International University Taller Para Centros De Emprendimentos 2010
Taller Plan de Negocios para el Desarrollo de Emprendimentos de base...
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Transcript of Taller Plan de Negocios para el Desarrollo de Emprendimentos de base...
How do I translate “Looking forward” into Portuguese…. -‐à olhando em frente …. Hahahaha … says my Brasilian friend: We do not look forward nor backward, we just live today!
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Problem: Every business exists because of some noLceable opportunity that you have discovered within the market. So you must clearly define the need and/or problem you are solving with this business. Solu+on: Introduce and describe the business itself. Consider including a mission or vision statement with objecLves detailing how the business saLsfies the need in the market. Unique Value Proposi+on: Describe your business model and compeLLve advantage. This will help you to outline how the business will sustain its posiLon within the market.
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TEAM: Did you know that more than 25% of all startups who fail are because of not having the right Team? Name the management team, board and advisers to the business. Highlight their experLse and experiences. But most important … make sure they are driven, passionate and commiXed. It is not so important which seat each member has on the bus … as long as you have the right people on the bus. Market: Only when understanding the industry you are entering – its size, aXracLveness and profit potenLal – can you truly jusLfy the opportunity. We call this outside-‐in …. From the market into the business/to the soluLon. It drives your value creaLon strategy and differenLaLon Customers: Narrowing down your target customer will help to stay focused and prioriLze, enhance and define your markeLng strategy, establish your channels.
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Economics: Define your revenue streams including pricing structure, costs, margins and expenses. A solid business model describes in detail how much revenues you will generate out of which value stream. Each value stream looks at the client segments, clients behavior, decision making processes and decision making criteria. Some of those are more emoLonal, others are very fact based. All aspects need to be reflected in your value statement as well as your pricing. Funding: IdenLfy needed capital requirements …. by determining where your business stands today, and what is needed in order to move forward. Also, if you are in need of outside funding, what will be the sources and uses of funds requested. It is criLcal to develop a solid financing plan and as needed related investment plan. As a startup you need to be frugal, spend only as much as needed and ask only as much as needed. If you ask for too much, the investor will loose trust and confidence, if you ask too liXle, you might not reach the next criLcal milestone. Execu+on-‐ Game Plan: Many organizaLons invest significant efforts in developing plans … business plans, strategic plans, producLvity plans …., but only few understand and master execuLon. Danaher CorporaLon, one of the most profitable industrial and science conglomerate of companies, sends every single employee, including top management, through an intense training when joining the company. The focus is on learning the Danaher Business system which is 100% focused on execuLon excellence. ExecuLon needs not only discipline but specifically the processes and methodologies to drive accountability throughout an enLre organizaLon. Accountability is everything and you need to learn and pracLce daily to master this science. …. It is hard, but worth it.
