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How To Write An Executive Summary For Your B-Plan
How To Write An Executive Summary For Your B-Plan
How To Write An Executive Summary For Your B-Plan
What is it?
y Brief summary of all the sections of the B‐Plan
y Also includes important financial numbers
Center for Entrepreneurial Leadership February 3rd , 2007
Why?
y Executive summaries are also usually the first things
read and analyzed by potential investors
y So, it's a very important part of your plan
Center for Entrepreneurial Leadership February 3rd , 2007
More importantly
y It’s the first step of any B‐Plan competition
Center for Entrepreneurial Leadership February 3rd , 2007
Cover Page & Length
y Cover Page shouldn't be cluttered
y Include only essentials like
Company Name
Team Members
Logo with Tag line
L ith T li
y 2‐3 pages, excluding the cover page
2 3 pages excluding the cover page
Center for Entrepreneurial Leadership February 3rd , 2007
It should start with,
y Product / Service Description
y Business Concept and Description of the Opportunity
y Company Description
y Mission Statement
Center for Entrepreneurial Leadership February 3rd , 2007
Center for Entrepreneurial Leadership February 3rd , 2007
What and Why?
y Market = The world of commercial activity where
goods and services are bought and sold.
y Therefore, Market Analysis deals with the various
Th f M k A l i d l i h h i
aspects of the market which the reviewer may or may
not be familiar with.
not be familiar with
y And Why?
Center for Entrepreneurial Leadership February 3rd , 2007
Market analysis consists
y It should enable you to identify target customers, their
expectations, income levels, expenditure, your
distribution strategies etc
distribution strategies, etc.
y It should be based on facts like surveys and established
data
Center for Entrepreneurial Leadership February 3rd , 2007
Center for Entrepreneurial Leadership February 3rd , 2007
How?
y Document current strategy of each primary
competitor‐Spy on them!!
y Sources‐
S
y Public Information
y Market research project
y Newspaper reports, catalogs, interviews
with distributors
y Else, go GOOGLE‐ing!!!
Center for Entrepreneurial Leadership February 3rd , 2007
Contd.
y SWOT( Strengths Weaknesses Opportunities & Threats) Analysis
of each competitor
y Are you filling a void in the Market?
y Formulate the market strategy.
Center for Entrepreneurial Leadership February 3rd , 2007
In the Ex‐Sum…
y You can write a few lines about your market which you
would have learnt from your Market Analysis
y It is a good idea to use Visual aids like Figures and Graphs
for the above purpose
y It is recommended to mention the source of surveys and
data
y You should also write about your Market Strategy
Center for Entrepreneurial Leadership February 3rd , 2007
Center for Entrepreneurial Leadership February 3rd , 2007
Financials – Why do we need one?
y Assessment
y Confirmation
y Quantification
y Calculation
y Budgeting
Center for Entrepreneurial Leadership February 3rd , 2007
Components
Financials
Income Balance
Assumptions Cash Flow
Statement Sheet
Center for Entrepreneurial Leadership February 3rd , 2007
Assumptions
y Always specify assumptions in financials
y Valid assumptions such as
Rate of revenue exchange
Depreciation Rate
Seasonal Trends
Royalty etc…
y y
Center for Entrepreneurial Leadership February 3rd , 2007
Cash Flow
y Transfer of money in and out of the enterprise
y Can be calculated as:
cash + source of revenue –
h f expenses –
capital
i l
y Avoid:
Unrealistic Assumptions
Underestimation of Needs
Center for Entrepreneurial Leadership February 3rd , 2007
Income Statement
y How good the company is at making money.
y Include
Sales Revenue
Sales Costs
Gross Profit
Operating Expenses
Operating Income
p g
Net Income
Center for Entrepreneurial Leadership February 3rd , 2007
Balance Sheet
y What the company owns and owes.
y The main formula is:
assets = liabilities + shareholders’ equity
li bili i h h ld ’ i
y To create a balance
Know your assets
Learn different liabilities
Shareholder’s Equity
q y
Center for Entrepreneurial Leadership February 3rd , 2007
Center for Entrepreneurial Leadership February 3rd , 2007
y Wikipedia says:
Risk analysis is a technique to identify and assess
factors that may jeopardize the success of a project or
achieving a goal.
g g
Center for Entrepreneurial Leadership February 3rd , 2007
Analyze…
y Conduct a business risk assessment against each
business function.
y Eliminate non‐critical business processes from a
contingency planning project.
l
y List and prioritize business functions that require a
contingency plan.
contingency plan
y Revise contingency planning project tasks to reflect
the new priorities.
y Manage the identified risks as part of operational
management practices.
Center for Entrepreneurial Leadership February 3rd , 2007
Assess…
y Economic/Financial
y Legal
y Operational
y Marketing
y Growth
Center for Entrepreneurial Leadership February 3rd , 2007
Continued…
y Determine the criticality of a process to your business.
y Assess the failure probability/risk criticality score.
y Develop a contingency plan based on the score.
Center for Entrepreneurial Leadership February 3rd , 2007
Center for Entrepreneurial Leadership February 3rd , 2007
y To some it is THE critical factor.
y Include
Personal Details
P l D il
Field of Expertise
Title of Position
Previous Experience
Previous Success
Education
Specific Skills
Center for Entrepreneurial Leadership February 3rd , 2007
Avoid
y Depending on unqualified friends or family.
y Presenting ‘one‐man theory’.
y Failing to attract a knowledgeable board of directors.
y Assume previous success in other industry applies to
your current industry.
i d
Center for Entrepreneurial Leadership February 3rd , 2007
Center for Entrepreneurial Leadership February 3rd , 2007
What is it?
y It is not about shutting down your business rather
exiting it gracefully.
y Also includes a strategy for investors to cash out.
Al i l d f i h
Center for Entrepreneurial Leadership February 3rd , 2007
Developing an Exit Strategy
y Ask:
Why are you getting into the business?
y y g g
Do you see yourself running the business 20 years from
now?
Are you in it for big money or a steadily growing family
business?
Who are the investors in your business?
Center for Entrepreneurial Leadership February 3rd , 2007
Sample Exit Strategy
y Nike Maneuver
y Merger/Acquisition
y Buyout by a partner
y Initial Public Offering
y Franchising your business
y Family Handover
Center for Entrepreneurial Leadership February 3rd , 2007