verifiable facts and figures. TIP
  52. 52. 8. FINANCIALPLANNING
  53. 53. 8. FINANCIAL PLANNING 8.1 Cost of living Show the reader that you have included the aspect of your own living expenses in your calculation. Demonstrate how you plan to cover your costs including any additional means of income. Calculate up to at least six months. Also consider the question of how high your savings should be for unforeseen events (illness, accident) needs to be Rent and utility costs $xx.xx Insurances $xx.xx Car expenses incl. fuel $xx.xx Food $xx.xx Household goods $xx.xx Clothing $xx.xx Reserve for unforeseen $xx.xx Others, such as vacations, furniture, etc. $xx.xx ... $xx.xx Cost of living / month $0,00 PRIVATE COSTS $ / MON. The tables in this part of the presentation are Excel based and contain formulas for automatic calculation. Double-click on tables to switch into edit mode. TIP
  54. 54. 8. FINANCIAL PLANNING 8.2 Business equipment Aside from the cost of living, the costs of setting up the business premises are also important to calculate. Determine the fleet of vehicles, machinery and all other things necessary for the operation of the business. This may be one-time investments as well as ongoing costs such as rent, telecommunications fees or leasing costs. Parts of it are incorporated into the investment plan. Office equipment for staff xx $xx.xx $xx.xx Establishment of shops, hotels, pubs $xx.xx $xx.xx Company car $xx.xx $xx.xx Facilities and machinery $xx.xx $xx.xx Hard- und Software $xx.xx $xx.xx Telecommunication $xx.xx $xx.xx Entrepot $xx.xx $xx.xx Lease $xx.xx $xx.xx ... $xx.xx $xx.xx Costs for office equipment Once / monthly $0,00 $0,00 OFFICE EQUIPMENT ONCE $ MONTH $
  55. 55. 8. FINANCIAL PLANNING 8.3 Investment Planning Investment planning usually only represents posts with nonrecurring costs! TIP Long-term investments Building / property $xx.xx $xx.xx $xx.xx Renovations / alterations $xx.xx $xx.xx $xx.xx Computers and software $xx.xx $xx.xx $xx.xx Tools and equipment $xx.xx $xx.xx $xx.xx Office furniture and business equipment $xx.xx $xx.xx $xx.xx Vehicles $xx.xx $xx.xx $xx.xx Compound items (cost <150 $) $xx.xx $xx.xx $xx.xx Pool (≥ 150 costs $ & <1.000 $) $xx.xx $xx.xx $xx.xx Sum $0,00 $0,00 $0,00 Short-term investments Initial procurement / material storage $xx.xx $xx.xx $xx.xx Purchase $xx.xx $xx.xx $xx.xx Sum $0,00 $0,00 $0,00 Total investment $0,00 $0,00 $0,00 FISCAL YEAR 2 FISCAL YEAR 3FISCAL YEAR 1
  56. 56. 8. FINANCIAL PLANNING 8.4 Wage costs List the staff that should be hired along with the accompanied costs. Calculate the projected gross wages and incidental wage costs. It would be better to put wages higher than lower because every investor perceives saving costs more optimistically than increasing costs. The labor costs (wage costs, personnel costs) include all of the employer’s work-incurred expenses in connection with the employment of staff. Name, first name A $xx.xx $xx.xx $xx.xx Name, first name B $xx.xx $xx.xx $xx.xx Name, first name C $xx.xx $xx.xx $xx.xx Name, first name D $xx.xx $xx.xx $xx.xx Name, first name E $xx.xx $xx.xx $xx.xx Name, first name F $xx.xx $xx.xx $xx.xx Name, first name G $xx.xx $xx.xx $xx.xx Name, first name H $xx.xx $xx.xx $xx.xx Name, first name I $xx.xx $xx.xx $xx.xx Total labor costs $0,00 $0,00 $0,00 EMPLOYEE INCIDENTAL WAGECOSTS TOTALLABORCOSTSGROSS WAGES Labor costs consist of: - The direct personnel costs (= direct labor costs) and - The indirect personnel costs (=incidental wage costs or associated employer outlay). TIP
  57. 57. 8. FINANCIAL PLANNING 8.5 Funding Usually governments hold a large number of grants available for founders . Research funding opportunities early. Depending on the industry in which you want to be active, the federal government and the states provide different programs and various possibilities for financial support. Explain which funding opportunities exist for your business idea and to which conditions the funds are linked. Provide information about your chances of obtaining such support. Ideally you are either in an ongoing application process or you already have funds promised on which you can report. Quantify the amount of the subvention and loan period.
