5. The Business Plans
• 30 300 000 results on Google
for “business plan”
• Over 1,700 books on Amazon
But…
6. The Business Plans
• It barely changed in 40 years
• People read it less and less
• It doesn’t guarantee success, performance or
profits
• It won’t get you the money you need,
even less the money you want
7. The Business Plans
• Most entrepreneurs aren’t motivated by it.
• Very few believe in it
• Money providers barely rely on it, because the
content rarely fits their expectations
• The business counselors try to work
around it’s weaknesses
10. Do you know this man ?
“A good business plan
is an elaboration of a
good pitch”.
11. Do you know this man ?
“Most people spend eighty
percent of their effort on
crafting a one million cell
Excel spreadsheet that
no one believes”
12. Do you know this man ?
“Don’t get obsessed with
details in your financial
forecast because it
should be one page long”
13. Do you know this man ?
“You are flexible and
fast moving:
changing as you learn
more and more about
the market”
14. Guy Kawasaki
Guy Kawasaki is a managing director of Garage Technology Ventures,
(an early-stage venture capital firm)
and a columnist for Entrepreneur Magazine.
Honorary doctorate from Babson College
15. Do you know this book ?
If they can find the fatal flaw
before they write their
business plan…
They can modify their idea,
shaping the opportunity to better fit
the hotly competitive world in
which it seeks to bear fruit.
16. The new business road test
Better yet, if, after asking their daily
question and probing, testing and
experimenting for answers, the signs
remain positive, they embrace their
opportunity with renewed passion and
conviction…
17. The new business road test
‘‘most business plans
should have been
abandoned
before they were written’’
18. The new business road test
‘‘Such a study – a short memo
to oneself - provides a clear,
customer-focused vision
about why the proposed
venture makes sense…’’
19. Who is John W. Mullins ?
‘‘serious entrepreneurs
run road tests
of the opportunities
they consider’’
Associate Professor of Management Practice in
Entrepreneurship; Entrepreneurship Faculty
20. Do you know this book ?
“It is more essential
to plan a business
than it is to write
a business plan”
21. Burn your business plan
“Business Plans
are prepared too early
in the Start-up process”
22. Burn your business plan
“The preoccupation with the
business plan is not only
counterproductive but also may
lead to firms losing interested
investors and potential sales”
23. Burn your business plan
• 3 years scenarios don’t make sense
• No proven ability to react!
• Won’t be ready when investors are
• Won’t be prepared to present
• You won’t stand out in the crowd
• Far from reality
24. David E. Gumpert
“ And while planning and analysis are related
to financial performance, this planning may
not need to be in the form of a written
business plan…flexibility is critical ”
Author and
Journalist
26. Do you know this man ?
A study of 116 businesses started
by alumni who graduated between
1985 and 2003. Comparing
success measures such as annual
revenue, employee numbers and
net income, the study found no
statistical difference in success
between those businesses
started with formal written plans
and those without them...
27. Do you know this man ?
“ What we really don’t want to do
is literally spend a year or more
essentially writing a business plan
without knowing we have actual
customers ”
28. Do you know this man ?
“ Entrepreneurs must be
nimble, and will be more apt
to stick with a flawed concept
they spent months drafting”
29. William Bygrave
“Entrepreneurs must be
nimble, and will be more apt
to stick with a flawed concept
they spent months drafting”
Professor Emeritus
31. Do you know this man ?
Hypothesis # 4 :
Producing business plans will
increase the probability of a
nascent organization’s survival
FALSE !
32. Benson Honig
Hypothesis #5 :
Producing business plans is positively
correlated with the probability of a
nascent organization’s reaching
profitability
FALSE !
Director of the Centre for the study of Nascent
Entrepreneurship and the eXploitation of Technology (NeXt)
Wilfrid Laurier School of Business & Economics
34. Raphaël Cohen
Professeur à HEC Genève et à la Thunderbird
University (Phoenix)
Auteur du livre Concevoir et lancer un projet
Éditions de l’Organisation
You create an opportunity We are, in the world, the territory (quebec) where there is the most money invested to support entrepreneurship and our results are catastrophic There are many ways of starting a business. Right ttime, right place, right solution…but being the right person is the glue that holds it together. That is why so many project fail There might be a market fit BUT is there an entrepreneurs-fit…very few dare go there when someone come to present a project
B.Ed brought me 10 years in guidance counseling MBA 10 years in entrepreneurship Managing directorEntrepreneurship Center Lecturer One of the Founding member of the Quebec association of Incubation Full-time coach of entrepreneurs The EEB Unique in the world) I come from my experience, my frame of reference
Talk about the ADD syndrome
Talk about the ADD syndrome
Tell the story
My thoughts on science fiction novels
This hands over millions of dollars… Is 10-20-30 rule
Ask who in the crowd knows him ?
