1. VALUE-PACKED SEMINAR SERIES
FOR ENTREPRENEURS AND SMALL BUSINESS OWNERS
“Micro Finance - MBA”
“Making Business Finance User-Friendly”
“Micro Finance-MBA”
FOR INFORMATION PLEASE CONTACT:
Jeremy Kravetz, MBA
619-246-8670
valuecreator1000@gmail.com
Essential
Financial Strategies and Tools
For Entrepreneurs and Business Owners

2. © Copyright Jeremy Kravetz 2015.All rights reserved
Essential
Financial Strategies and Tools
For Entrepreneurs and Business Owners
ProblemStatement: Small businessesStartups and Growth
 The development of many small businesses is severely hampered by fear or ignoranceof financial concepts,and
therefore by deficientfinancial planningand management systems.
 The development of the financial function often trails thatof more visiblefunctions such asproduction,operations
and customer service.
 This results in billions of dollarsof losteconomic potential due to low business starts,failures,suboptimal
performance, and stagnation.
Problemwith Many Educational Offerings
 Many non-degree Business Financeeducational offerings/programs do an inadequatejob of teaching the core
financial concepts –structure, function, financial statements, accrual accounting,and ratios –that are essential to
fully understand all subsequenttopics. In collegebusiness degree programs, several entire accountingand finance
courses areessentially devoted to developing this foundation.
 Without this,as a courseprogresses,learners often feel discouraged,anxious,embarrassed to admit itor ask
questions,playing“catch-up”the entire course, failingto achievethe core key learningobjectives,and ending up
discouraged - again!
 Most programs do not even attempt to do a thorough job with this foundation,as they simply lack an effective
teaching system that can truly get the job done in justa few hours.
Alternative - Program Differentiators
As many extended, advanced, non-credit educational programs do,this programcovers the majority of of essential
financial topicsthatentrepreneurs need to startand grow businesses.However it uses an innovative instructional process
that almostensures learners’acquirea deep understandingof core financial concepts of financial structure,function, and
dynamics – essential for a full understandingof many financial planningand management concepts and processes.
 Conceptual foundation/core model – Financial structure, function, financial statements, and ratios – is developed
at the outset, and repeatedly reinforced and enriched throughout the entire course, as each topic is developed.
 Innovativeteaching system - integrates multipleteachingstrategies, modalities,to work for learners with different
“learningstyles.E.g. visual,auditory,systems-thinking,experiential stories,kinesthetic,emotional design,
experiential,story-based,haptic.
 Effortless learning – interestingexperience creates understandingof financial structure,function and dynamics,
without havingto try hard. Practically guaranteed
 Developed and tested - System on hundreds of MBA students, entrepreneurs, and business owners,with varied levels
of experience and ability,over several decades. Participants giveitconsistently excellentevaluations.ExecutiveMBA
students at a highly regarded university stated that in 45 minutes they had finally understood the core of business
finance,when unableto do so in almost2 years of study!
 Teaching to fish - Develops the ability to “see finance” in the parts and activities of their business,and be ableto
transfer/apply concepts to varied situations,for life.
 Tone/Process:
o Warm, engaging, high energy, positivestyle. Highly energized, engaging, actually fun!
o Provides a learningexperience with energy, comradery, encouragement, and hard knowledge
SeriesFormat
 Depends on time allotted and audience interests
 A minimum of 12 hours is suggested