  58. 58. 8. FINANCIAL PLANNING 8.6 Capital Requirements 1/2 Long-term investments Building / property $xx.xx $xx.xx $xx.xx Renovations / alterations $xx.xx $xx.xx $xx.xx Computers and software $xx.xx $xx.xx $xx.xx Tools and equipment $xx.xx $xx.xx $xx.xx Office furniture and business equipment $xx.xx $xx.xx $xx.xx Vehicles $xx.xx $xx.xx $xx.xx Compound items (cost <150 $) $xx.xx $xx.xx $xx.xx Pool (≥ 150 costs $ & <1.000 $) $xx.xx $xx.xx $xx.xx Sum $0,00 $0,00 $0,00 Short-term investments Initial procurement / material storage $xx.xx $xx.xx $xx.xx Purchase $xx.xx $xx.xx $xx.xx Sum $0,00 $0,00 $0,00 Sum of capital requirements 1/2 $0,00 $0,00 $0,00 FISCAL YEAR 2 FISCAL YEAR 3FISCAL YEAR 1
  59. 59. Sum capital requirements 1/2 $xx.xx $xx.xx $xx.xx 3. Resources Personnel costs $xx.xx $xx.xx $xx.xx Other costs $xx.xx $xx.xx $xx.xx Rent / Lease $xx.xx $xx.xx $xx.xx Interest / amortization $xx.xx $xx.xx $xx.xx Total $0,00 $0,00 $0,00 4. Start-up costs Registration / Authorization $xx.xx $xx.xx $xx.xx Registration of company $xx.xx $xx.xx $xx.xx Notary $xx.xx $xx.xx $xx.xx Consultations $xx.xx $xx.xx $xx.xx Total $0,00 $0,00 $0,00 5. Private collection personal drawings $xx.xx $xx.xx $xx.xx Total $0,00 $0,00 $0,00 Total capital requirements $0,00 $0,00 $0,00 FISCAL YEAR 2 FISCAL YEAR 3FISCAL YEAR 1 8. FINANCIAL PLANNING 8.6 Capital Requirements 2/2 COPY FIGURES FROM LAST SLIDE
  60. 60. 8. FINANCIAL PLANNING 8.7 Financing YEAR 2 Q1-Q4 YEAR 3 Q1-Q4 YEAR 1 Q1-Q4 Total required financing $25.000,00 $xx.xx $xx.xx 1. Equity capital (interest free) Assets $2.500,00 $xx.xx $xx.xx Personal contribution $5.000,00 $xx.xx $xx.xx Private loans $1.000,00 $xx.xx $xx.xx Corporate profits from previous year $500,00 $xx.xx $xx.xx Total $9.000,00 $0,00 $0,00 2. Borrowed funds (interest-based) Bank loans $10.000,00 $xx.xx $xx.xx Development loans $2.500,00 $xx.xx $xx.xx Total $12.500,00 $0,00 $0,00 3. Revenue from operating income Revenue from operating income $2.000,00 $xx.xx $xx.xx . /. Under cover + coverage -$1.500,00 #WERT! #WERT! The cells of this table provide conditional formatting. Negative values are highlighted in red. TIP COPY FIGURES FROM LAST SLIDE
  61. 61. 8. FINANCIAL PLANNING 8.8 Cost preview OPERATING EXPENSES - FISCAL YEAR 1 Q1 Q2 Q3 Q4 Rent / lease plus utility costs $xx.xx $xx.xx $xx.xx $xx.xx Current vehicle costs $xx.xx $xx.xx $xx.xx $xx.xx Advertising costs $xx.xx $xx.xx $xx.xx $xx.xx Travel costs and expenses $xx.xx $xx.xx $xx.xx $xx.xx Communication costs $xx.xx $xx.xx $xx.xx $xx.xx Insurance / contributions / fees $xx.xx $xx.xx $xx.xx $xx.xx Consulting fees / Accounting $xx.xx $xx.xx $xx.xx $xx.xx Repairs and maintenance $xx.xx $xx.xx $xx.xx $xx.xx Lease / license fees $xx.xx $xx.xx $xx.xx $xx.xx Start-up costs / training $xx.xx $xx.xx $xx.xx $xx.xx Interest $xx.xx $xx.xx $xx.xx $xx.xx Amortization $xx.xx $xx.xx $xx.xx $xx.xx Investments $xx.xx $xx.xx $xx.xx $xx.xx Personnel costs $xx.xx $xx.xx $xx.xx $xx.xx Other expenses $xx.xx $xx.xx $xx.xx $xx.xx Total cost - Fiscal year 1 $0,00 $0,00 $0,00 $0,00
  62. 62. 8. FINANCIAL PLANNING 8.8 Cost preview OPERATING EXPENSES - FISCAL YEAR 2 Q1 Q2 Q3 Q4 Rent / lease plus utility costs $xx.xx $xx.xx $xx.xx $xx.xx Current vehicle costs $xx.xx $xx.xx $xx.xx $xx.xx Advertising costs $xx.xx $xx.xx $xx.xx $xx.xx Travel costs and expenses $xx.xx $xx.xx $xx.xx $xx.xx Communication costs $xx.xx $xx.xx $xx.xx $xx.xx Insurance / contributions / fees $xx.xx $xx.xx $xx.xx $xx.xx Consulting fees / Accounting $xx.xx $xx.xx $xx.xx $xx.xx Repairs and maintenance $xx.xx $xx.xx $xx.xx $xx.xx Lease / license fees $xx.xx $xx.xx $xx.xx $xx.xx Start-up costs / training $xx.xx $xx.xx $xx.xx $xx.xx Interest $xx.xx $xx.xx $xx.xx $xx.xx Amortization $xx.xx $xx.xx $xx.xx $xx.xx Investments $xx.xx $xx.xx $xx.xx $xx.xx Personnel costs $xx.xx $xx.xx $xx.xx $xx.xx Other expenses $xx.xx $xx.xx $xx.xx $xx.xx Total cost - Fiscal year 2 $0,00 $0,00 $0,00 $0,00
