10 slides business plan
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Startups often finds difficult in understanding the basic content of a slides to pitch for an idea. Here i have tried to put forward my experiences of pitching to several funding agencies and business plan competitions.
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10 slides business plan
- 1. Company Name YOUR COMPANY TAG LINE OR PUNCH LINE Your Full Name Co-Founder Name E-Mail Address Phone Number
- 2. Problem/Opportunity Describe here the pain that you are alleviating or the pleasure that you are providing. Insert an Image here related to the problem/opportunity that you are targeting
- 3. Value Proposition Explain the value of the pain you alleviate or the value of the pleasure you provide. How you are adding value using your product or service Why do you think the problem or the opportunity is Any market size data supported with acceptable logic would be awesome Insert an Image here related to the size of the problem/opportunity that you are targeting
- 4. Your Solution Describe in laymen your technology, secret sauce or magic behind your product. The less text and the more diagrams, schematics and flowcharts the better. If you have a prototype or demo, this is the time to transition to it. As Glen Shires of Google said, “If a picture is worth 1000 words, a prototype is worth 10,000 slides”. Insert image, diagrams, schematics, flowcharts here.
- 5. Business Model Explain who has your money temporarily in his/her pocket and how you are going to get it into yours. REVENUE MODEL: Explain how the business will earn revenue and how much revenue are you expecting. Put a relevant image if available
- 6. Go-To-Market Plan Explain how you are going to reach your customer without breaking the bank. Put a relevant image if available
- 7. Competitive Analysis If you think you don’t have a customer, Look again. Knowing your competitors is good for business--and not just so you can constantly outsell them. Other companies in your industry have a lot to tell you about your field, client demand, and how to run your own organization better. When you are aware of your competitors and learn to recognize their value, you can constantly improve your business and stay one step ahead. Put a relevant image if available
- 8. Management Team You must have serious management team Board of directors Board of advisors If investors available Brief profile of founders, key people & their roles and the number of people in the team. Why do you think your team can succeed? Team NameName Advisors NameName
- 9. Financial Projections and Key Metrics 2016 2017 2018 Revenue 100 1000 10000 Cost of Goods Sold 10 100 1000 Gross Profit 90 900 9000 Expenses Labor 2 2 2 Marketing 2 2 2 Hardware 2 2 2 Office Expenses 4 4 4 Total Expenses 10 10 10 EBIT 80 890 8990 Taxes 0 0 0 Net Profit 70 880 8980 90 900 9000 10 10 1070 880 8980 1 2 3 Chart Title Gross Profit Total Expenses Net Profit
- 10. Current Status, Accomplishments to Date, Timeline and use of Funds Product Present and Future Explain the current status of your product. What the near future looks like Money Breakup And how you shall use the money you are trying to raise
Notas do Editor
- Problem/Opportunity is the hook statement which must have high magnet effect to draw attention of the audience An image will support your statement in visualizing the pain or the opportunity that you are targeting
- By the term value, simple means how big is the problem or opportunity. Why do you think the problem or the opportunity is Any market size data supported with acceptable logic would be awesome
- INNOVATIVE FEATURES: Explain the Innovative/ Novelty/Unique features of your idea/solution. How is your solution different from existing/competitor products/substitutes?
- Here are a few simple ways to gather information about competitors to diminish their advantages and capitalize on their weaknesses: Visit their websites regularly. Follow them on social media. Set Google Alerts. Ask around. Attend their workshops. Network strategically.
- This section is about how you’re going to make money. A lot of companies struggle with figuring out their revenue model. There’s a sense that if you build it and get users, you’ll be able to raise money. And if you can raise money, you can scale and then figure out the revenue model later. That’s fine, but I find that being able to understand the revenue model (at least the intentional revenue model) before you begin raising and spending millions of dollars building out the company is worthwhile. When building your plan, you’ll want to talk about your market and whether you’re selling business to business (B2B) or business to consumer (B2C). You’ll want to talk about how you will sell, and through what distribution channels. Are you going to sell your product at wholesale to stores? Are you going to sell your product directly online at a retail price? Is it going to be a digital download? Is it going to be a physical product? Are you going to ship? Are you only going to sell in bulk or sell individually? One of the most important questions to consider is: Does your product generate revenue once or does the product provide recurring revenue to your business (effectively, a subscription where you can put customers on auto-bill)? I have found, with companies like iContact, that if you can create a recurring revenue model, you can more easily and more smoothly grow your revenue. You also need to show your user growth assumptions and your customer growth assumptions. And you want to define your unit costs—how much it costs you to produce one unit of your product. This cost can vary depending on the volume you produce. If you were just producing one, for example, it might cost $50,000, but if you were at scale and producing 10,000, it might only cost at $1,000 to produce one unit of your product. Once you’ve shown unit cost, then you want to show unit revenue, which is how much you’ll charge for that product. If you’re charging $5,000 for a product that costs $1,000 to make at scale, there might be a great opportunity to build a profitable company. In your financial projections, which are often the weakest section of an investor pitch (and, I think, besides the team, one of the most important), you’ll want to show your revenue assumptions—not just the results of those assumptions, but the assumptions themselves. You need to expose your cost assumptions and your expense assumptions. You should project revenue by month for at least the first 36 (if not, the first 60) months. And, of course, revenue amount minus cost is net income, so you’ll be able to show your net income by month. Then you’ll show the number of months it will take you to break even. Break even is defined as the point at which you’re making more money than you’re spending (in other words, your net income is positive). It is at the point at which you begin to break even that your aggregate amount of net loss starts to go down. You’ll also need to talk through how much money you need to raise to reach the next milestone.
- CURRENT STATUS: What is the current status of the business - ideation/under development/pilot launch/revenue generation started, etc. If already launched, describe the traction so far.