My Dog Has Eaten Ibuprofen

tools for business plans - old wine in new bottles

business plans play in every phase of business financing, especially in the founding, startup, First Round and a necessary re-organization a major role and are therefore a focus of our support.

For this reason we often get new software solutions presented or offered - but, nothing new under the sun.

All solutions focus on flexibility in the layout, automatic generation of time series, detailing the balance sheet structure, reference, simulation options (which would be if sales so and / or the costs ran above).

investors and banks must the plausibility, and the opportunities and risks assessed. But you can not evaluate the different scenarios when the underlying market model is not transparent. The questions are: How
arises sales? What expenses are necessary why? What market risks exist and how revenue, expenses and earnings respond to changes?

my experience, a great (financial) business plan is characterized by the following elements:

modeling of the market:

• Product (s) \u0026lt;-> buyer groups (quantities and values)
• growth rates
• growth factors ( eg income development ... in actual numbers)

modeling their own market position and business model:

• market share (volume and value)
• functional relationship between turnover and exogenous revenue drivers (eg market growth)
• functional relationship between turnover and endogenous revenue drivers. As the company generated revenue? What are the revenue drivers (eg TV commercials, network partners, shops, retail space, inbound marketing)? What is the relationship between sales volume and driver / sales - broken down into groups of buyers?
• functional relationship between endogenous revenue drivers -> cost drivers -> Requirements of marketing resources.
• prices of resources.

functional relationship between individual and market performance.

derivative of the infrastructure:

• functional, process-oriented relationship between service provision and administrative costs separately for proportional and fixed costs.
• determine which "cost drivers" cause fixed jumps and at what intervals. Ie determining the cost drivers for the fixed costs and the points at which a fixed cost change (absolute or percentage) is triggered by a cost driver (trigger function).
• definition of the rationale behind the fixed investment jumps.

NOW ONLY:'s derivation of the income statement, balance sheet and liquidity of the motion calculations from these inputs.

RESULTS: The variation of the (market) parameters with the highest uncertainty and volatility allows a reproducible simulation of the economic opportunities and risks.