PPM & Business Plan Writing Services

VCI’s staff will prepare a Business Plan for your Business whether you are a Corporation, Sole-Proprietor, or Nonprofit Organization.  We will gather information from your staff regarding your organization, products, services, and financial plans and will prepare either a Basic Business Plan suitable for presentation to potential clients or an Investor Quality detailed Business Plan suitable for presentation to potential investors or lenders.  The Investor Quality Business Plan also includes preparation of a Business Plan Summary, and a a condensed version that can be given to investors or lenders when you don’t want to provide the entire Business Plan.  We can also prepare a Powerpoint Presentation to accompany your Business Plan.
Business Plan Basics
A business plan precisely defines your business, identifies your goals, and serves as your firm’s resume. The basic components include a current and pro forma balance sheet, an income statement, and a cash flow analysis. It helps you allocate resources properly, handle unforeseen complications, and make good business decisions. Because it provides specific and organized information about your company and how you will repay borrowed money, a good business plan is a crucial part of any loan application. Additionally, it informs sales personnel, suppliers, and others about your operations and goals.
A business plan is a formal statement of a set of business goals, the reasons why they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals.
Business plans may also target changes in perception and branding by the customer, client, tax-payer, or larger community. When the existing business is to assume a major change or when planning a new venture – a 3 to 5 year business plan is required since investors will look for their annual return in the 3 to 5 year time.
There are numerous ways and suggestions as to how to build a business plan. Our template is based on more than 40 years of experience and inspired by the award winning book written by Richard Stutely and promoted by the Financial Times. The plan covers 44 pages.

Table of Contents

1.0         Business Plan

1.1         Contacts
1.2         Sale Representatives

2.0         Table of Contents

3.0         Opening-up the Highway to Banking

3.1         Abbreviations
3.2         Statement
3.3         Templatel Limited

4.0         Executive Summary

4.1         Management
4.2         Executive Management Team
4.3         Board of Directors
4.4         Advisory Board
4.5         Joint Ventures       
4.6         Official Partners & Memberships
4.7         Product
4.8         Patent
4.9         Market
4.10       Commercial Considerations
4.11       Development Cost
4.12       Financial Forecast
4.13       Investment
4.14       Use of Funds
4.15       Company Valuation
4.16       Why we will Become a Successful Company

5.0         General Company Description

5.1         Mission Statement
5.2         Company Goals and Objectives
5.3         Business Philosophy
5.4         The Logo

6.0         Products and Services

6.1         Product Development
6.2         User Interface
6.3         Marketing Channel
6.4         Product Installation
6.5         Security

7.0         Distribution, Sales & Marketing Plan

7.1         Demand
7.2         Sales Channels
7.3         Distribution Strategy
7.4         Pricing
7.5         Fee Structure
7.6         Competition
7.7         A Selection of Competitors
7.8         Competitor Summary
7.9         Barriers to Entry