  63. 63. 8. FINANCIAL PLANNING 8.8 Cost preview OPERATING EXPENSES - FISCAL YEAR 3 Q1 Q2 Q3 Q4 Rent / lease plus utility costs $xx.xx $xx.xx $xx.xx $xx.xx Current vehicle costs $xx.xx $xx.xx $xx.xx $xx.xx Advertising costs $xx.xx $xx.xx $xx.xx $xx.xx Travel costs and expenses $xx.xx $xx.xx $xx.xx $xx.xx Communication costs $xx.xx $xx.xx $xx.xx $xx.xx Insurance / contributions / fees $xx.xx $xx.xx $xx.xx $xx.xx Consulting fees / Accounting $xx.xx $xx.xx $xx.xx $xx.xx Repairs and maintenance $xx.xx $xx.xx $xx.xx $xx.xx Lease / license fees $xx.xx $xx.xx $xx.xx $xx.xx Start-up costs / training $xx.xx $xx.xx $xx.xx $xx.xx Interest $xx.xx $xx.xx $xx.xx $xx.xx Amortization $xx.xx $xx.xx $xx.xx $xx.xx Investments $xx.xx $xx.xx $xx.xx $xx.xx Personnel costs $xx.xx $xx.xx $xx.xx $xx.xx Other expenses $xx.xx $xx.xx $xx.xx $xx.xx Total cost - Fiscal year 3 $0,00 $0,00 $0,00 $0,00
  64. 64. 8. FINANCIAL PLANNING 8.9 Revenue Preview 20,00% 20,00% 20,00% 20,00% Product / Service A $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00 Product / Service B $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Product / Service C $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Product / Service D $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Total $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00 Revenue share per quarter PRODUCT OR SERVICE REVENUE P.A. PRICE /UNIT NUMBER Q1 Q2 Q3 Q4 TOTAL
  65. 65. 8. FINANCIAL PLANNING 8.9 Revenue Preview Previous year $40,00 999 Increase 25% 10% 20,00% 20,00% 20,00% 20,00% Product / Service A $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00 Product / Service B $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Product / Service C $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Product / Service D $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Total $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00 Revenue share per quarterCopy figures from last slide PRODUCT OR SERVICE REVENUE P.A. PRICE /UNIT NUMBER Q1 Q2 Q3 Q4 TOTAL
  66. 66. 8. FINANCIAL PLANNING 8.9 Revenue Preview Previous year $40,00 999 Increase 25% 10% 20,00% 20,00% 20,00% 20,00% Product / Service A $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00 Product / Service B $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Product / Service C $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Product / Service D $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 … $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00 Total $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00 Revenue share per quarterCopy figures from last slide PRODUCT OR SERVICE REVENUE P.A. PRICE /UNIT NUMBER Q1 Q2 Q3 Q4 TOTAL
  67. 67. 8. FINANCIAL PLANNING 8.10 Profitability preview FIRST FISCAL YEAR YEAR 1 YEAR 2 YEAR 3 Q1 Q2 Q3 Q4 Q1-4 Q1-4 Q1-4 Net sales $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Material consumption $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Gross profit I $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Personnel costs $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Gross Profit II $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Other costs $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Extended cash flow $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Interest $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Cash-flow $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Depreciation $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx Net profit before taxes $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00
