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Nursing Entrep-Midterms Flashcards

1
Q

is an important precursor to action in new ventures by helping firm founders to make decisions, to balance resource supply and demand, and to turn abstract goals into concrete operational steps

A

Business Planning

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2
Q

Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.

A

Peter Drucker

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3
Q

Business plans are developed for both internal and external purposes. Internally, entrepreneurs develop business plans to help put the pieces of their business together. The most common external purpose for a business plan is to raise capital.

A

Business Planning Purposes

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4
Q

The business plan is the road map for the development of the business because it
* defines the vision for the company
* establishes the company’s strategy
* describes how the strategy will be implemented
* provides a framework for analysis of key issues
* provides a plan for the development of the
business
* is a measurement and control tool
* helps the entrepreneur to be realistic and to put theories to the test

A

Internal Purposes

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5
Q

The business plan is often the main method of
describing a company to external audiences such as potential sources for financing and key personnel being recruited. It should assist outside parties to understand the current status of the company, its opportunities, and
its needs for resources such as capital and personnel. It also provides the most complete source of information for valuation of the business.

A

External Purposes

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6
Q

As Hindle and Mainprize (2006) note, business plan writers must strive to communicate their expectations about the nature of an uncertain future. However, the liabilities of newness make communicating the expected future of new ventures difficult (more so than for existing businesses.

A

Business Plan Communication Principles

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7
Q

Five Communication Principles

A
  1. Expectations
  2. Milestones
  3. Oppurtunities
  4. Context
  5. Business Model
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8
Q
  1. Translation of your vision of the venture and how it will perform into a format compatible with the expectations of the readers
  2. Communicate that:
    * you have identified and understood the key success factors and risks
    * the projected market is large and you expect good market penetration
    * you have a strategy for commercialization, profitability, and market domination
    * you can establish and protect a proprietary and competitive position
A

Expectations

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9
Q
  1. Anchoring key events in the plan with specific financial and quantitative values
  2. Communicate that:
    * your major plan objectives are in the form of financial targets
    * you have addressed the dual need for planning and flexibility
    * you understand the hazards of neglecting linkages between certain events
    * you understand the importance of quantitative values (rather than just chronological dates)
A

Milestones

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10
Q
  1. Nothing lasts forever—things can change to
    impact the opportunity: tastes, preferences, technological innovation, competitive landscape
  2. Communicate these four aspects to distinguish the business concept, distinctive competencies, and sustainable advantages:
    * the new combination upon which venture is built
    * magnitude of the opportunity or market size
    * market growth trends
    * venture’s value from the market (% of market share proposed or market share
    value in dollars)
A

Opportunities

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11
Q
  1. Four key aspects describing context within
    which new venture is intended to function (internal and external environment)
  2. Communicate
    * how the context will help or hinder the proposal
    * how the context may change & affect the business & the range of flexibility or response that is built into the venture
    * what management can or will do in the event the context turns unfavorable
    * what management can do to affect the
    context in a positive way
A

Context

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12
Q
  1. Brief and clear statement of how an idea actually becomes a business that creates value
  2. Communicate
    * Who pays, how much, and how often?
    * The activities the company must perform to produce its product, deliver it to its customers and earn revenue
    * And be able to defend assertions that the venture is attractive and sustainable and has a competitive edge
A

Business Model

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13
Q

Hindle and Mainprize (2006) outline five principles to help entrepreneurs project credibility

A

Business Plan Credibility Principles

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14
Q

Business Plan Credibility Principles

A
  1. Team
  2. Elaboration
  3. Scenario Integration
  4. Financial Link
  5. The Deal
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15
Q
  1. Without the right team, nothing else matters.
  2. Communicate
    * What do they know?
    * Who do they know?
    * How well are they known?
A

Team

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16
Q
  1. Break down individual tasks into their sub-parts so each step maximizes the upside and
    minimizes the downside:
    * sub-strategies
    * ad-hoc programs
    * specific tactical action plans
A

