Entrepreneurship 101: Financial Planning with Kerri Golden
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Transcript of Entrepreneurship 101: Financial Planning with Kerri Golden
Financial Planning – January 2011
Presented by: Kerri Golden January 19, 2011
Developing a Financial Plan for your Business
Alex Osterwalder Business Model Canvas
Financial Planning – January 2011 3
You need the following:
A business model, an understanding of elements of financial model and benchmarks from others using similar business model
Assumptions for Your Revenue Streams (Cash Inflows) • Market information including overview of competitive offerings
• Revenue unit targets and pricing by customer segment and channels
Assumptions for Your Cost Structure (Cash Outflows) • Key resources and how they are compensated/used
• Key activities and what they cost
• Key partnerships, their compensation based on contribution and other costs to support partnerships
Financial Planning – January 2011 4
www.trizle.com/topics/985-how-to-budget-your-startup has this little story: 1. Sally gets a new idea 2. Sally gets funding 3. Sally spends 100% of $$ developing the idea 4. Sally runs out of cash 5. Sally goes bankrupt
Sad but frequent ending to the entrepreneurial dream!
Financial Planning – January 2011 5
She spent all/ most of her funding on the development of the technology, product or service and almost no time and money selling and marketing her product to customers
Like many entrepreneurs, she assumed that marketing/sales was easy --- once she’d developed the perfect product the customers would come knocking & in meantime investors would be impressed with the perfect product she’d developed
She didn’t use her funding to achieve milestones needed for more funding --- investors are always looking for investment prospects that have customer traction and that’s more likely in tough times
Finally, she missed the opportunity to lower her start-up’s dependence on outside financing by securing early sales dollars
Financial Planning – January 2011 6
Income Statement
Revenue forecast, fixed and variable expenses (Cost of Revenue, Development, Sales & Marketing, General & Administrative costs, etc) and Net Profit/Loss
Should consider 3 scenarios: optimistic, pessimistic and probable
Should help you/investors determine the level of revenue needed to generate a profit in the business and timing of break-even and profitability
What changes/factors will have greatest impact on profitability, break-even & timing?
Balance Sheet
Important if seeking outside investment or loans – measures Key Assets/Liabilities
Cash Flow Forecast based on Business Model/Execution Plan
How much funding do you need over forecast period, where will it come from and what milestones will you accomplish with the funding?
Financial Planning – January 2011 7
Revenues should be derived from: Bottom up view of customer relationships correlated with market data Pricing and cost assumptions for your product or servicel Social entrepreneurs: consider “sponsorship contributions” or donations Need to consider the pros and cons of the “hockey stick”
Expenses: Develop bottom-up forecast based on your expectations Review benchmark targets for your industry (later years in your plan) Identify fixed versus variable items in your plan – i.e. those costs that
may vary with your top-line performance or activity volume Identify unique costs of delivering social impact for investors
EBITDA – Operating Income for the business Earnings before interest, taxes, depreciation and other amortization Benchmark for exit values in M&A and performance of public companies
Financial Planning – January 2011 8
• On-line company data gathered from Yahoo Finance (http://finance.yahoo.com/) • Analyst Research reports may provide additional detail on a sector • Public data is for larger companies, need to consider start-up differences • Wide range of gross margin results – 34-100% (allocation of costs) • May want to adjust averages for outlier data points (High/Low, Negative EBITDA)
Financial Planning – January 2011 9
All Competitors
Your Company
Entrepreneur says: We only need to get 1% of the projected $3 billion market by year five and have worked backward to develop earlier year sales projections in the plan…
Year five projected sales = $30 million
Tip:
• Better to segment the market and calculate your market share on smaller target segment.
• You’ll create a more realistic plan for your business.
• Investors like to back focused companies who will be significant players in their market segment (15-25%).