8.0         Management and Organisation

8.1         Management Team
8.2         Service Providers
8.3         Organisation
8.4         Location

9.0         Financial Plan

10.0       Exit Strategies

11.0       Conclusion

We will provide a free consultation about your Business Plan, or if you are ready to proceed, you may purchase our services by calling 860-350-4440.
Preparation of a Basic Business Plan for a Corporation, Sole-Proprietor or Nonprofit Organization. Maximum 15 pages.
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Price $2500
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Preparation of an Investor Quality Business Plan suitable for presentation to potential Investors or Lenders.
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Price $5,000.00
Bottom of Form
Powerpoint Presentation of your Business Plan. Maximum 10 slides.
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SKU BPPresentation
Price $1500.00
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Your aim is to establish an early, most often pre-revenue valuation to a start-up that has potential of reaching over $20 million in revenues within five years:
If Exists: Add to Company Value up to:
1. Sound Idea (basic value, product risk) $1/2 million
2. Prototype (reducing technology risk) $1/2 million
3. Quality Management Team (reducing execution risk) $1/2 million
4. Strategic relationships (reducing market risk and competitive risk) $1/2 million
5. Product Rollout or Sales (reducing financial or production risk) $1/2 million
Note that these numbers are maximums that can be “earned” to form a valuation, allowing for a pre-revenue valuation of up to $2 million (or a post rollout value of up to $2.5 million), but certainly also allowing the investor to put much lower values into each test, resulting in valuations well below that amount.
There is no question that startup valuations must be kept at a low enough amount to allow for the extreme risk taken by the investor and to provide some opportunity for the investment to achieve a ten times increase in value over its life.
Colorful pitch decks have replaced the traditional business plan for introduction purposes. In 15 to 20 slides, the business owner can create a riveting presentation that grips their audience. While more and more business plans are being read during the due diligence stage of angel or venture capital investment it is still very important to make sure they are fully engaged with your plan.
This is one of the most important stages behind the decision making process. Why would you risk losing a million dollar opportunity because you created a flimsy business plan that lacks character? Do yourself and your business a favor through investing in a fully designed investor package that speaks your brand through each document. Opportunity comes once in a lifetime…don’t miss your shot to kill it on the first try.
Business Plan review – $500 – $999
If you currently have a business plan, we offer a business plan review from our professional business plan writer. It is always good to have a professional review your business plan to catch any mistakes that you may have missed. Acquiring a loan is a very detailed process in which missing or wrong information can lead to a rejection, immediately. The pricing is determined on the number of pages your current business plan is.
Business Plan Rewrite – $1500 – $2500
If you have a business plan but it is not up to date or not written by a professional, it is recommended that you let a professional rewrite your business plan. They will make your business plan current, up-to-date, and written in language that they know the banks/lenders are looking for. The price is determined on the type of business plan that you require (Basic, SBA-Formatted, or investor plan)
Complete Business plan preparation – $2500 – $9999
If you do not have a business plan at all, we offer a business plan written by our professional business plan writer – written specifically for your business. He will work with you to get all the necessary information for your business, including financials, marketing, and business description, etc. It is absolutely necessary to have a business plan if you are looking for any type of funding. These business plans allow your lender/investor to know the direction your business is headed and how serious you are about making your business a success! Many time, when you leave the lender with your business plan this is what they will know about you and your business. Make that impression count because it could be the turning point for your business in getting the funding that you need.
Less than 1 out of every 200 plans written ever sees any kind of investment, yet our track record has a success rate of more than 65%! That’s the difference between a poorly written, amateur plan, and a polished, professional plan.
There’s a heckuva lot of knowledge and experience that goes into putting a good business plan package together – from a deep understanding of financial modeling, to marketing knowledge, research ability, operations experience, management team building, and effective writing. Few possess this combined skill set
How to Create Investment Package
So, you’ve made the decision to spend valuable time, and perhaps money, developing your investment package. Realizing that you need a complete set of documents to successfully present your business to investors, you may be asking yourself “where do I begin?” We have some suggestions for helping you create your investment packages.
In the beginning, we recommend creating a business plan. The business plan is made up of separate but related pieces, such as market research, marketing, operational, organizational, and financial sections. To create your plan, you should ask yourself, “what pieces do I have and what do I need?” Once you have determined your needs, you can begin pulling all the sections together. In some cases, it may be necessary for an entrepreneur to take a step back and create an opportunity analysis before the business plan. The opportunity analysis is ideal for visionary entrepreneurs who are developing their ideas or for existing businesses that are re-positioning or investigating new markets.
