Make Your Business Case

Transcription

1 Make Your Business Case How to Use Business Planning for Successful Business Growth George Simmons, Senior Partner Derby Management Consultants

2 Quick Agenda Ok? A bit about me Stages of Growth Where are you today & Where do you want to be? Business Plan Architecture You Must Tell Me The Rules 2

3 George Simmons 25 year veteran of early stage, entrepreneurial companies CEO: Industrial laser company COO: Electric motors, Tech-Medical services, Tech-based packaging, Consumer-based, industrial products CFO: Publicly-traded computer peripherals, multiple early stage companies, Capital raise-$5m to $10M, Numerous M&A Investor: Launchpad in Boston, Cherrystone in Providence Derby Management-15 years, specialist in Business planning Finance and financing Sales Optimization Processes Sales Management Value Propositions 3

4 Just What is Business Planning? 4

5 Just What is Business Planning? Why bother? Everyone knows what to do? Seems like a lot of extra work? 5

6 Just 1 little word 6

7 All Businesses must have Product growth in any business Product evolution Product extensions Sales growth in any business. Startup and emerging company growth 7

8 The Five Stages of The Idea Growth Stability Survival Concept Success What s the point that my business or my product absolutely needs to get to very quickly? 8

9 The Five Stages of Survival Concept Success Growth Stability and why is that? The Idea 9

10 Concept Survival The Five Stages of Stability Growth Success Positive cash flow A level managers hired Strategies locked down Tactical plans in place Product Plans Engineering Plans Sales Processes Marketing Plans Product Portfolios What this really means is There must be metrics at every stage Products and the business must reach Stability at a minimum In order to succeed every business, every product MUST grow 10

11 Use a Classic Product Adoption Life Cycle Revenue Profits Growth Stage Maturity Stage Derby Planning Toolbox Introduction Stage Price Aggressively Focus on Market Share Focus on Loyalty Decline Stage Do Not Invest in Product or in Marketing 11

12 Plan for the Growth Stage Revenue Profits Growth Stage Maturity Stage Derby Marketing Toolbox Introduction Stage Price Aggressively Focus on Market Share Focus on Loyalty Decline Stage Do Not Invest in Product or in Marketing 12

13 Early Stage Value Creation Cycle Founder CEO Idea PHASE 1 Create Effective Models Early Market Strategies & Initial Tactics Sales Channel Decisions Seed $ Years 1-2 Survival Angel $ Venture $ PHASE 2 Build the Business Formal Marketing Plan-Products, Tactics, Leads Early Stage CEO & Team Strategic Investments Years 2-3 Stability Customer Validation Formal Sales Plans- Processes, Tactics, & People PHASE 3 Scale the Organization Revenue Growth Years 3-6 Growth Profitability Exit Expansion Management Revised & Expanded Marketing & Sales Processes & Plans 13

14 The Five Stages of Recognize also that this line is never straight Success at the start is merely surviving. Success Growth Stability Survival Concept Must move your product and your business if you re a startup to Stability in months Success in the middle of your product s or company s life means increasing revenues year over year by X % and high EBITDA % Success at the end game means a high valued product and company tracking above the industry s metrics 14

15 A Way to Think About Every Company 15

16 A Business Planning Architecture 16

17 Planning Architecture Elevator Speech Executive Summary Presentation Pitch Why do you need one? Just 3 reasons The Business Plan 1. Need to define where you, your managers and your business models are along the path to growth. 2. You need to balance month-to-month activities with Tactics, Strategies & Vision. 3. You must be able to easily communicate status 17

18 Just What Are Business Plans? Elevator Speech Executive Summary Presentation Pitch The Business Plan 18

19 Business Planning Architecture Common Mistake #1 Common Mistake #2 Vision Strategies Tactics & Objectives Common Mistake #3 Actions 60 months 1-18 months 1-12 months Operations CEO & BOD All Managers All Employees 19

20 A Business Planning Architecture ( Everything needs to fit ) Product & Services Plans Engineering & Manufacturing Strategy Company Business Plan Marketing & Market Analysis Plans Sales Plans Service Plans = Finance Metrics & Review The Management Team s Job is One Simple Thing 20 Must Create Highly Scalable 20

21 Planning Architecture Common Business Planning Mistakes 1. A lack of process and focus consistency 2. A lack of timely follow up 3. A lack of consistent (quarterly and annual reviews) The biggest mistake is always, always, always a lack of focus on the part of the Senior Team 21

22 What s my responsibility? Business Planning Architecture So that at the end Common Mistake #2 Vision is totally aligned with Strategies & Tactics Your goals married with your managers & investors Your managers have accepted accountability There is a common architecture of metrics & rewards Vision Strategies 1-12 months Tactics & Objectives Common Mistake #3 Common Mistake #1 Actions 24 months 1-18 months Operations CEO & BOD All Managers All Employees 22

23 You Must Tell Me at least these 23

24 You Must Tell Me-1 1. Target customers. Who do you serve? Ideal customer: industry, location, size, type Create personas of your target customer Craft messages that will resonate with them. Resonate and differentiate. 2. Need/business problem. What business problems do you address? How do you help? 24