Elaboration

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17
Q
  1. Claiming an insuperable lead or a proprietary market position is naïve.
  2. Venture building is like chess:
    * Anticipate several moves in advance
    * View the future as a movie vs. snapshot
A

Scenario Integration

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18
Q
  1. Key assumptions related to market size, penetration rates, and timing issues of market
    context outlined in the business plan should link directly to the financial statements.
  2. Income and cash flow statements must be
    preceded by operational statements setting forth the primary planning assumptions about market sizes, sales, productivity, and basis for the revenue estimate.
A

Financial Link

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19
Q
  • If the main purpose is to enact a harvest, then the business plan must create a value-adding deal structure to attract investors.
  • Common things: viability, profit potential,
    downside risk, likely life-cycle time, potential
    areas for dispute or improvement
A

The Deal

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20
Q

Many businesses must have a business plan to achieve their goals. The following are some basic guidelines for business plan development.

A

General Business Plan Guidelines

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21
Q
  1. A standard format helps the reader understand that the entrepreneur has thought everything through, and that the returns justify the risk.
  2. Binding the document ensures that readers can easily go through it without it falling apart.
  3. Be 100% certain that:
    * everything is completely integrated: the written part must say exactly the same thing as the financial part
    * all financial statements are completely linked and valid (make sure all balance sheets validly balance)
    * the document is well formatted (layout
    makes document easy to read and comprehend—including all diagrams, charts, statements, and other additions)
    * everything is correct (there are NO
    spelling, grammar, sentence structure,
    referencing, or calculation errors)
    * the document easy to read andcomprehend because it is organized well with no unnecessary repetition
    * all the necessary information is included
    to enable readers to understand everything in your document
    * the terms you use in your plan are clear
    * if you use a percentage figure, you indicate to what it refers, otherwise the figure is completely useless to a reader.
    * if your plan includes an international element, which currencies the costs, revenues, prices, or other values are quoted in
    * credibility is both established and maintained
A

General Business Plan Guidelines

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22
Q

The business plan development process described next has been extensively tested with entrepreneurship students and has proven to provide the guidance entrepreneurs need to develop a business plan appropriate for their needs; a high-power business plan

A

Developing a High-Power Business Plan

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23
Q

There are six stages involved with developing a high-power business plan. These stages can be compared to a process for hosting a dinner for a few friends.

A

The Stages of Development

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24
Q

The Stages of Development

A
  1. Essential Initial Research Stage
  2. Business Model Stage
  3. Initial Business Plan Draft Stage
  4. Making the Business Plan Realistic Stage
  5. Making a Plan to Appeal to Stakeholders
  6. Finishing the Business Plan
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25
Q
  • A host hoping to make a good impression with their anticipated guests might analyze the
    situation at multiple levels to collect data on new alternatives for healthy ingredients, what
    ingredients have the best prices and are most
    readily available at certain times of year, the
    new trends in party appetizers, what food
    allergies the expected guests might have,
    possible party themes to consider, and so on.
  • This stage of planning, the essential initial
    research, is a necessary first step to better
    understand the trends that will affect their
    business and the decisions they must make to
    lay the groundwork for, and to improve their
    potential for success
A

Essential Initial Research Stage

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26
Q
  • the host might construct a menu of items to
    include with the meal along with a list of
    decorations to order, music to play, and costume themes to suggest to the guests. The mix of these kinds of elements chosen by the host will play a role in the success of the party.
  • Inherent in any business plan is a description of the business model chosen by the entrepreneur as the one that they feel will best ensure success.
A

Business Model Stage

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27
Q
  • is where the host rolls up his or her sleeves and begins to assemble make some of the food items, put up some of the decorations, send invitations, and generally get everything started for the party.
  • involves taking the knowledge and ideas
    developed during the first two stages and
    organizing them into a business plan format.
    Writing all of the operations, human resources, marketing, and financial plans as part of the first draft ensures that all of these parts can be appropriately and necessarily integrated
A