Once you have created your business plan, it is much easier to create the remaining documents you need to successfully promote your business to investors. For example, once you have created your business plan, you can use information from it to create your investment summary. Next, you can take information from your investment summary to create your investor presentation. Each subsequent document that you create will become more focused and condensed, allowing you and your message to come across effectively and convincingly. We have provided additional information about documents typically included in investment packages below.
Opportunity Analysis
The opportunity analysis provides the market research and preliminary marketing, financial, and operational information necessary to decide whether or not to launch a new business or expand into a new market. If you decide to move forward with the project, you can use it to obtain a seed round of funding, create preliminary marketing materials, generate initial sales, and develop a complete business plan.
Business Plan
Your business plan is your company’s operations manual. It enables stakeholders to understand the company’s plan, direction and future potential. This is the primary and largest document that will be presented to potential investors. Your business plan demonstrates how you and your team plan to implement your strategies. It gives investors a solid feeling of what you are offering.
Investment Summary
The investment summary is a condensed version of the business plan. It can be compared to a resume in that it focuses on what your business has accomplished rather than what you plan to accomplish. It describes how your company has generated revenue, as well as the key relationships and partnerships that you have developed. In less than thirty minutes, investors should be able to identify the key aspects of your opportunity and decide if they want to continue with their due diligence.
Investor Presentation
The investor presentation is developed for conferences, venture forums and face-to-face meetings with potential investors. Your presentation should include key points of your business plan that emphasize the compelling nature of your investment opportunity. It should also feature “calls to action” of potential investors.
Avoid the “Quick Fix” Trap
In their excitement, entrepreneurs sometimes have a tendency to rush things. For example, many of them create “quick fix” investment summaries, financial models, or presentations before completing a full business plan. Their failure to think through the entire business plan often results in the inability to fully understand competitors, customers or how to run their business. These “quick fix entrepreneurs” end up scrambling to fill in the gaps in their business plans when potential investors request additional information.
A couple things may end up happening to quick fix entrepreneurs. First, the professional image that they have worked so hard to portray may be tarnished. Second, the trust that they have been building with investors may be damaged. Finally, they may end up spending valuable time re-creating their quick fix materials in light of new information.
It makes sense to create investor ready materials the right way the first time.
Step 1 @YouTube video
Every management team should know where it is taking the business, and how it is going to get there. The purpose of the business plan is to outline the strategy and actions required to get the business to where it wants to be.
This briefing outlines the key issues to consider when putting together a ‘typical’ business plan. Depending on the scope of your plan, you may need to omit or combine certain sections.
The briefing covers:
The reasons for a business plan.
The required emphasis for a plan.
The structure and content of a plan.
Purpose of the plan
Be clear about what the business plan needs to achieve.
1.1 A primary aim of any business plan is to set out the strategy and action plan for the business for the next one to three years (sometimes five years).
It explains your objectives and how you will achieve them.
By involving your employees in the complete planning process, you continue to build up a successful, committed team.
Priorities are identified. Non-priorities are discarded, saving precious time.
Once written the plan is a benchmark for the performance of the business.
Putting the plan in writing helps you focus and crystallise ideas, and identify priorities.
1.2 Sometimes the plan is aimed at people outside your business.
For example when you are:
Raising bank or equity finance.
Disposing of a business.
Attracting new senior management.
Attracting business partners, such as distributors and agents.
In this situation, the plan needs to ‘sell’ the business.
The plan may need to be tailored to the target audience. For example, your bank manager.
Specific issues such as the personal track records of the directors may need to be addressed. Ask the intended recipient first.
Content of the plan
Base the plan on detailed information where possible. But do not include all the detail in the plan. Leave the detail for operational or marketing plans.
2.1 Keep the plan short.
Focus on what the reader needs to know.
Cut out any waffle.
Ensure there are no spelling mistakes.
Put any substantial information, such as market research, in an appendix.
Detailed business plans are often quickly shelved, because they are difficult to use on an ongoing basis.
2.2 Base your business plan on reality, or it may be counter productive.
Over-optimistic sales forecasts can lead to increased overheads followed by a cashflow crisis and drastic cost cutting, all of which can seriously damage morale.
Be realistic, even if you are selling the business to a third party. (See 1.2.)
Financiers, business partners and employees will see through over-optimistic plans that ignore weaknesses or threats. Management credibility can be damaged.
2.3 Make the plan professional.
Put a cover on it.