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The Lean Canvas: Business plans take too long to write, are seldom updated, and almost never read by others but documenLng your assumpLons are key. It is an excellent and widely accepted tool to communicate and document your plan in a very lean way, however it does not replace the need for Entrepreneurs and Business Leaders to understand and manage a suite of tools and methodologiesThe Lean Canvas does not give the expected approach when the soluLon given to the iniLal problem becomes unrealisLc or difficult to aXain on the ground. Product tes+ng: A typical method in scienLfic startups product tesLng in which potenLal clients are allowed to see, taste or use the product. Likewise, product tesLng also provides insight about the value of the product. You should provide product that is fully finished versions or prototypes of the products to be tested. Through the product tesLng customers can give detailed feedback. In this way, business owners can make changes if necessary. Voice of the Customer: ConducLng a Voice of the Customer (VOC) survey is the most effecLve methodology to understand if your soluLon is meeLng your clients needs/solves their problems. Moreover, it gives you indicators of supplemental products and services which might help you to differenLate yourself well from your compeLtors. It is the easiest way to conduct market analysis. However, you should ensure that the quesLons are well selected and not creaLng Yes/No answers. So called “open ended quesLons” lead to explanaLons above and beyond the limits of your thought. It offers insight to addiLonal opportuniLes and sok factors the client sees as important in that context. ExtracLng such informaLon from the answers can lead to a idenLfying addiLonal product and/services features which lead a solid differenLaLon of your offering from the ones of your compeLtors. Offering quality products does not guarantee that the target market will buy the products. Examples
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SWOT Analysis: Another business planning method is the SWOT analysis in which entrepreneurs are required to make a list of the strengths, weaknesses, opportuniLes and threats. By employing this method you will be aware about the potenLal problems and eventually develop plans to counteract the problems. Likewise, SWOT analysis also defines the core competency and at the same Lme recognizes the opportuniLes. Compe++ve Analysis: It is a part of analyzing the market. In this method entrepreneurs should list other businesses offering similar products. It also helps to determine the strengths and weaknesses of the company and the product. The key in obtaining compeLLve analysis is to conduct surveys among various compeLtors. SMART Goals: As indicated in my Key QuesLons secLon, accountability is the key to successful execuLon. Establishing SMART goals lays the basis to establish accountability. SMART goals will be accepted by those who will take responsibility to execute and reach those goal. Establishing SMART goals requires diligent work by entrepreneurs and leaders and a great way to develop them is to involve the respecLve stakeholders. Example of a SMART goal: A startup has developed the prototype and now needs to place and test the prototype at 5 reference clients. The tests need to be completed within 3 months to achieve the planned Lming for market launch. The Goal for the responsible person is defined as: Execute 5 prototype tests based on our “2-‐week duraLon test plan xyz” at client Name 1, Name 2, Name 3, Name 4, Name 5 and report the final results unLl DATE (3 month window).
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Ac+on Plan: An acLon plan links the goals of your business with the execuLon. It includes a clear descripLon of the acLon you take to achieve a specific goal, what milestones you need to reach to get to the end state and a metrics which helps you to measure on a daily basis, if you are on track or not. As long as your metrics is green you just conLnue what you are doing, in case your metric turns red you need to drive counter acLons. You need to ask the quesLon “Why did I miss” 5 Lmes to really understand the reason for the miss. Financial Planning: To beat the odds and avoid running out of money, successful entrepreneurs prepare by developing rigorous financial plans that forecast essenLal informaLon such as how much money it'll take to get off the ground and what to expect in the first few years so they can best allocate resources. The financial plan should consider the following key elements: Profit and Loss statement – Includes: Revenue plan/forecast (Revenues), All cost related to producing and selling your products (Cost of Goods Sold), All cost to develop and test your product (R&D cost), All cost to start and run your business including depreciaLon of investments (OperaLng Cost) Cash Flow Statement: A cash flow statement is an explanaLon of how much cash your business brought in, how much cash it paid out, and what its ending cash balance was, typically per-‐month. Without a thorough understanding of how much cash you have, where your cash is coming from, where it’s going, and on what schedule, you’re not only going to have a hard Lme running a healthy business but it is impossible to find an investor for your business. An investor wants to understand in detail how you spend his/her money, when and for what … investors usually release their money according to a Cash Flow Plan. For both, we offer simple planning tools which help you to apply a simple methodology with being an expert in Financial planning.
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Investor Planning: Most of the informaLon developed in the Business plan are core to an investor deck. It answers all quesLons an investor might want to know and ask to an entrepreneur …. However it does not answer the quesLon: What is the right investor for my business? We always say: Finding an investor is one, but finding the right investor can boost your business to success. In the investor planning process you ask yourself, what kind of investor can create the biggest value for your business. For example: You are looking for an investor to support your expansion to China. You and your team have never been in China, do not understand the culture of business but know … the market for your product is huge. You idenLfied an investor in Chile, who is excited about your company and believes in you … your capability to have the same success in China as you had in Chile, …. but he cannot help you. You think this is a wise investor strategy? Have you idenLfied the right investor for your business?
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