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McKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5BusinessplanpreparationTrainingprogramforEntrepreneursMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5AGENDA•Shortintroductiontotheuseofbusinessplans•Preparationguidelinesforbusinessplans•Wrap-upMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5AGENDA•Shortintroductiontotheuseofbusinessplans•Preparationguidelinesforbusinessplans•Wrap-upMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5ExistingNewBusinesssystemExistingNewProduct/serviceTYPESOFNEWBUSINESSESSource:Planen,gründen,wachsen(McKinsey)Newhigh-growthventuresEXAMPLESNewproduct•Palm•Smart•SonyPlaystation•RollerbladesNewindustry•DirectsatelliteTV•Netscape•MobiletelephonyExistingindus-triesandbusi-nessesNewbusinesssystem•Dell•Fotolabo•CharlesSchwab•FedExMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5USEOFBUSINESSPLANSSource:McKinsey•Start-upcompanies:–Applicationforventurecapital–Searchformanagementteammembers–Communicationwithpartners,suppliers,…•Established,developedbusinessesforinvestmentdecisions–In-housebudgetallocations–Externalfinancing•Highinsecurityconcerningtechnology,timing,andcashneed•Difficultdatasituationduetonewnessofinnovativeproducts•Necessityofexternalknow-howtransfer•Lackofskills/motivation/timeStandarduseComplicationsforNewVentureprojectsStart-upbusinessplanstobetailoredtonewventureneedsMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5GENERICREQUIREMENTSSource:McKinseyConstantlyadaptingImpressingbyclarityConvincingbyfactsUnderstandableevenfornon-expertsConsistentandconciseOpticallycompellingExplanationBusinessplanningisaniterativeandadaptiveprocessthatrequiresconstantupdateandadjustmentworkNotthequantityofanalyses,buttheclarityandprecisenessofthepackareimportantNohype,butfactualstatements.EnthusiasmwillbegeneratedbytheinvestorrealizingtheopportunityonhisownThosewhoallocateinvestmentresourcesrarelyaretechnicalexpertsforthetechnologyusedintheproposalThestorylineandallthefactspresentedmustfittogetherandgenerateawellroundedimpressionAclear,precisestructureisacourtesytothoseinvestingtheirtimeinreadingtheproposalMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5Source:McKinseyMilestonesCompletionoffinancingStep3:VC-tailoredbusinessplanStep2:RoughbusinessplanStep1:Ideadescription•Externalevaluation(duediligence)•Dealstructuring•Managementteam•Implementationplan•Financing•Marketingandsales•Businesssystem•OpportunitiesandrisksNewdecisiononfurtherproceedingwhennextmilestoneisreachedLevelofmaturityofbusinessideaTime•Product/service•MarketandcompetitionDEVELOPMENTSTEPSFORBUSINESSPLANSMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5AGENDA•Shortintroductiontotheuseofbusinessplans•Preparationguidelinesforbusinessplans•Wrap-upMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5CHAPTERSOFCOMPLETEBUSINESSPLANSource:McKinseyExecutivesummaryProduct/serviceManage-mentteamMarketandcom-petitionMarketingandsalesBusinesssystemImple-mentationplanFinanc-ingOpportunitiesandrisksMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5CONTENTOFEXECUTIVESUMMARYSource:McKinseyExecutivesummaryProduct/serviceManage-mentteamMarketandcom-petitionMarketingandsalesBusinesssystemImplemen-tationplanOpportuni-tiesandrisksFinanc-ing•Givesabriefoverviewoftheconcept'smostimportantaspects•Describesideaasclearly,compellingly,andconciselyaspossible•Raisesinterestofdecisionmakers•Isnotmorethan5-10minutestoreadQualityofsummarydecidesifrestofbusinessplanisreadMcKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5EXECUTIVESUMMARY–KEYQUESTIONSSource:McKinseyIdeadescription•Whatisyourbusinessidea?Inwhatwaydoesitfulfillthecriterionofuniqueness?•Whoareyourtargetcustomers?•Whatisthevalueforthosecustomers?•Whatmarketvolumeandgrowthratesdoyouforecast?•Whatcompetitiveenvironmentdoyouface?•Whatadditionalstagesofdevelopmentareneeded?•Howmuchinvestmentisnecessary(estimated)?•Whatlong-termgoalshaveyouset?Mostimportantquestionsaninvestorasks!STEP1McKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5EXECUTIVESUMMARY–ADDITIONALQUESTIONS**Inadditiontokeyquestionsansweredbyideadescription(step1)Source:McKinseyRoughbusinessplan•Howhighdoyouestimateyourfinancingneeds?•Whatarethesales,cost,andprofitsituations?•Whatarethemostimportantmilestonesalongthewaytoyourgoal?•Whattestcustomershaveyouapproached/couldyouapproach?•Whatdistributionchannelswillyouuse?•Whatpartnershipswouldyouliketoenterinto?•Whatopportunitiesandrisksdoyouface?•Whatisthepictureonpatents?Mostimportantquestionsaninvestorasks!*STEP2McKinsey&Company–Copyright2002020607MVA1_ZXK_265_V5RUSMAR–EXECUTIVESUMMARY*SeefollowingblankformsheetsSource:Inc.MagazineProduct/service•Potentialfoamplusapplicatortoreplaceexpensiveandspaceconsumingearththatmustbespreadovergarbagedumpseveryday•Spacesavingsof~30%fordumpoperators•Costsofcoveragereducedby~50%fordumpoperatorsMarketandcompetition•Customers:householdgarbagedumpoperator•Market:300to500dumpsinEasternUSAwithcapacityof500to10,000tons/day•Majorcompetitor:3M/Sanifoam(applicationtakeslongerandismorecomplicated)Marketingandsales•1997:InvestmentsofUSD850,0