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Published Date:15-07-2017
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THE IDEA 1 1.3 PLANNING AND PRESENTING THE BUSINESS PROPOSAL . Presenting Your Case To A Funder . Checklist For Presenting Your Case . Objective-Setting Role Play . The Business Plan Game . Working With Groups - The Business Proposal P 46PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 PRESENTING YOUR CASE TO A FUNDER 1 : You are trying to ’sell’ your idea to a reluctant customer Put yourself in the funders place: would you give/lend the business money on the basis of the presentation? 2 : Optimism is not enough, you must be able to prove you have a good case. You need a clear, substantiated business plan. 3 : Be as clear and concise as possible. Don’t cover all the points but be prepared to answer questions 4 : Start talking to the bank manager or potential funder early. Leave yourself plenty of time before you need a decision. 5 : Remember, funders of all kinds want a return on their investment so they are as often looking for a good reason to say ’yes’ as to say ’no’. 6 : Make sure the funder has got RADAR: Reason for wanting the money Amount you need Duration of the loan or other finance/funding Assets you can offer as security (if any) Repayment terms and schedule of payments (if asking for a loan) 7 : You need to be very clear about the reasons you need funding, clearly stating what the money will be used for. Does the reason you need the money clearly match the amount and duration of the loan, and the type of loan (loan or overdraft, secured or unsecured)? 8 : If you are offering assets as security, do you know which assets and what they’re worth? Security is equipment, other property, stock, work in progress, intellectual rights, cash, leases on premises etc. Can you offer fixed or floating charges over the assets or personal guarantees? P 47PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 9 : Make sure you understand your business’ finances and the effect that repaying a loan or changes to business conditions will have on the finances. 10 : Try to be enthusiastic Tell her/him your plans for the business and its future. 11 : The funder needs to be convinced you have a viable business idea and if you have the drive, determination and ability to make it work. 12 : Don’t present inaccurate figures showing you only need a small amount of help for a short time; a bank manager will not be fooled Present realistic figures based on your best estimates. 13 : Do prepare pessimistic financial projections so you know the worst that could happen and the maximum support the funder may have to give if things don’t work out initially. The Presentation More Hints And Tips 1 : First impressions are vitally important. The first thing funders see is your business plan so make sure it is well-presented but not over-detailed. 2 : Practice the presentation. One idea is to practice your presentation on low-priority funders and analysing how you did before going on to more likely prospects. 3 : Look conventional and like you mean it. Don’t over-dress but be serious and determined. 4 : Make sure you have the key facts at your fingertips. You must know your business and business plan inside out. If you don’t know, just say you don’t and promise to get the information. Don’t become flustered over things you don’t know. 5 : Be clear in your own mind about the keys to your success and what is so interesting about your project but don’t get bogged down in detail and don’t ’over-egg’ your case. 6 : Listen carefully to questions and make sure you answer the question asked. Don’t go off on a long circuit round the issue without dealing with it. 7 : From preliminary meetings or phone calls try to find out who will make the funding/lending decision and if possible, deal with them. P 48PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 8 : If you are asked for further information, provide it quickly but make sure it is well-presented and detailed. 9 : Do not be too defensive. Assume information will be analysed critically. It can be useful to practice dealing with criticism or probing questions so long as it doesn’t affect the morale of the group. 10 : Be certain that the money you ask for is what you will need. Asking for more later is a lot harder. 