Initial Business Plan Draft Stage

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28
Q
  • During this stage, the host will begin to realize that some plans are not feasible and that changes are needed. The required changes might be substantial, like the need to postpone the entire party and ultimately start over in a few months, or less drastic, like the need to change the menu when an invited guest indicates that they can’t eat food containing gluten. These changes are incorporated into the plan to make it realistic and feasible in the Making the Business Plan Realistic stage.
  • The first draft of a business plan will almost
    never be realistic. As the entrepreneur writes the plan, it will necessarily change as new
    information is gathered. Another factor that
    usually renders the first draft unrealistic is the
    difficulty in making certain that the written part—in the front part of the plan along with the operations, human resources, and marketing plans—tells the exact same story as the financial part does. This stage of work involves making the necessary adjustments to the plan to make it as realistic as possible
A

Making the Business Plan Realistic Stage

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29
Q

The Making Business Plan Realistic stage has two possible feedback loops.

A
  1. The first goes back to the Initial Business Plan Draft stage in case the initial business plan needs to be significantly changed before it is possible to adjust it so that it is realistic.
  2. The second feedback loop circles back to the Business Model stage if the business developer need to rethink the business model.
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30
Q

involves further changes to the party plan to
make it more appealing to both the invited
guests and to make it a fun experience for the
host. For example, the host might learn that
some of the single guests would like to bring
dates and others might need to be able to bring their children to be able to attend. The host might be able to accommodate those desires or needs in ways that will also make the party more fun for them—maybe by accepting some guests’ offers to bring food or games, or maybe even hiring a babysitter to entertain and look after the children.

A

Making a Plan to Appeal to Stakeholders Stage

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31
Q

A business plan can be realistic without appealing to potential investors and other external stakeholders, like employees, suppliers, and needed business partners. It
might also be realistic (and possibly appealing to stakeholders) without being desirable to the entrepreneur. During this stage the entrepreneur will keep the business plan realistic as they adjust plans to appeal to potential investors and
to themselves.

A

MAKING PLAN APPEAL TO STAKEHOLDERS AND DESIRABLE TO THE ENTREPRENEUR

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32
Q
  • The final stage—involves the host putting all of the final touches in place for the party in
    preparation for the arrival of the guests.
  • The final stage involves putting all of the
    important finishing touches on the business plan so that it will present well to potential investors and others. This involves making sure that the math and links between the written and financial parts are accurate. It also involves ensuring that all the needed corrections are made to the spelling, grammar, and formatting. The final set
    of goals should be written to appeal to the target readers and to reflect what the business plan says. An executive summary should be written and included as a final step.
A

Finishing the Businessman Plan

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33
Q

General Business Plan Format

A
  1. Title Page
  2. Executive Summary
  3. Table of Contents
  4. List of Tables
  5. List of Tables
  6. List of Figures
  7. Introduction
  8. Business Idea
  9. Vision
  10. Mission
  11. Values
  12. Major Goals
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34
Q

Include nice, catchy, professional, appropriate
graphics to make it appealing for targeted
readers

A

Title Page

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35
Q
  • Can be longer than normal executive
    summaries, up to three pages
  • Write after remainder of plan is complete
  • Includes information relevant to targeted readers as this is the place where they are most likely to form their first impressions of the business idea and decide whether they wish to read the rest of the plan
A

Executive Summary

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36
Q

Each table, figure, and appendix included in the plan must be referenced within the text of the plan so the relevance of each of these elements is clear.

A

List of Tables

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37
Q
  • Describes the business concept
  • Indicates the purpose of the plan
  • Appeals to targeted readers
A

Introduction

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38
Q

May include description of history behind the
idea and the evolution of the business concept if relevant

A

Business Idea

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39
Q
  • Generally outlines what the owner intends for the venture to be
  • Should inspire all members of the organization
  • Should help stakeholders aspire to achieve
    greater things through the venture because of
    the general direction provided through the vision statement
A

Vision

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40
Q
  • Should be very brief—a few sentences or a
    short paragraph
  • Indicates what your organization does and why it exists—may describe the business strategy and philosophy
A

