《Strategies For Cutting Cost Improving Profitability》由会员分享，可在线阅读，更多相关《Strategies For Cutting Cost Improving Profitability（19页珍藏版）》请在金锄头文库上搜索。
1、Building An Effective Business Plan,Small Business & Entrepreneurship Council (SBEC) & Grow Fast Grow Right Enterprises, LLC Webcast: March 14, 2007 1:00 2:00 p.m.,Andrew J. Sherman Co-Founder & Legal Educator Grow Fast Grow Right 1-866-GRO-RITE http:/,Andrew J. Sherman, Esq. Dickstein Shapiro 1825
2、 Eye Street, N.W. Washington, D.C. 20006 (202) 420-5000 ShermanA,2,Andrew J. Sherman,Mr. Sherman is a senior partner with Dickstein Shapiro LLP (Dickstein Shapiro), an nationwide law firm with over 350 lawyers nationwide. Mr. Sherman is also the founder of Grow Fast Grow Right, an education and trai
3、ning company for executives of middle market companies (). He is the author of 17 books on business growth, capital formation and the leveraging of intellectual property. He has appeared as a guest and a commentator on all of the major television networks as well as CNBCs “Power Lunch,” CNNs “Day Wa
4、tch,” CNNfns “For Entrepreneurs Only,” USA Networks “First Business,” and Bloombergs “Small Business Weekly.” He has appeared on numerous regional and local television broadcasts as well as national and local radio interviews for National Public Radio (NPR), Business News Network (BNN), Bloomberg Ra
5、dio, AP Radio Network, Voice of America, Talk America Radio Network and the USA Radio Network, as a resource on capital formation, entrepreneurship and technology development. He has served as a top-rated Adjunct Professor in the Masters of Business Administration (MBA) programs at the University of
6、 Maryland for 18 years and at Georgetown University for 12 years where he teaches courses on business growth strategy. He has served as General Counsel to the Young Entrepreneurs Organization (YEO) since 1987. In 2003, Fortune magazine named him one of the Top Ten Minds in Entrepreneurship and in Fe
7、bruary of 2006, Inc. named him one of the all-time champions and supporters of entrepreneurship.,3,Business and Strategic Planning,Tell a compelling story Dusting off your business plan Understanding your audience Defining the needs/wants of various types of investors Substantiate your strategic and
8、 financial assumptions Best/expected/worse case scenario and sensitivity analysis,4,Do You Really Need A Business Plan?,Some members of the business and academic communities challenge whether an entrepreneur really needs a business plan. They claim that preparing one is a waste of time because the m
9、arketplace moves so rapidly. This is like asking a pilot to fly without navigation equipment, or a ships captain to set sail without a nautical mapits a bad idea. There are many reasons to prepare a business plan, including: To explainto yourself and otherswhy a viable opportunity exists To provide
10、a road map for the future direction of the business,5,Do You Really Need A Business Plan? (Contd),To hold the founders accountable for performance goals and to demonstrate that you have put together a capable and balanced management team that is able to execute the strategy and implement the busines
11、s plan To provide a schedule and a time frame for meeting key milestones To identify what resources will be needed to accomplish objectives and when they will be needed To mitigate the risks of future business failure by identifying potential bottlenecks and problems that will affect the growth of t
12、he company and offering possible solutions To provide internal financial controls and direction,6,Do You Really Need A Business Plan? (Contd),To provide a channel for communication between you and the outside investors To provide an analysis of what your company does “faster, better and cheaper” tha
13、n its competitors To provide an analysis to demonstrate that you have both a sustainable revenue model and a sustainable competitive advantage To educate and motivate key employees as well as reward their performance and server as a recruitment tool for new employees,7,Do You Really Need A Business
14、Plan? (Contd),To prevent litigation with investors by providing disclosures on potential risks and challenges faced by the company To determine the feasibility and viability of the business and to identify the “fatal flaws” in the assumptions underlying your business model (dont wear rose-colored gl
15、assesdeal with the problems head on!) To analyze the marketplace to determine what extent you enjoy the advantage of being first with your idea (“first mover advantage” analysis) For technology or netcentric businesses, to identify how and why your technology or application of the Internet solves pr
16、oblems or cures market inefficiencies,8,Develop a Business Plan That Tells the Companys Story,Who are we? (Team) What are you trying to do? (Mission) What problem do you solve? What need of the customer do we satisfy? Faster/Better/Easier/Cheaper/More Convenient/Higher Status) (Customer-driven) (Wha
17、t does the customer want to buy and why?) How are you going to get it done? (Operations) How do you reach your customer(s)? (Sales/Marketing/Distribution Channel) Who else is doing this? How do you obtain your initial customers? Where is the “lowest-hanging fruit?“ What are the target customers decisionmaking processes? What relationships do they have in place which will need to be terminated in order to do business with us? (Competition/Competitive Analysis),