11 : Treat negotiating for money with the same thought and planning you would if buying a house or arranging a wedding. Getting money is like a cup final. You may only get one shot at it. 12 : Planning a social enterprise is a long process and once you’ve reached the money stage you’ll want to get on; but don’t put all your eggs in one funding ’basket’. You may need to raise money from lots of different sources. Think ahead, do research and remain determined and optimistic even if rejected the first time. 13 : Do think about money you, your group or local community could invest. This doesn’t have to be a huge amount and could be pledged to the project (i.e. drawn down only if other funding is provided) and repayable from profit. Even a small gesture can raise the confidence of other funders. P 49PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 CHECKLIST FOR PRESENTING YOUR CASE . Contingency Plans - what risks have you Can You Talk Confidently analysed and what contingency plans are About All Of These Issues? in place? Legal aspects: permissions, About You licences etc . . Details about the people involved What training will be required to succeed? (roles, business skills, other Your Market management experience) . Estimated demand - what evidence . The group’s finances (cash, assets, supports your estimates? liabilities etc) . Do you understand the market you’re . Abilities, factors, experience involved operating in? in starting a social business . Who are your main competitors? Your Business Proposal . What’s your competitive advantage? . Main factors involved in wanting . Do you know what your product will cost? to start now . How the business will be organised, Profitability your roles in it . Do you know how much profit you . Do you have financial projections will make? for at least two years ahead? . Do you know which product or service . Description of major assets or equipment brings most profit? to be bought . Do you have orders currently, or expressions of interest? What You Want To Achieve . . Have you correctly estimated costs? What will you use the funding for? What assumptions have you made? . Can you describe the practical aspects . Have you correctly estimated sales? of starting/expanding the business? What assumptions have you made? The premises you will use (suitability, cost, layout) Finance And Funding The equipment you will need? . Will you need financial help beyond The staff you will need? the start-up period? . How long before the business ’breaks even’? . Is the group looking elsewhere for money? How much? P 50PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 OBJECTIVE-SETTING ROLE PLAY The aim of this role play is to test the Round-Table Discussion ability of participants to understand how Following the exercise, convene a round objective-setting exercises can be used -table discussion about how the group to assess the unity and shared aspirations interacted, what feelings the exercise of a group and to examine the kinds of created, the positive and negative aspects things a funder might look for in assessing of the discussion. the groups chances of success. . How well did the group work? In the role play, one participant can be . What conclusions can be drawn about the assigned the role of Observer, another the group’s ability to work together? role of Advisor, while other participants could play the role of ’the community’ or . Were the interactions fair and equal or did a steering group for the proposed project. some people dominate? . What does each person feel about their 1 : The task of the group is to come role in the objective-setting? up with an agreed set of aims and . objectives and basic priorities for Were there major areas of disagreement? operating a day nursery. If so, were they resolved, and how? . 2 : The participants should be given a Could the ’Advisor’ cope with all the role each, written on an individual card. group interactions? . 3 : Playing these roles, they should then Did the ’Advisor’ assist the group by giving try and draw up an agreed list of aims proper directions and feeding back the and objectives and/or priority projects. group’s work accurately? . 4 : Rather than an advisor or support What does the ’Observer’ think about what worker taking on this role, the exercise went on? tests the ability of the group to self -manage an objective-setting process. The main purpose of the exercise is to test the ability of the group to set objectives, communicate effectively, negotiate agreements and develop a clear and effective consensus. P 51PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 Group Member 2 The Roles Of The Participants The Group has been formed to set up a The roles of the participants are as follows: commercial day nursery. You like working with children and are recently qualified so The Observer it’s a chance to use your skills. You want The Observer is briefed to observe how the a decent wage but the chance to do work group sets its objectives and how well the you enjoy is more important. You don’t Advisor assisted the process. Did the group mind who runs things so long as they understand what they were supposed to do? don’t interfere. How well did they handle the process of Objective-Setting? Was there agreement at Group Member 3 the end of the process? Did the Advisor The Group has been formed to set up a make the exercise clear? Did the Advisor commercial day nursery. You have worked explore all or any of the issues? Did he/she in voluntary playgroups but now want to be pull things together at the end? paid for your time, but only part-time. You resent the fact that people with money or The Advisor qualifications count for more so having an The Advisor must explain the Objective equal say is important. You don’t like to be -Setting Exercise to the Group and give bossed around. out the