Ask who in the crowd knows him ?
Before kept coming back…
Cram on a term paper then left to rot. A daily process
Arch one… Do we rush into things
One page, short kept coming back
The idea of Road test
The importance of planning is NOT equal t the Business plan
Are we rushing it again
Wasting time chasing BP contest Running around economic development organizations for money
Just more reeasons
Flexibility is Key
Talk about the ADD syndrome
Hard evidence
Concentrate on the few first client
Why do they Sticki so much to a bad solutions
Talk about the ADD syndrome
Big concept!
That one I was waiting for
Talk about the ADD syndrome
The man behind the launch of the nespresso coffee machines Pain-Need-desire: Expressing it is the toughest part The importance of Innovation not invention The hability to decide The stakeholders The customer decision criterias The Customer Unique experience
The man behind the launch of the nespresso coffee machines Pain-Need-desire: Expressing it is the toughest part The importance of Innovation not invention The hability to decide The stakeholders The customer decision criterias The Customer Unique experience
Our model
Les besoins sont plus psychologiques, besoin du 2 e degrè
Catching and understanding trends Social Political economic Cultural technological rules Environnement SWOThreats analysis Porter model How the game is played What it takes to WIN
Fail parce qu ’ il n ’ y a pas de client Formuler le modèle: Iteration mesure, mettre sur le marché Ce n ’ est pas à propos de ce que vous aimez, c ’ est à propos de ce qu ’ ils aiment, veulent et ont de besoin! Apprentissage validé Ce sont des évangélistes Vrai Études de marchés Premiere version Customer acquisition model ? Solliciter le feedback Les 5 pourquoi: Régler la cause et non le symptôme Comment se comportent-ils ?Que font-ils avec le produit Accrocs visionnaire: Quelle autre utilité ? PAS JUSTE TESTER LE PRODUIT: Les éléments marketing, comment répondent-ils ? I-Kola Questionnaire Medais sociaux Product to market « fit » : Mesurer 10 personnes Customer discoveries->Validation| >(iterations néceaaires) customer creation-> company building real client/ hypotheses : Problem et concept du produit En vouloir est quelques chose, l ’ utiliser une autre l ’ exemple de la FLip Incertitudes à propos de ce qyue le consommateurs désire
Argent – Temps – Santé – Famille – Notoriété – Estime de soi Harvard Study Six Treshold
Le temps L ’argent Social Stress Réputation/notoriété Psychologique: Estime de soi
Focus business Le pitch se développe Le modèle d ’ affaires: Apprentissage sur soi, son entreprise aussi…impact sur la vision! Qu ’ est-ce que le plan mesure par rapport à ce qu ’ il y aura à faire !!!! Une fois par rapport à plusieurs ?!?!?!!? SHOW ME THE MONEY!!!! Focus Business Utiliser le canvas Fixer des objectifs: Accessible (tous peuvent suivre), calculables/mesurables, appuyés sur des actions concrèetes Real BAD news is better on a smaller scale Formulation des hypothèses Produits, problème canaux de distribution, demandes marché et compétition On mesure: Acquisition, activation, références, rétention, et surtout revenu Aller chercher l ’ argent quand le risque qui reste est Technique Pas une risque de marché. SUICIDE ZONE: Nouvelle techno, nouveau produit, nouveau marché La rapidité des opérations, des itérations Minimum viable product/measure how people use it, faire de petites expérience, mesurer, si le ROI descent LÀ il faut pivoter Les coûts, un peu, la rapidité est plius précieuse Sales roadmap: influence map: Compr.hension du cycle de vente Modèle de revenu Type de marché matrice produit /marché What changes in et quellle stratégie market: size, cout d ’ entrée, cout de sortie barrière positionnement /sales/, model, cycle, marges, chasm s techno customer/: besoin adoption finance: time to profit, time to market, burn rate etc.
