Business Horizon

# Business Overview (Documentation)

(a) Summary Business Plan (H3)

10-15 Pages Works best for new ventures in early stages of development that what to ”test the waters” to see if investors are interested in their idea

(b) Full Business Plan (H2)

20-35 Pages Works best for new ventures that are at the point where they need funding or financing; serves as a ”blueprint” for the company’s operations

(c) Operational Business Plan (H1)

40-100 Pages Is meant primarily for an internal audience; works best as a tool for creating a blueprint for a new venture’s operations and providing guidance to operational managers

*For H1

Saves time & money

Key to raising capital

Serves as an operations guide

Helps you organize your thoughts before starting.

A written summary of:

– An entrepreneur’s proposed business venture

– The operational and financial details

– The marketing opportunities and strategy

– The managers’ skills and abilities

# H1

1st Engine: (Efficiency) (Improve) (PLAN)

Increase the efficiency of the established business: e.g. by improving business processes or increasing people’s productivity with collaborative technologies.

Characteristics:

Solid Business Model

Executive Efficiently

Incrementally Improve

Known

Company knowns the BM;VP & Market Well

Everyone focused to execute

Known Business Environment

Existing customer + New

Accurate forecast , work aligned to growth

Executing, improving the business model

Typically structured and work structured

*Process:

Forecast+ Plans (Evaluate people on how people meet the projections)

Failure is not an option

Business plans are a great tool for executing known and validated value propositions and business models. They aren’t a great tool for the search and discovery of new growth engines where you’ll have plenty of assumptions and uncertainty to reduce

Let’s take a look at how attitudes, processes, tools, and other approaches differ in a business planning environment versus an experimentation environment.

Business Planning Attitude: We Know Attitude

Business Planning Tools: The Business Plan

Business Planning Process: Planning

Business Planning ‘Where’ : Inside the building

Business Planning Focus: Execution of a plan

Business Planning Decision Basis: Historical facts & past success

Business Planning Risk: Not addressed adequetely

Business Planning Failure: Avoided

Business Planning Uncertainity: Masked via detailed Plan

Business Planning detail: Granular Documents & Spreadsheets

Business Planning Numbers: Assumptions

*Core H1 Activity:

1. Improve the old business model, and keep it alive

2. Create a culture that can build the company’s future

Ask yourself: does your company have a structure to invent its future, or only improve its existing structure?

3. Experiment with new business models for the future

Your business model may contain a variety of strengths and existing resources that could be grown into new growth engines for the company. It institutionalizes its once revolutionary processes, focusing on control, predictability, and refinement of successful

models.

*The Equilibrium Management

– Stabilize the unstable and destabilize the rigid

– Improve what is and invest what is to be

– Adapt to the present and anticipate the future

– Lead a renaissance while preserving tradition

*H1 Post Peak Point Growth

Insure yourself and your assets

Diversify your funds

Exit Strategy & (passive & automation) (Keep sustaining growth gorwing, no complacency!)

R&D

Adopt 3rd Engine H3