Include a contents page, with page and section numbering.
Start with an executive summary.
This summarises the key points, starting with the purpose of the business plan.
Use charts, if relevant.
2.4 Even if the plan is for internal use only, write it as if it is aimed at an outsider.
Include company or product literature as an appendix.
Give details about the history and current status of the business.
Show the plan to friends and expert advisers and ask for comments. Which parts did they not understand?
Business and products
3.1 Explain the history of the business.
When did it start trading and what progress has it made to date?
Who owned the business originally?
What is the current ownership structure?
3.2 Describe what your product or service is. Avoid technical jargon if possible.
In general, what makes it different?
What benefits does it offer? What are its disadvantages?
What are the planned developments?
Market and competition
4.1 Define the market in which you sell. Focus on the segments of the market in which you compete.
How large is each market segment?
What is your market share?
What are the important trends, such as market growth or changing tastes?
Explain the reasons behind the trend.
What are the key drivers affecting each important market segment?
What is the outlook for those drivers and the market?
4.2 Describe the nature and distribution of existing customers.
Do they fit the profile of the chosen market segment? If not, why not?
Is there a heavy concentration of sales around one or two large customers?
4.3 Outline the principal competition.
What are the competing products or services? Who supplies them?
What are the advantages and disadvantages compared to your own?
For example, price, quality, distribution.
Why will customers buy your product or service instead?
Never overtly criticise or underestimate competitors.
Marketing and sales
In this section of the plan, you usually address these five questions.
5.1 Where do you position your product or service in the market place?
Is it high quality and high price?
Is it marketed as a specialist product due to a particular feature?
What unique selling features does it have?
Which of these features are you going to concentrate on?
5.2 What is your pricing policy?
Explain how price-sensitive your products are.
Look at each product or market segment in turn.
Identify where you make your profits and where there is scope to increase margins or sales. Set your pricing accordingly.
5.3 How do you promote your product or service?
Each market segment will have one or two optimum methods. For example, direct marketing, advertising or PR.
If you are considering using a new method, start on a small scale. A failed investment in marketing can be costly.
5.4 Through what channels do you reach your end user?
Compare your current channels with the alternatives.
Note the distribution channels used by your competitors.
Look at the positive and negative trends in your chosen distribution channel.
5.5 How do you do your selling?
Analyse the cost efficiency of each of your selling methods. For example, telesales, a direct sales force, through an agent or over the Internet.
Include all the hidden costs of the direct sales force, such as management time.
Management and personnel
6.1 Set out the structure and key skills of the management team and the staff. Identify any areas of deficiency, and your plans to cover this weakness.
Explain your recruitment and training plan, including timescales and costs.
6.2 Analyse the workforce in terms of total numbers and by department. Compare the efficiency ratios with competitors, or with similar industries.
Useful figures might be sales, average salaries, employee retention rates and measures of productivity.
6.3 Be realistic about the commitment and motivation of the workforce. Consider how you would survive the loss of a key worker.
Note any unusual upward pressure on remuneration.
Spell out any plans to improve or maintain motivation.
Analyse the capacity and efficiency of your operations, and the planned improvements.
7.1 What premises does the business have?
What are the long-term commitments to property?
What are the advantages and disadvantages of the present location? Should the business expand or move?
7.2 What production facilities are there and how is production organised?
How modern is the equipment?
What is the capacity of the current facilities compared with existing and forecast demand?
7.3 What management information systems are in place?
Are they reliable?
Can they cater for any proposed expansion?
A financier would be very concerned if management information systems were inadequate.Management of a business is always limited by the quality of the information available.
IT is a key strength (or weakness) of your business. The reliability of your IT and the development of IT systems to help your business are usually important issues.
Identify any quality or regulatory standards that the business must conform to (eg ISO 9000 or CE approval).
Financial performance
Your financial forecasts translate what you have said about your business into numbers.
8.1 Set out the historical financial information for the last three to five years, if available.
Break total sales figures down into component parts.
For example, sales of different types of product or to different types of customers.
Show the gross margin for each component of sales. List what costs are included as direct costs for each component.
Show the movement in the key working capital items of stock, trade debtors and creditors.
Use ratios such as stock turnover (in months), debtors period (in days), and creditors period (in days).
Highlight any major capital expenditure made in the period.
Provide an up-to-date balance sheet, and a profit and loss account.
Explain the reasons for the movements in profitability, working capital and cashflow. Compare them with industry norms.
8.2 Provide forecasts for the next three (or even five) years.
The sophistication of your forecasts should reflect the sophistication of your business. A small business may only need profit and loss, sales and cashflow statements. A more complex asset-based business — or one with complex working capital requirements — will need balance sheet forecasts as well.