Financial Planning – January 2011 10
Distribution Channel = Doctors Recruit Doctors as follows:
150 in year one at trade shows/cold calling (60 signed up already) 2,400 doctors by year five of the plan, serving up to 30,000 patients
Product pricing: Annual patient revenues of $1,000 per year – resulting in $30M of
revenue in year 5 of plan Pricing starts at $1,200 per year, competition drives average price
down 20% over period of the plan
Resources required: 6 regional sales/support representatives to call on the Doctor Network
across North America
Financial Planning – January 2011 11
• Sample company is an on-line business with paid subscriptions from customers
Financial Planning – January 2011 12
Businesses with several distribution channels may have multiple selling prices for products End User Selling Price for product sold directly to customers Wholesale Price for sales to distribution partners Consider discount practices in industry (list price no one pays)
Currency Most Canadian companies sell their products in US and other markets Develop pricing strategies for individual markets, validate and state
assumptions in your plan Volatility can be challenging – err on side of conservatism in your plan
Professional Service Revenues Dependent on salary/consulting rates which generally increase over time
Financial Planning – January 2011 13
Financial Planning – January 2011 14
The direct costs of delivering your product or service Products: Material, Labor, Warehousing, Shipping and Warranty On-line businesses: hosting/connectivity, content, software licenses Services: Headcount and costs related directly to service delivery
Costs will evolve over time Volume will often impact unit cost on variable cost items Product companies often plan for engineered cost reductions in plan Labor costs increase over time, but productivity gains may offset
Gross Margin Expressed in dollars and benchmarked as a percentage Need to understand margin targets for your industry/sector Rules of thumb – Software: 80-90%, Product Companies: 45-60%, Service
companies: 35-50%, On-line businesses: 34-100% (allocation of costs)
Financial Planning – January 2011 15
Teams tend to be comfortable forecasting these costs Typically - largest component is labor costs for the team
- should consider evolution of team over time from research to product design/development, testing and QA
Should address future sustaining work on product line Costs of patenting/protecting trade secrets Any licensing costs to use technologies from 3rd parties Tax credits/grants can help stretch your R&D budget
Scientific Research & Experimental Dev (SRED) - http://www.cra-arc.gc.ca/sred/ Ontario Innovation Tax Credit (OITC) http://www.rev.gov.on.ca/en/credit/oitc/index.html Ontario Interactive Digital Media Tax Credit - http://www.omdc.on.ca/Page3400.aspx NRC-IRAP programs – advisory services and R&D funding (matching) - http://
www.nrc-cnrc.gc.ca/eng/ibp/irap.html
Financial Planning – January 2011 16
Newbridge early sales – a nice “hockey stick” result
If Sally had been Terry Matthews, she might have spent 50% of expenses on sales/marketing and only 33% on R&D to generate spectacular sales growth!
Financial Planning – January 2011 17
% of Operating
Expense 2009
Cisco
$36B
Adobe
$2.9B
F5 Networks
$650M
R&D Expenses 35% 31% 26%
Sales & Marketing Exp.
55% 53% 60%
General & Admin. Exp.
10% 16% 14%
Financial Planning – January 2011 18
Labor costs for sales, marketing and customer service team members – some may be geographically remote
Commissions – how does your plan compare with industry to enable recruiting top resources?