Mission

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41
Q
  • Indicates the important values that will guide
    everything the business will do
  • Outlines the personal commitments members of the organization must make, and what they should consider to be important
  • Defines how people behave and interact with each other.
  • Should help the reader understand the type of culture and operating environment this business intends to develop
A

Values

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42
Q
  • Describes the major organizational goals
  • Ensures each goal is:
  • Specific, Measurable, Action-Oriented, Realistic, and Timely [SMART]
  • Realistic, Understandable, Measurable,
    Believable, and Achievable [RUMBA]
  • Perfectly aligns with everything in plan
A

Major Goals

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43
Q
  1. Trend Analysis
  2. Industry Analysis
A

Operating Environment

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44
Q
  • Includes an analysis of how the current and
    expected trends in the political, economic,
    social, technological, environmental, and legal
    (PESTEL) factors will impact the development of this business
  • Consider whether this is the right place
    for this analysis: it may be better positioned in, for example, the Financial Plan section to provide context to the analysis of the critical success factors, or in the Marketing Plan to help the reader understand the basis for the
    sales projections
A

Trend Analysis

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45
Q
  • Includes an analysis of the industry in which this business will operate
  • Commonly uses the Five Forces Model (Porter, 1985)
  • consider whether this is the right place for this analysis: it may be better placed in, for example, the Marketing Plan to enhance the competitor analysis, or in the Financial Plan to provide context to the industry standard ratios in the Investment Analysis section
A

Industry Analysis

46
Q

Operations Plan
Answers several questions:

A
  • What are your facility plans?
    1. Where will your facility be located?
  • expressed as a set physical location
  • expressed as a set of requirements and characteristics
    2. How large will your facility be and why
    must it be this size?
    3. How much will it cost to buy or lease your facility?
    4. What utility, parking, and other costs must you pay for this facility?
    5. What expansion plans must be factored into the facility requirements?
    6. What transportation and storage issues must be addressed by facility decisions?
    7. What zoning and other legal issues must you deal with?
    8. What will be the layout for your facility and how will this best accommodate customer and employee requirements?
  • What constraints are you operating under that will restrict your capacity to produce and sell your product?
    1. Given these constraints, what is your operating capacity (in terms of production, sales, etc.)
    9. What is the workflow plan for your operation?
    10. What work will your company do and what work will you outsource?
47
Q
  • Outlines several key questions:
    1. When will you make the preparations, such as registering the business name and purchasing equipment, to start the venture
    2. When will you begin operations and
    make your first sales?
    3. When will other milestone events occur
    such as moving operations to a larger facility, offering a new product line, hiring new key employees, and beginning to sell products
    internationally?
  • May include a graphical timeline showing when these milestone events have occurred and are expected to occur
A

Operations Timeline

48
Q

Somewhere in your business plan you must
indicate what legal structure your venture will take. Your financial statements, risk management strategy, and other elements of your plan are affected by the type of legal structure you choosefor your business:
* Sole Proprietorship
* Partnership
* Limited Partnership
* Corporation
* Cooperative

A

Business Structure and Other Set-up Elements

49
Q

As part of your business set-up, you need to
determine what kinds of control systems you
should have in place, establish necessary
relationships with suppliers and prior to your start-up, and generally deal with a list of issues like the following. Many of your decisions related to the following should be described somewhere in your business plan:

A
  • Naming
  • Zoning, equipment prices, suppliers, etc.
  • Location Lease terms, leasehold improvements, signage, pay deposits, etc.
  • Getting business license, permits, etc.
  • Setting up banking arrangements
  • Setting up legal and accounting systems
    (or professionals)
  • Ordering equipment, locks and keys, furniture, etc.
  • Recruiting employees, set up payroll system, benefit programs, etc.
  • Training employees
  • Testing the products/services that will be
    offered
  • Testing the systems for supply, sales, delivery, and other functions
  • Deciding on graphics, logos, promotional
    methods, etc.
  • Ordering business cards, letter head, etc.
  • Setting up supplier agreements
  • Buying inventory, insurance, etc.
  • Revising business plan
  • And many more things, including, when possible, attracting purchased orders in advance of start-up through personal selling (by the owner, a paid sales force, independent representatives, or by selling through brokers wholesalers, catalog houses, retailers), a promotional campaign, or other means
50
Q
  • What is required to start up your business,
    including the purchases and activities that must occur before you make your first sale
  • When identifying capital requirements for start-up, a distinction should be made between fixed capital requirements and working capital requirements
A