Use the same format as for the historical information, in order to aid comparisons.
Clearly state the assumptions behind the forecasts. These should tie in with statements in the rest of the plan.
For example, if the plan states that the market is becoming more competitive, then profit margins should probably be falling.
Look at the overall trends of the historical and forecast numbers. Are they believable? Do the forecasts make allowance for the possibility of problems and delays?
8.3 If you are raising finance, use the cashflow forecast to predict your cash requirements.
Add a contingency element on to the funding requirement shown in the forecast. (This is often 10 to 20 per cent.) Consider what the mid-month peaks might be.
Include the likely interest or dividend costs of any new finance.
Carry out sensitivity tests on the cash required by reducing key items, such as sales or margin. Note the outcomes.
State why the cash is required.
SWOT analysis
9.1 Set out a one-page analysis of strengths, weaknesses, opportunities and threats.
Strengths might include brand name, quality of product, or management.
Weaknesses might be lack of finance, or dependency on a few customers.
Opportunities might be increasing demand or a competitor going bust.
Threats might be a downturn in the economy or a new competitor.
9.2 Be honest about your weaknesses and the threats you face.
Spell out mitigating circumstances and the defensive actions you are taking.What Investors Are Looking For In A Plan
Investors whether angels or VCs are looking for the same things when reading a business plan. They want to know how big the opportunity is, whether this is the right team to exploit the opportunity, who the competition is, what the risks are, and why they can expect this team to implement successfully. Your job in writing the business plan is to address these questions convincingly and clearly.
Emphasize Your Real Strengths Call 203-775-9999 to get the answers
Highlight what your team brings to the table. If your business hinges on a particular competency (for example, understanding the procurement process), your plan will be more persuasive if one of your team members knows something about it and that is brought out in your plan. Rather than including generic resumes of team members, tailor the resumes to draw out the experience each member has that will make him or her a valuable contributor.
Get To The Point And Make It Clear And Comprehensive
Investors see many business plans. A 20-page plan which clearly lays out your business is far more likely to be read than a 100 page plan. Today, some entrepreneurs are using a 15 slide Powerpoint presentation. If your text is short and punchy, you won’t need to repeat yourself, because the reader won’t be bogged down keeping ten chapters in their head. Reading the same thing over and over, even if it’s in different words, can get really tiring. The more you use brevity and give each concept a single home in your document, the more people will want to read it.
Write In Plain English
If you can’t explain your idea in English, either you don’t understand what you’re talking about (What is a transaction enabled atomic journaling database server, anyway?) or you haven’t simplified the idea enough. Think, revise, and try again.
Get Rid Of The Hype
Yes, we know you will be the premier insert product category here of the Internet, achieving 99% market penetration with 60% customer retention in 3 months. Your product will reach new heights in customer experience through the use of personalization and one-to-one profiling and customization. It will be user friendly because you will be creating a truly ecstatic customer experience. It is a quantum leap forward in the marketplace for product category here. Um, yeah. Believe me, we’ve read it before. About a dozen times today, in fact. (And by the way, the phrase quantum leap really doesn’t mean anything.) Stick to a tight, simple explanation of your idea. Convince your reader you’ll be the best because your idea is the best, not because you can string a dozen buzzwords together.
Use Quantifiable Information
In each section, back up your assertions with solid facts. Even if you are a new venture and cannot give specific figures on the performance of your business, quote figures for the industry or your competitors. These real figures carry more weight than your assumed projections and give more reality to your plan.
Choose A Huge Market
Especially in the internet world, investors are looking more at the market than at the detailed specifics of your financials. Choose a market that is big enough to be an obvious good opportunity. A business which targets teenage girls who listen to music and has a reasonable chance of capturing 90% of the girls that are online is a huge opportunity. A business which targets net-savy SAAB mechanics who need prosthetic limbs is not.
Proper Contact Procedure
Introduction => Exchange & Verify Full Contact Information => Executive Summary => NDA => Business Plan.
Due your own Due Diligence
Entrepreneurs must perform their own due diligence on each investor. Through our network, do not pay any type of fee directly to the Investors to obtain capital. If requested by an investor for any sort of payment, simply do not proceed. Contact our administration to let us know immediately that this has occured.
Business Plans
Seat of the Pants
Everyone says that before you launch a company, you’ve got to write a business plan. So how come so many Inc 500 CEOs skipped that sober exercise?
From: Inc, Oct 2002 |By: Sarah Bartlett
One question in this year’s survey of Inc 500 founders asked whether they had written formal business plans before they launched their companies. Only 40% said yes. Of those, 65% said they had strayed significantly from their original conception, adapting their plans as they went along. In a similar vein, only 12% of this year’s Inc 500 group said they’d done formal market research before starting their companies.