Marketing Costs – Public Relations, Advertising, Trade Shows, Website, Lead Generation, Case Studies, Customer Documentation, Channel recruiting/support costs
Travel, Living and Entertainment – strategy to ensure customer coverage and policy to control costs
Over time, performance metrics to ensure the costs of pursuing customers are matched with margin on sales
Some grants/tax credits include marketing costs
Financial Planning – January 2011 19
Labor costs for operations, customer support, finance, HR, IT and admin teams, including CEO
Billing costs – credit card fees (Paypal, Moneris) Rent and related costs (telephone, internet, supplies…)
associated with running the office and operation Recruiting and other HR costs – may be significant as
team is ramped up Professional Fees including legal, audit, tax, insurance Board/Investor Relations costs Misc. Costs – bank charges, courier, postage
Financial Planning – January 2011 20
• Data from Yahoo Finance, highlighted items are basics for start-up • Less relevant for benchmarking – Days in A/R and Days In A/P may be useful
Financial Planning – January 2011 21
Financial Planning – January 2011 22
Accounts Receivable (A/R) Amounts owing from customers, partners, tax credit, grant program, HST
input tax credits – assumptions regarding terms/collection As business grows, company may require cash or alternative financing
to fund A/R growth (e.g. customers pay 30-60 days from billing)
Inventory and Prepaid Expenses For product business, inventory build plan and management are critical Need product on hand to ensure sales targets can be met Some expenses (insurance, trade shows, rent) may be paid in advance
Capital Assets Equipment to be used in the business, expensed over longer-term Some businesses can be very capital-intensive
Financial Planning – January 2011 23
Accounts Payable and Liabilities (A/P) Need to reflect terms with suppliers, should be negotiated based on your
business cycle to minimize cash flow impact Other liabilities can include: Leases, Sales Tax Payable
Debt Financing Bank loan with personal guarantee from business owner Small Business Loan for equipment Operating Line of Credit – usually secured against Accounts Receivable
and maybe Inventory assets Long-term Equipment Loan – may be available for capital-intensive
business
Equity Financing Proceeds from sale of either common or preferred shares
Financial Planning – January 2011 24
“Cash is king” in start-ups Your cash balance needs to be monitored frequently (daily or weekly) Understanding & managing cash flow is key to success
You’ll need to forecast: 1. How much total funding your business will require over its life? 2. What is the logical timing and available sources for getting funding or
revenue and what milestones will you have to achieve to ensure you get next required investment?
3. Based on the above, what is estimated round size and how much can you reasonably invest yourself or raise from your network of investors?
Develop forecasts for time horizons that make sense Monthly/weekly in near-term for your own management tool For investors: monthly for first year, quarterly thereafter usually works
Financial Planning – January 2011 25
• Calculations come from cash inflow and cash outflow estimates • Manager’s tool generally built to look at daily, weekly and monthly cash
Financial Planning – January 2011 26
• More common format used by professional accountants and public companies • Early-stage investors indifferent on form but will ensure reporting tool is in place
Financial Planning – January 2011 27
How do you count for sweat equity and how much equity or stock options should I give? Generally recommend keeping it simple and only recording the number
of shares in your share register and nothing in the financial statements At early-stage – difficult to equate dollar for dollar without giving away
100% of business, need to consider upside potential Article on MaRS website -
http://www.marsdd.com/entrepreneurs-toolkit/articles/Company-101-Allocating-stock-options.html
How is sweat equity different than stock options? Equity represents shares issued today for ownership in the business
whereby options are future right to own shares and can vest
Shouldn’t the value of developing my product or service be an asset my company’s balance sheet? Either approach is acceptable under GAAP; however, most start-ups
expense the costs as they go for simplicity – investors are indifferent
Financial Planning – January 2011 28
Your business model is quantified in your financial model The assumptions/content must be consistent The key aspects of the business model need to be researched and
thought through before starting the financial model
Your financial model can be a work in progress Not all elements of the plan need to be finalized before seeking funding Be honest about where there is higher degree of confidence in the plan
and where more work is required to complete
Monitoring your business’ progress against your financial plan is as important as developing the plan
In today’s economic times, it is important to develop plans that generate early revenue & cash flow
Financial Planning – January 2011 29
Workbooks: Developing a Financing Strategy for your Company The Business Plan and Executive Summary Articles: Basics of Raising Money
Developing a financing roadmap What is an execution plan? How much money should I raise?
Investor Engagement: The Tools you need to Raise Money
Planning and Modeling your Social Business Business Plans for Social Enterprises (non-profit) and Social Purpose
Businesses (for-profits)