Start-Up

51
Q
  • What fixed assets, including equipment and
    machinery, must be purchased so your venture can conduct its business?
  • This section may include a start-up budget showing the machinery, equipment, furnishings, renovations, and other capital expenditures required prior to operations commencing.
  • If relevant you might include information showing the financing required; fixed capital is usually financed using longer-term loans.
A

Fized Capital Requirements

52
Q
  • What money is needed to operate the business (separately from the money needed to purchase fixed assets) including the money needed to purchase inventory and pay initial expenses?
  • This section may include a start-up budget showing the cash required to purchase starting inventories, recruit employees, conduct market research, acquire licenses, hire lawyers, and other operating expenditures required prior to starting operations.
  • If relevant you might include information showing the financing required … working capital is usually financed with operating loans, trade credit, credit card debt, or other forms of shorter-term loans
A

Working Capital Requirements

53
Q

Risk Management Strategies

A
  • Includes descriptions of the organization’s risk exposure
    1. enterprise
    2. financial
    3. operational
  • Always includes descriptions of the planned
    strategies for managing each of the risks
    identified
    1. avoid
    2. reduce
    3. transsfer
    4. assume
54
Q

liability exposure for things like when someone accuses your employees or products you sell of injuring them

A

enterprise

55
Q

securing loans when needed and otherwise having the right amount of money when you need it

A

financial

56
Q

securing needed inventories, recruiting needed employees in tight labor markets,
customers you counted on notpurchasing product as you had anticipated, theft, arson, natural disasters like fires and floods, etc

A

operational

57
Q

choose to avoid doing something, outsource, etc

A

avoid

58
Q

through training, assuming specific operational strategies, etc

A

reduce

59
Q

insure against, outsource, etc.

A

transfer

60
Q

self-insure, accept, etc

A

assume

61
Q
  • What operating processes will you apply
  • Depending upon the type of business for which you are creating your plan, you will need to describe different things:
    1. Retail and wholesome operations
    2. Service operation
    3. Manufacturing operation
A

Operating Processes

62
Q
  • How will you ensure your cash is managed effectively?
  • How will you schedule your employees?
  • How will you manage your inventories?
  • If you will have a workforce, how will you manage them?
A

Retail and wholesale operations

63
Q
  • How will you bill out your employee time
  • How will you schedule work on your contracts?.
A

Service operation

64
Q
  • How you will manufacture your product (process flow, job shop, etc.?)
  • How will you maintain quality?
  • How will you institute and manage effective financial monitoring and control systems that provide needed information in a timely manner?
  • How will you manage expansion?
A

Manufacturing operation

65
Q

May include planned layouts for facilities

A

Facilities

66
Q
  • May include information on Advisory Boards or Board of Directors from which the company will seek advice or guidance or direction
  • May include an organizational chart
  • Can nicely lead into the Human Resources Plan
A

Organizational Structure

67
Q

Human resource planning is a process by which management ensures that it has the right number and kinds of people at the right places, and at the right times, who are capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. Human resource planning, then, translates the organization’s objectives into terms of the workers needed to meet those objectives (Robbins, 1988).