Wait a minute — aren’t business plans and market research supposed to be Entrepreneurship 101? What about all those B-school courses and popular books telling you that you can’t get to first base without a plan? To gain some perspective on this intriguing divergence between theory and practice, contributing editor Sarah Bartlett interviewed Amar Bhide, a Columbia Business School professor whose research on the subject is encapsulated in his book The Origin and Evolution of New Businesses (Oxford University Press, 1999).
What should we make of these data? Are they consistent with prior research, or is this group an anomaly?
The data are consistent with what I found in my survey of Inc 500 founders way back in 1989. According to that research, 41% of the founders had no business plan at all, 26% had a rudimentary plan, and only 28% had a formal business plan.
The current survey figures are consistent with other data as well. I had my students write papers on successful entrepreneurs, usually more celebrated entrepreneurs — people like Bill Gates, Sam Walton, Jann Wenner — and they found more or less the same pattern. In most of those cases, there was no detailed business plan written. I also did a study of Harvard B-school alums who had started businesses, and there again I found that, depending on the type of businesses they started, no more than a third had written detailed business plans. It’s a pretty universal distribution.
Why would people who are starting up companies not bother with business plans?
There are several factors. Many, if not most, successful businesses get started in fields that are characterized by high turbulence or change, change that is not being generated by the entrepreneur. It’s exogenous change. And in those kinds of fields, first off, there’s very little information available with which to write a business plan. Take the classic case of Bill Gates and Paul Allen starting Microsoft in 1975. If they had tried to do a competitive analysis or a customer analysis, they wouldn’t have known who their competitors were or been able to do the classic comparison of strengths and weaknesses vis-Ã -vis their competition. And they wouldn’t have known who their customers were. When things are changing rapidly, there isn’t data.
60 %of the Inc 500 CEOs surveyed did not create formal written business plans before launching their companies.
Secondly, when things are changing rapidly, the time you would spend on doing the analysis or the plan is incredibly costly because many of the opportunities are fleeting, and if you don’t seize them immediately, they’re gone. So in these highly turbulent markets, the costs of doing the analysis or writing a plan exceed the benefits.
Thirdly, because most of these businesses are started without capital and therefore without an irreversible commitment of resources into assets that can’t be redeployed elsewhere, there’s very little downside to being wrong. If X doesn’t work, it’s not as if you’ve invested in a $100-million chip-fabrication factory. You just modify it and try something else.
And that freedom to adapt can be a good thing?
If you divide into two groups those who write plans and those who don’t, and then ask what percentage will stick to what they originally thought, the ones who don’t write business plans will tend to deviate from their original concept to a greater degree than those who wrote plans.
“In these highly turbulent markets, the costs of doing the analysis or writing a plan exceed the benefits.”
Precisely because there isn’t a deep pocket there, folks without plans can be much more flexible. If they get into the game with the idea of a rug merchant — “If you don’t like this one, how about that one?” — as opposed to that of an evangelist, it will help.
But there are some instances when it makes sense to create a business plan, right?
When you write a business plan, you’re usually doing it because you’re investing in assets, and in order to invest in those assets, you’re raising money from other people. So the plan gives you more sustainable advantages [in the form of capital and assets], but it also means that you have to stick to what you started with.
If you are starting Southwest Airlines, you need a plan, you need capital. But if your concept doesn’t involve raising significant amounts of capital, and if you have firsthand knowledge and experience of the profitability of the business, then there doesn’t seem to be much of a point to a plan.
Given your findings, why is there so much emphasis on business-plan writing in entrepreneurship programs?
It seems as if people who are trying anything, whether it’s playing tennis or starting a business, want — and should want — to collect as much knowledge as is available about what it is they’re trying to do. And since we haven’t collected much systematic knowledge about starting new businesses, instruction on how to write a plan becomes a crutch. And for sure, there’s some 10% to 15% of plausible businesses for which writing a plan does make sense. But not for the great many. You’re required to teach entrepreneurship, and there’s a great student demand for instruction on how to write a business plan. You have to generate courses, and it’s an easy course to generate.
NO PREREQUISITE: Amar Bhide, a Columbia Business School professor, thinks that instruction on writing business plans has become a crutch.
So are you on a crusade to persuade academics not to focus so heavily on business plans?
The crusade I’m on is this: I don’t think that people deliberately set out to teach business-plan writing because they want to do harm to their students. It’s really that they don’t have an alternative set of educational materials that would fill up time and courses. My crusade is to try to figure out what the alternative should be.
At a very superficial level, it’s the idea that adaptation rather than planning is critical. To some degree, it’s a matter of socialization. I think you can sensitize people to the importance of adaptation. I think you can get people emotionally used to the idea that they will be wrong. Even successful people are wrong 