individual role play cards, help the process and write on the flipchart Group Member 4 the Objectives agreed. Must be briefed The Group has been formed to set up to take note of areas of agreement and a commercial day nursery. You’re not disagreement while the Group is discussing interested in the Nursery so long as it makes the Objectives and to make an assessment money. You are putting up the money and of the extent of unity and common vision want a share of the profits but without doing in the Group. any work. A trouble-free life is important so good organisation and a ’tight ship’ Group Member 1 are what you value. The Group has been formed to set up a commercial day nursery. You originated the Group Member 5 group and had the idea for it. You like the The Group has been formed to set up idea of running a successful business and a commercial day nursery. However, for making profits, being in charge and having you the maximum level of access to people working for you are the main childcare for disadvantaged parents is attractions. You wouldn’t mind working long most important. You want high quality care hours so long as you were well-rewarded. such as middle class parents expect but at an affordable price. You think the Council or all those regeneration programs should put up some cash. P 52PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 THE BUSINESS PLAN GAME This is a role-play exercise in which the participants will first select a series of things they would wish to emphasise when presenting a business plan or proposition and then actually role play the presentation with a friend or advisor (or one of the group) acting as The Banker. If there is sufficient time (for instance as The Business a training exercise), then both parts of the Wood ’N’ Tops is a community association Business Plan Game can take place with the with a number of activities based in it. participants taking part in the role play (see One of these is a furniture workshop that below). If not, the group should meet on has until now provided work experience their own time to draw up the business plan and training to people in joinery and or proposal then follow this with a short carpentry skills, repairing and refurbishing presentation to a friend or advisor, which old furniture. This has been provided can be analysed and discussed after. as a service for the cost of materials. Refurbished furniture has been given away on a ’first come, first served’ basis. The local council is now insisting the furniture project become self-financing and it has been decided to draw up a business plan for a furniture showroom in some empty premises. P 53PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 Involved in Wood ’N’ Tops are a series of Jack Haycox is the ward’s Labour people with varying roles and skills. The Councillor. He sits on the Inner Areas group may simply ’play themselves’ or Overspill Community Sub-Committee and take on these imaginary roles. three other Council Committees. He has his own business, a fishmongers, and is on the The roles are: Wood ’N’ Tops Management Committee. Deirdre is the Chair of Wood ’N’ Tops. She Brian is a Principal Community Development works part-time as a playgroup leader and Officer. He manages a large but rapidly is taking the lead role in the Day Nursery shrinking community development budget Sub-Committee. and reports to four separate committees. He made the suggestion about the showroom. Arthur is a carpenter. He used to be He pays great attention to detail and is both employed in the Council Direct Works articulate and persuasive. Department. He is very fussy and a bit set in his ways but a good teacher. Clarice is a volunteer in the office. She used to work at MFI and has enthusiastically Amanda works in the kitchen. This is one of supported the showroom idea at meetings. the most successful parts of Wood ’N’ Tops because Amanda works hard to get people through the door. She’s well-known and popular on the estate. Susie does some secretarial work and also took a course in the furniture shop. She leaves her toddler in the playgroup while she helps out with the Old Folk’s Lunch Club. Frank was a Council caretaker and has a wide range of manual skills. He’s worked in the furniture workshop but it’s more of a hobby as he has to look after his elderly mother. Mrs Silverman is a Tory Councillor from a nearby ward who’s taken an interest in Wood ’N’ Tops. She sits on the Planning Technical Sub-Committee. P 54PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 5 : Managing Production The Exercise - Part 1 . Choose three people to work in Having decided whether the group are the workshop playing themselves or taking roles from the Wood ’N’ Tops list, the first stage is to assign . Decide how many of each product tasks. If an advisor is helping, use this as a will be made per week training/learning exercise. If not the group . Decide how many of each product needs to meet separately to draw up the will be sold wholesale and retail business plan. . Choose four people to make the products The tasks are: . Choose