A

Human Resource Planning

68
Q

Human resource planning, also known as
manpower planning, is a process of analyzing an organization’s human resource needs under changing conditions and developing the activities necessary to satisfy these needs. It is a dynamic management process of insuring that at all times, a company or its unit has in it employ the right number of people, with the right skills and assigned to the right jobs where they can contribute most effectively to the productivity and profitability of the company. Human resource planning is concerned with the efficient acquisition and maximum utilization of the company’s human resource in order to enable the company to attain its goals and objectives

A

Sison 1991

69
Q
  1. Includes how many employees are required at what times
  2. Estimates time required to recruit needed
    employees
  3. Estimates all recruitment
    * employment advertisements
    * contracts with employment agency or search firms
    * travel and accommodations for potential
    employees to come for interviews
    * travel and accommodations for interviewers
    * facility, food, lost time, and other interviewing costs
    * relocation allowances for those hired including flights, moving companies, housing allowances, spousal employment assistance, etc.
    * may include a schedule showing the costs of initial recruitment that then flows into your start-up expense schedules
A

Recruitment and Retention Strategies

70
Q
  • What is your leadership philosophy?
  • Why is it the most appropriate leadership
    approach for this venture?
A

Leadership and Management Strategies

71
Q
  • an informative presentation during a start- up that helps potential investors learn more about your business; it relates compelling information
  • also known as an investor pitch deck or a start-up pitch deck
A

Pitch Deck

72
Q

What’s included in a pitch deck presentation?

A
  1. Introduction
  2. Problem
  3. Solution
  4. Market Size and Oppurtunity
  5. Product
  6. Traction
  7. Team
  8. Competition
  9. Financials
  10. Investment and use of funds
73
Q

Tell people who you are and why you’re here

A

Introduction

74
Q

Identify two or three problems that your product will tackle

A

Problem

75
Q

Present a clear and concise solution that investors can easily follow

A

Solution

76
Q

Identify market size and opportunity in measurable numbers

A

Market Size and Opportunity

77
Q

Show off the actual product or service your business is telling

A

Product

78
Q

Focus on the growth, major goals and next steps of your business

A

Traction

79
Q

Introduce your core team members

A

Team

80
Q

Define your competition and explain why you’re different

A

Competition

81
Q

Show that you have the financial knowledge to reach your goals

A

Financials

82
Q

Tell investors what you need from them and why

A

Investment and Use of Funds

83
Q
  • Short introduction
  • Makes an impact (lasting 1st impressions)
  • Tells people who you are and why you’re here
  • Communicates the value proposition of your
    business strongly
A

Elevator Pitch

84
Q

Simple statement focused on the problem/ gap identified by the investor that is not being
addressed currently by the market

A

Problem

85
Q
  • a summary of what your business does, what problem it solves, and who your customers are going to be.
  • describe how you will take advantage of the
    opportunities and challenges the environment
    provides.
  • a problem leads to an opportunity that can be capitalized on
A

Opportunity

86
Q
  • present a concise and clear identified solution
  • avoid making big promises or grand statements
  • focus your presentation on your research
    conducted , drive, commitment and capability in solving the problem.
  • Risk Management Strategies
A

Solution

87
Q

choose to avoid doing something,
outsource, etc.

A

avoid

88
Q

through training, assuming specific operational strategies, etc

A

reduce

89
Q

insure against, outsource, etc.

A

transfer

90
Q

self-insure, accept, etc

A

assume

91
Q
  • Features the actual product or service
  • The products and services section of your business plan outlines your product or service, why it’s needed by your market, and how it will compete with other businesses selling the same or similar products and services.
  • highlight the features of your product or service.
A

Product

92
Q
  • a theoretical structure that supports the feasibility of a product or company.
  • a great tool to help you understand a business model in a straightforward, structured way.
  • provides an insight about the customers you serve, what value propositions are offered through what channels, and how your company makes money.
  • a shared language/ tool for describing, visualizing, assessing and changing business models that describes the rationale of how an organization creates, delivers and captures value.
A

Business Model

93
Q
  • describes what makes you different from others
  • outlines the list of competitors and their positioning strengths, weaknesses, threats and opportunities
A

Competition

94
Q
  • entails an explanation of the value proposition
  • a section where the entrepreneur compares
    himself with the competition and proves how he is better than them
A