3. © Copyright Jeremy Kravetz 2015.All rights reserved
KEY TOPICS/CONTENT
1. Introduction
2. CEO Mindset
3. Essential Theory - Structure, function, dynamics
4. Basic Monthly Management System
5. Essential Economics
6. Advanced Management Systems
7. Forward Planning
8. Capital Procurement
9. Long range/strategic management
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1. Introduction
 Wide range of types of businesses,ventures, from inception to conclusion or exit,e.g. ongoing (recurring-revenue)
businesses vs.venture/projects with finite life
 Long-range/life-cycleplanning
 Evolving/specific financial planningand management requirements for each phase
 Model management system – for existingrecurring-revenue business,with organic growth.
2. CEO Mindset
 Stayingproactiveduringan entire venture life-cycle
 Creates a big-picture,growth-oriented, “CEO mindset” towards Finance
 Presents the financial function as a “servantleader”or “ally,”for healthy growth and development of the entire
enterprise.
 Communication/relationship management needs and tools
 Capital providers.Leverage. Value creation.
 Provides strategies for entrepreneurs to iIncreaseownership and control through mastery of financial planning
and management
 A proactiveattitude towards financial planning,financial management, growth management, organizational
culture, strategic value,and financial value
 Develops financial literacy/vocabulary/communication abilities
3. Essential Theory - Structure, function, dynamics
 Businesses as micro-economic systems.Roles/investment cycles for entrepreneurs, investors,lenders and other
stakeholders.
 Financial statements
 Accrual basisaccounting
 Balancesheet: Structure, function, double-entry accounting
 Sources and Uses of Funds (aka “Cash Flow”):
 Relationship with BalanceSheet
 Meaning of EBITDA, Cash Flowfrom Operations,Free Cash Flow,Debt and Equity operations,Net Cash Flow
 Management reporting format
 Format correspondence for financial plan,and reportingon actual results
 Financial ratios –Liquidity,workingcapital,turnover,profitability,leverage,return on assets,return on equity
4. Basic Management System
 Accounting system setup
 Monthly accruals,closingadjustments
 Financial statements

4. © Copyright Jeremy Kravetz 2015.All rights reserved
 Ratio analysis/trend analyses
 Management reports
5. Essential Economics
 Businesses as micro economic systems
 Costs/pricing
 Break-even, moving break-even
 Financial ratios –Asset turnover, Net ProfitMargin,Net Profit/Assets,cost of debt, equity, WACC
 Leverage - Layering to meet needs of all capital providers,includingsweatequity
6. Advanced Management
 Balancesheet management
 Ratio Analyses / Trend Analysis
 Benchmarking – industry,competitors, internal changes,actual vs.plans
 Financial dashboards
 Management reports for wider/longer/trends view
 Risk management/stress tests
 “Balanced Performance” dashboards
 Financial reviews
7. Forward Planning
 Strategic Planning
 Comprehensive business planning
 Long-range growth/development planning
 Financial analysis/modeling/planningfor ventures, projects,businesses,growth, valuations
 Financial structuring
8. Capital Procurement
 Capital Preparedness
 Financial plansfor investors and lenders
 Investor and lender investments
 Investor/lender underwritingmethodology:
o 5 Cs
o Business Plan review
o Market Analysis
o Financial Projections
o Historical Financials
o Ratio trend analysis
 Relationship management
9. Long range/strategic management
 Long range financial planning
 Business growth/development strategies
 Corporate/organizational growth/development strategies
 Strategic valuestrategies
 Financial valuestrategies
 Exit/succession strategies
 Specifyingand trackingshortterm results to keep on track with financial plan

5. © Copyright Jeremy Kravetz 2015.All rights reserved
Instructional Strategies/Processes
For Financial Structure, Function, Process, and Systems-Thinking
A strong conceptual foundationis laidat the beginning:
 The model core involves the display/explanation of financial statements, accrual basis accounting,the relationship
of the balancesheet and the sources and uses of funds statement, financial ratios,and ratio trend analysis.
 Usinga proprietary exhibits and process to interrelate, animateand examine the moving parts in a way that is
memorable and easy to assimilate.
 The relationship of the BalanceSheet and the Sources and Uses of Funds Statement is made very clear,by reducing
it to its simplestnatural form.
 The system in motion illustrates variations in businessmodel structures,the roles of capital providers,thepassage
of time, the creation of business and investments.
The core model is reinforcedthroughoutthe entire course.It isalways at the base,and inthe background.
It is intimatelyrelatedto everyimportant topic,i.e.:
 Financial statement structure and function
 Accrual basisaccounting
 Financial ratios/trend analysis.Benchmarking
 Relationship between the Sources and Uses of Funds Statement and the BalanceSheet
 The closemating of formats for financial plansand accountingand reportingsystems
 Discussion of financial structure.Sources of financing.Capital procurement
 The description of various differentforms of ventures
 Discussion of the investments/cycles created for investors,lenders and entrepreneurs
Important Alignments:
 Forward- planning
 Accounting/reporting systems
 Total/Balanced Quality Management
 Long-range growth management
 Long-term strategic and financial value-creation
Evolving,specificfinancial planningand management needsthroughouta venture/business’life-cycle:
Phases:
 Feasibility/prestart
 Startup financing
 Development
 Startup
 Initial growth
 Ongoing operation/gradual growth
 Accelerated growth/scaling
 Long term value creation for ultimate Exit