  68. 68. 8. FINANCIAL PLANNING 8.11 Income Planning (P & L) FISCAL YEAR 1 FISCAL YEAR 2 FISCAL YEAR 3 USD % USD % USD % Revenues (gross) $xx.xx xx $xx.xx xx $xx.xx xx - VAT $xx.xx xx $xx.xx xx $xx.xx xx Revenues (net) $xx.xx xx $xx.xx xx $xx.xx xx - Other operating income $xx.xx xx $xx.xx xx $xx.xx xx Operating income $xx.xx xx $xx.xx xx $xx.xx xx - Purchase of goods / material costs $xx.xx xx $xx.xx xx $xx.xx xx - Personnel expenses $xx.xx xx $xx.xx xx $xx.xx xx - Regular depreciation $xx.xx xx $xx.xx xx $xx.xx xx - Interest expense $xx.xx xx $xx.xx xx $xx.xx xx - Other operating expenses $xx.xx xx $xx.xx xx $xx.xx xx Operating expenses $xx.xx xx $xx.xx xx $xx.xx xx Earnings $xx.xx xx $xx.xx xx $xx.xx xx - Government grants / allowances $xx.xx xx $xx.xx xx $xx.xx xx - Other gains and income $xx.xx xx $xx.xx xx $xx.xx xx - Other gains and income $xx.xx xx $xx.xx xx $xx.xx xx Reported results 0,00 € 0,0% $0,00 0,0% $0,00 0,0%
  69. 69. 8. FINANCIAL PLANNING 8.12 Liquidity preview 1/2 Figures in USD FISCAL YEAR 1 FISCAL YEAR 2 FISCAL YEAR 3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Balance of previous quarter x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 1.1 Turnover x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 1.2 Capital x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 1.3 Debt x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 1.4 Other inflows x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx Total liquidity access 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2.1 Investments x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.2 Personnel costs x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.3 Purchase of goods x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.4 Continuing expenditure x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 1. Inflows / revenues 2. Payouts
  70. 70. 8. FINANCIAL PLANNING 8.12 Liquidity preview 2/2 Figures in USD FISCAL YEAR 1 FISCAL YEAR 2 FISCAL YEAR 3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Liquidity access slide 1/2 x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx Payouts 2.1-2.4 x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.5 Interest x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.6 Amortization x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.7 Personal drawings x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 2.8 Other payments x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx Total liquidity outflow 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 3. Balance of liquid p/ quarter x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx 4. Cumulative net liquidity x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
  71. 71. 9. ENCLOSURES
  72. 72. 9. ENCLOSURES 9.1 Curriculum vitae At the end of your business plan you have the option to attach important documents which you haven’t found an appropriate place elsewhere or did not formally fit into the design of the plan. This can the following documents:  CVs  Calculations for financial planning  Partnership agreements (draft)  Rent contract (Draft)  Cooperation Agreements (Draft)  Leases (Draft)  Report  Rights, Patents  Press Reports  Brochures  etc.

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