The Key Highlight

95
Q
  • discusses marketing and sale strategies to obtain, overcome and to serve the existing and prospective customers of the product
  • Statement of funding reflected in a graph based on past market growth and future potential market growth
  • States potential ROI, associated risks, sources of funds
  • States early marketing efforts, profitability
  • States utilization of existing funds and where to further invest
A

Marketing and Sales

96
Q
  • Discusses who your core team members are and delineates their titles and capacities
  • State during presentation why you believe they are vita
A

Management Team

97
Q
  • list down numbers or indicators that discuss
    financial details and expected growth in the next 2-3 years for a particular area or category
  • discusses current standing, providing a 3-5 year forecast of the business
  • a projection of income statement, economic plan including operating structure, distribution channels, plans to make money, delineates plans and shows details how to financially achieve them
  • Shows the growth of your business, your sales made and the major goals you’ve achieved and your plans or next steps you intend to undertake
  • States plan for future expenses, investments and routes.
A

Key Metrics Current Status and Future Projections

98
Q

T-eam
R-esources
I-dea
M-arket
* A planning tool that pinpoints the kinds of people essential to form the founding team, the resourcesthat are at hand and required the fine points of the idea and the possible market for the product or service.

A

Trim Framework

99
Q
  • A visual chart with elements and nine building blocks describing a business or a product’s value proposition, infrastructure, customers, and finances
  • The business model design template proposed by Alexander Osterwalder in 2005, is used to align the business activities by detailing possible trade-offs.
A

Busines Model Canvas

100
Q
  • a document that offers an explanation why a
    particular model leads to success in a given
    scenario, written in a persuasive, active voice to encourage customers and make investments in the idea.
  • describe completely the task/ purpose (to gain partnerships, sponsors and raise funds including the clear role of those involved; provide a background reflecting that the company and the product or service being represented has a positive record; explain fully what the target is; and time (time in preparation & clear timelines).
A

Business Brief

101
Q
  • an assessment on the viability and sustainability of a proposed project or system, taking into account the legal, economic, technical, and scheduling concerns.
  • includes the description of product or service, accounting statements, details of functional areas, marketing research and policies, financial data, legal requirements and tax obligations
A

Feasibility Study

102
Q

Common Elements of a Feasibility Study

A
  • Executive Summary
  • Clear Project Description
  • Competitive Landscape
  • Operating Requirements
  • Financial Projections
  • Recommendations and Findings
103
Q

a brief narrative describing details of the project, product, service, plan, or business which stakeholders read with interest

A

Executive Summary

104
Q

an outline of the project as defined for the study to provide answers to stakeholders

A

Clear Project Description

105
Q

review of the SWOT

A

Competitive Landscape

106
Q

material requirements; labor requirements;
transportation and shipping required; marketing requirements; physical location; technology requirements; target dates (use of GANTT chart; must be practical and reasonable.

A

Operating Requirements

107
Q

to be certain that the venture can generate ascendable profits that merit their approval

A

Financial Projections

108
Q

a summary of previous feasibility study elements outlining the result of a business proposal

A

Recommendations and Findings

109
Q
  • otherwise termed as Pitch Deck, Investor Pitch Deck or a Start- up Pitch Deck
  • the first communication instrument that provides an overview of the business in order to raise funds, usually created using the PPT, Keynote or Prezi presented either face- to face or on online meetings to possible investors, customers, partners, and co- founders.
  • It has 10- 12 segments: Elevator Pitch, Problem, Opportunity, Solution, The Product, Business Model, Competition, The Key Highlight, Marketing and Sales, Management Team and Key Metrics, Current Status and Future Projections
A

Business Pitch

110
Q

“Money is like gasoline during a road trip. You don’t want to run out of gas on your trip, but you’re not doing a tour of gas stations”

Financing and Entrepreneurship

A

Tim O’Reilly, founder and CEO of O’Reilly Media

111
Q

Chase the vision, not the money; the money will end up following you.”

A

Tony Hsieh, CEO of Zappos

Midterms (3 decks)

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