one person to decide things 1 : Convene The Meeting in the workshop . Convene the meeting and choose Record the decisions made a chairperson 6 : Setting Up 2 : Products . Choose one person to cost repairs . Choose one thing the workshop will to the showroom produce and sell wholesale . Draw up a budget for repairing and . Choose four things the showroom will equipping the showroom sell retail . Choose three ways to make the showroom Record the decisions made attractive to potential customers . Choose one person to draw up plans 3 : Customers And Marketing . List the legal and other requirements . Choose 3 typical customers the project before they could begin to operate will try to sell to Record the decisions made . Identify one problem with each kind of customer Record all decisions. One person should . Identify one source of further information present this ’Business Plan’ to the rest of the group as a presentation skills exercise Record the decisions made and to test how well the group has covered all the issues. If there is an advisor, the 4 : Pricing And Selling group could then present this revised . Decide on a price for each of the five plan to them, in the role of ’The Banker’. things to be sold This also tests the ability of the group . Choose one person to be in charge of to communicate in a group setting. the showroom and one person to do the actual selling . Choose one person to be in charge of advertising and promotion Record the decisions made P 55PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 2 : Products The Exercise - Part 2 . What product did the group choose Part 2 is the presentation. If the group are to sell wholesale, and why? playing themselves, the task of ’The Banker’ is to judge the quality of the presentation . Was there a strong commercial or and present feedback. If the group is role business rationale? playing other people, an advisor can also use . Did they provide a market-based the Additional Information to check whether justification? the group have undertaken any research, . made good decisions and assigned the right What products did the group decide people to the right jobs. to sell retail? . Was there a strong commercial or business rationale? The main aim of the exercises is to test . the ability of the group to: Did they provide a market-based justification? . Ask the right questions . 3 : Customers And Marketing Reach the right conclusions based on information they have . Did the group identify its potential customers and explain why it had chosen . Make effective decisions about roles, to sell to these parts of the market? responsibilities and resource allocation . Have they thought about barriers to selling . Communicate effectively and how they might overcome it? . What market research has been done? If the group is drawing up a business . What lessons were learnt from the plan or proposal separately, then give it market research? ’The Business’ notes below but not other information. If being done with an advisor 4 : Pricing And Selling (perhaps playing her/himself), the . Did the group set sensible prices for information should be provided if the its products? right questions are asked. . Did they explain why their pricing 1 : Leadership And Group Interaction decisions had a fit with the market and their customers? . Did the group select the right leader . and/or spokesperson? What do you think of their arrangements for selling goods and customer care? . Did the group co-operate in presenting . the right information? Did they present a well-worked out advertising strategy? . Did those people presenting information provide the right information in sufficient detail? P 56PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 5 : Managing Production Additional Information . How good were the proposed Advisors Notes production arrangements? The Facts . Did they propose a production plan and Wood ’N’ Tops cannot fund development did it relate to capacity, demand, available of the showroom. It will have to be a skills and resourcing? commercial operation from the start. . Was there a clear proposal for There is a demand for children’s furniture decision-making and allocation of tasks? (cots, desks, beds, bunk-beds etc) and also for decorative furniture (coffee tables etc). 6 : Setting Up The premises suggested by the Council are . a dilapidated church that will need extensive Did the group identify the steps they refitting and a thorough inspection of would need to take if funded? the electrics. . Did the plans have a match with the sales and marketing strategy of the business? The People . Were the set-up costs accurately costed? Deirdre is much too busy to get involved . Had the group correctly identified all and tends to have a fixed idea of what she the legal requirements involved in running wants and expects from people. a business? Arthur is no project-leader. Could advise on technical and production issues only. No good as a salesperson. Amanda knows what people want and what they will pay for. Very useful in drawing up ideas about marketing and promoting the