25 You Must Tell Me-2 3. Impact of solving need. What are the rational & emotional benefits you solve The major factor in whether or not you resonate. How are you going to Market, Sell & Solve that need? 4. Your offerings. What s your product and service approach? How do you solve problems & work with customers? First, Answer Why does your Customer buy? 25

26 You Must Tell Me-3 5.Proof of concept. Demonstrate your approach has worked Define similar solutions for similar problems How do you substantiate your claims? 6.Differentiation Why is your offering preferable to other options? What s special? What s differentiated? WHAT IS THE VALUE? 26

27 You Must Tell Me- 4.. cost to acquire one customer Plus. How much do I plan to spend? How much is the customer going to buy in the first 36 months? How many months until I recover my initial acquisition cost? Based on Gross Profit $, not revenue Go-to-Market Plan: Now and in 24 months Define the Sales Model Define the Sales Channel Target the Geography 27

28 Why create a Business Plan? For you as a company manager, it Communicates your strategies Communicates your tactics Communicates your objectives Communicates your budget requirements Provides for common agreement & buy-in Provides common language Elevator Speech Executive Summary Presentation Pitch The Business Plan Vision Strategies Tactics & Objectives Actions 24 months 1-18 months 1-12 months CEO & BOD All Managers All Employees 28 Operations 28

29 Why create a Business Plan? For you as an entrepreneur, it Provides the same as a company manager And provides an architecture for investors 29

30 For the Team Most importantly, for you & your team The actual process of planning is the key. It consolidates management direction. It provides debate & finally consensus. It is a guide when speed bumps happen. It is your company & personal scorecard. 30

31 No Business Plan, No Outside Money Early & later stage companies Plans are the foundation for outside investors Private angels Venture capitalists Corporate investors Strategic partners Elevator Speech Executive Summary Presentation Pitch The Business Plan 22 31

32 Very Writing a plan is tough work! It requires disciplined balance It s visionary, but logical. It s financially perfect, but flexible. It s wrong & it s right. It s for today, but also for 3 to 5 years out It s a formal Plan, but it s easy to read. It s creative, but it follows The Rules. 32

33 Elevator Speech Executive Summary Presentation Pitch Rules Preparation Start Writing The Business Plan 33

34 The Traditional Business Plan An Executive Summary 7-9 sections pages with financials Elevator Speech Executive Summary Presentation Pitch The Business Plan Provides clear details Brings out the richness of the business idea. Details the market opportunity & complexity Details the business and sales models 34

35 What s included? 7-9 Sections Elevator Speech Executive Summary Presentation Pitch 1. Executive Summary 2. Introduction to the business 3. Definition of products & services 4. Overview of markets 5. Overview of sales & marketing plans 6. Overview of products and roadmap 7. Summary of manufacturing & operations 8. Management team bios 9. Four pages of financials The Business Plan 35

36 How do you start? Pay attention to Writing the Winning Plan Be compelling Be brief, focused, & deliberate Focus on the markets & on your customers Provide solid market research & hard data Be innovative and provide unique value Define an experienced management team 36

37 Rules Be brief & direct & detailed. Identify what the business is immediately Identify the business model immediately. Define the products & their technologies Detail the markets What? Where? Identify your customers. Identify the sales model immediately Who & How? 37

38 Rules Be realistic with yourself. This is your Plan, Career, Time & Money Define your 1 and your 3 year objectives Describe your 3 to 4 primary strategies. Always focus on the cash growth in margin growth in revenue. the market changes the customer changes 38

39 Don t just start writing Vision Strategies Preparation = Key to Success Question everything What is the business? What s our vision? Can we explain it to others? Who are our customers in 3 years? How are we going to sell them? Do we have a 3 year product map? Tactics Business Plan Focus 39

40 Don t just start writing Preparation = Key to Success. What do we really know about Our market & customer targets? Market data, trends, & forecasts? Competition? Sales channels? New technologies in development? How many customers have we interviewed to confirm the intensity level of the problem? 40

41 One more preparation task Analysis of financial assumptions Internally, what do we want for Revenue, margin and profit growth rates Cost of goods Sales acquisition costs & Sales channel models Hiring rates and ramp speed Technology investment rates G&A expense % stages Receivables, payables, and financing costs 41

42 Now, you can start writing What you need A quiet place and time. All of your data easily available. Start writing by yourself. Not a team effort. Get the content down quickly. Send a first rough draft to others quickly. Write draft after draft after draft after

43 What s included? 7-9 Sections Elevator Speech Executive Summary Presentation Pitch 1. Executive Summary 2. Introduction to the business 3. Definition of products & services 4. Overview of markets 5. Overview of sales & marketing plans 6. Overview of products and roadmap 7. Summary of manufacturing & operations 8. Management team bios 9. Four pages of financials The Business Plan 43

44 So What Do I Do Now? Simple Read Writing the Winning Business Plan Thoroughly Give me a call when you have questions Send us your plans for review Let s get you funded! 44