ow To Raise Capital Via A Private Placement Memorandum

As a law firm that focuses exclusively on drafting private placement memorandum (Regulation D rules 504, 505 and 506) and facilitating initial and/or direct public offerings, I am consistently confounded by companies that contact me regarding one of two scenarios:

  • They are shopping around for the cheapest PPM author they can find with a goal of raising capital; or
  • They have already made the mistake of using the cheapest PPM author they could find and are wondering why they cannot find an investor to fund their 80 page business plan.

A PPM is the most technical document your company will ever produce and is crucial in raising capital and limiting your company’s liability therefrom.

It is essential that you know who your audience is before you hire a law firm to write your PPM because you will want to use a different approach for venture capital firms as opposed to angel investors, private investors or small private equity firms. If you are not certain who your audience should be, then you should inquire of your potential business consultants who they think you should address and why. One thing is certain: A sloppy or misdirected offering document only serves to undermine your company’s credibility when trying to convince investors that you are ready for the next step in your corporate evolution.

Because a PPM is an essential and very technical document that can help you realize a boon in your company’s growth, this is not the time to be pennywise and dollar foolish – you would do better to consider your PPM as a significant investment in your company’s future. The PPM is your “key” to raising capital and as such, it needs to be a finely tuned instrument to provide your offering with credibility and to provide you with protection in the event the program doesn’t produce favorable returns to investors. Investors always love issuers when deals go well, but as soon as they underperform, investors frequently consult with counsel to find ways to sue issuers (and their owners) to receive their capital back. Also, in many cases, failing to return principal can lead to criminal prosecution by the US Attorney’s Office.

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    Marketing and funding are comteeplly different issues.If you need additional funding to get your idea developed, you have a long road ahead of you. This would involve creating a business plan and a basic website (which you can do yourself), and getting in touch with another organization that can help you track down angel investors who may be interested in your deal. This is difficult because without a prototype funding companies will take up your time looking at your deal, but will almost never invest. Some sneaky funding companies already have portfolio companies they’ve invested in, and they’re looking to you for a free education and trade secrets they can apply to their own business. This is not fair, but there is hardly anything you can do about it, since it is you that needs the funding and it is almost impossible to get a potential funder to sign a non-disclosure agreement.If, on the other hand, you’ve already done a substantial amount of work on the product and/or website so you can begin promoting it, there are a ton of ways to get your website noticed . Internet marketing techniques include blogs, news/press release submission to article engines, Google Adwords, Pay-Per-Click, email marketing, co-registration including paid solo ads, Squidoo, MySpace, search engine optimization (SEO), search engine URL submission, traffic engines, safelists, white papers, free ebooks with embedded promotional info, newsletters, etc.

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