showroom. Susie knows about furniture, the elderly and kids - possibly a good ideas person for suggesting products and new lines. Obviously a hard worker. Frank doesn’t have a lot of time. Probably a good person to look over the premises and draw up a list of things needing doing. Mrs Silverman could probably get the Council to lend its architects to draw up plans and give advice, also to get help from her business chums in drawing up the Business Plan. P 57PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 Jack Haycox is dangerous since he is The following are the cost price of the powerful. He may not take kindly to a products: Bookshelf £10; Coffee Table £8; Tory being involved. He probably also Cabinet £8; Cot £15; Bunk Bed £50; Office pulls Brian’s strings and like Brian is more Desk £45; Wardrobe £12; Dresser £15; TV interested in cost-cutting than enterprise. Cabinet £18; Picnic Table £40; Toy £3; Sofa £70 Brian is a devious person who will let people stick their necks out to help him achieve The following are the person hours to make something and drop them later when things each item: Bookshelf - 3 hours; Coffee Table go wrong. But if the Business Plan meets - 5 hours; Cabinet - 6 hours; Cot - 10 hours; his (secret) agenda would be a good Bunk Bed - 12 hours; Office Desk - 10 hours; spokesman for it. Wardrobe - 5 hours; Dresser - 6 hours; TV Cabinet - 4 hours; Picnic Table - 7 hours; Clarice is one of those people who claims Toy - 1 hour; Sofa - 15 hours. more than they should. She worked in the canteen at MFI and would try to take the The current time being worked in the project over if involved. workshop is 100 person-hours. The maximum capacity is 240 person-hours. The Business The following quotes for fitting out the The workshop has the necessary showroom have been received: equipment to make bookshelves, coffee New floorboards £80; Wiring £300; Glazing tables, bedside cabinets, cots, bunk beds, £120; Painting £100; Carpets £250; Laying office desks, wardrobes, dressers, TV Carpets £50; Making and Fitting Shelf Units cabinets and picnic tables. It does not have £180; Painting Sign £90; Plastering £160; the equipment (a bandsaw) to make toys Constructing Office £250. or sofas. A second-hand bandsaw would cost £800. The workshop could sell sofas and picnic tables wholesale and all the rest retail. Wood ’N’ Tops is situated in the middle of a depressed overspill estate, the church is on the outskirts near the main road. Nearby is Shiverton. There are many families with young children and an old people’s home but people do not have a lot of money. It is anticipated that the showroom would be visited by 600 people per week of which 60 would purchase something. P 58PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 Things The Group Should Know And Do 1 : Amanda is probably the best Chair to signal the importance people attach to the project. 2 : It would be best to choose things that can be made without additional equipment. If the group chooses to make things requiring additional equipment, ask why. 3 : The best wholesale item is probably Sofas, followed by TV Cabinets and Picnic Tables. The best retail items would be Cots, Beds, Toys, and Coffee Tables. Note, there has been no mention of upholstering because no-one knows how. 4 : Does the summary say what the current situation is and what the project hopes to achieve? 5 : Do the products chosen match the kinds of people around the estate, what they need and what they could pay? If not, ask why those products were chosen. 6 : Problems might be: Old People - showroom too far, no transport; Families - no parking, can only shop on weekends; Young Parents - off bus route, no babysitter. 7 : Further information: Library, Local Council, Trade magazines, Yellow Pages, Local Newspapers, Catalogues, Social Surveys. 8 : Amanda would work well in charge while Susie could work well selling. If the group have chosen other people, ask why. 9 : Amanda would be good at advertising. 10 : The best people to work in the workshop would be Arthur or Susie. In fact ’Wood N Tops’ does not have enough production personnel to provide the 240 person-hours available. 11 : Frank could cost repairs. Note that many of the things quoted for could be done by ’Wood N Tops’ volunteers. If there is no allowance for this, ask why not. If the group does not include a burglar alarm or smoke detectors, ask why. P 59PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 12 : Ways to make the showroom attractive could be bigger windows, heating (not mentioned in costings), play area, parking, false ceiling, music, glass doors, big signboard, pictures/murals etc. 13 : Arthur or Council Technical Department best for drawing up plans. If someone else is chosen, ask why. 14 : If there is under-capacity (too many things being made) ask how this will be handled. If there is over-capacity (too few things being made) ask why. 15 : If the workshop is producing more than 60 items for retail sale ask why. 16 : Arthur is no project-leader so it would probably be best to make someone else ’boss’ of both workshop and showroom. Who does the group choose, and why? 17 : Legal requirements could be Planning Permission, Change of Use, Fire Certificate, Employer’s Liability Insurance, Public Liability Insurance, Premises Insurance, Tenancy/Lease Agreement, Health & Safety policy, Equal Opportunities policy, Contracts of Employment, Vehicle Insurance P 60PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 WORKING WITH GROUPS - THE BUSINESS PROPOSAL Managing the process of making a business Some Development Issues proposal to funders and stakeholders is 1 : The Development Process a critical stage in the process. The group . Has the group got the confidence, must have complete understanding of the knowledge and energy levels to take business proposal, good communication them through the business proposal skills and appear confident and determined. stage successfully? A self-starting group will be all this. If not, then further development will need to take . Does the group understand that place, perhaps with the group retracing funding decisions often take some time its steps and focusing on basic skills and to be made? confidence-building. . Does it have the will and capacity There is no substitute for knowledge and to respond to requests for further experience in building confidence. The information? difficulty is that most groups don’t know . Do all members feel involved and what they don’t know A little bit of valued and are all equally engaged ’leadership’ or ’pro-action’ in the early with the project? stages - especially in ensuring the right people are occupying the right roles - You can have leaders and followers, people can ensure the project develops properly with pivotal roles and less important ones. later on. But you can’t have different levels of enthusiasm and energy, different agendas or boundaries. Confusion about the purpose of the project, its ’ownership’ or levels of risk the group will embrace will all show up in the business plan or proposal. The group must have a high level of practical unity or its chances of success will be less. P 61PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 2 : Language And Communication Skills Development Notes It s likely the group will not have dealt Knowledge with the people who are potential funders . Does the group have the depth before, and have a limited understanding of knowledge to make a successful of either the process of making a funding presentation? decision or the language of bureaucracies . Has the group developed an understanding and institutions. of what affects stakeholder perceptions . Developing an understanding of the and decisions? language of funders may require . Does it know who will make the funding intensive work decision and how to pitch its proposal? . A major barrier to developing . Has the group formed positive understanding may be lack of confidence relationships with key individuals . When stress enters, communication skills and stakeholders? can exit. Practice asking for funding in . Is knowledge shared equally and non-threatening environments where equally understood? coping skills can be built Negotiation And Communication Skills 3 : Roles . What are the kinds and levels Funders are often used to dealing with of intercommunication between particular people playing particular roles, group members? for instance the lone entrepreneur. How and who presents the business proposal . Does the group negotiate effectively may need to match these expectations. with external stakeholders and/or with A bank may expect a well-understood each other? and detailed proposal from a single person. . Can the group communicate effectively Public funders may expect to meet a with external stakeholders? group or even the group plus community . representatives. Has the group developed an understanding of the language of business? The key is that the group understands this and assigns roles accordingly, with each role being thoroughly studied, researched and practiced. P 62PLANNING AND PRESENTING THE BUSINESS PROPOSAL 1.3 Leadership Management Of Process . . Have strong and effective Is there effective delegation and/or leaders emerged? co-ordination? . . Are roles clearly defined? Does the group assign tasks to the right people? . Is there clear agreement between . ’leaders’ and ’followers’? Do tasks get done quickly and effectively? . . Are leaders trusted and respected Does the way the group is working have by group members and external a positive or negative effect on its unity, stakeholders? cohesion and focus? . . Are people in leadership roles in Is the group properly aware of both ’for the long haul’? timetables and timescales? . Do tasks done and milestones passed Development Of A Culture Of Aspiration add or subtract from energy levels . Has a positive and business-like and involvement? culture developed? . What are energy levels in the group like? . Is effort focused on achievement or discussion and debate? . Has the group got an understanding of what a successful bid for funding might entail? P 63

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