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Startup Financial Planning Published by Alban King Modi ed 11 months ago  Embed 
Startup Financial Planning
Published by Alban King
Modi ed 11 months ago
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Presentation on theme: Advertisements "Startup Financial Planning"— Presentation transcript: SPONSORED SEARCHES
Presentation on theme: Advertisements "Startup Financial Planning"— Presentation transcript:
SPONSORED SEARCHES
Startup Financial Planning
Presentation Template
Ph.D.
PPT Template
Martin V. Smith School of Business and Economics
CSU Channel Islands
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How Not to Fail Make something people want. Stay focused.

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Measure your growth. You make what you measure. Know if you’re default alive. Keep expenses low.

Fundraising gets harder. Jessica Livingston’s Pretty Complete List on How Not We to Fail think you have liked this presentation. If you wish to

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Stay Alive Financially

“default alive” or “default dead.”: Default alive means Buttons: if your expenses stay the same and your revenue continues to grow at the rate it’s been growing, you get to breakeven before you run out of money. Default dead means you don’t. Trevor Blackwell has made a handy calculator the fatal pinch. The fatal pinch is default dead + slow growth + not enough time to x it.

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Startup Growth Calculator

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The Knack: How Street-Smart Entrepreneurs Learn to Handle Whatever Comes Upto x it. 1 4 Startup Growth Calculator Cancel Download Numbers run a business. If you

Numbers run a business. If you don't know how to read them, you're ying blind.—Start tracking them by hand as soon as you launch your business. A sale isn't a sale until you collect.—A receivable is like a loan. Make sure your customers are credit-worthy. When your short-term liabilities exceed your short-term assets, you're bankrupt.—Keep track of how much you're going to collect and spend in the next twelve months. Forget about shortcuts. Run a business as if it's forever.—In the long run, your shortcuts will prove to be detours on the road to achieving your goals. Cash is hard to get and easy to spend.—Make it before you spend it. You have no friends in business, only associates.—You can laugh and cry with your employees, but neither you nor they should forget that it's a business relationship. Gross margin is the most important number on the income statement.—Don't make the mistake of focusing on the top line. Identify your true competitors, and treat them with respect.—Their opinion of you will play a critical role in determining your reputation. Culture drives a company.—The boss's most important job is to de ne & enforce it. The life plan has to come before the business plan.—You need to gure out where you want to go before deciding how to get there. (link)

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Financial Projections Necessary for a Business Plan

Revenue Drives Everything in a Venture Projection of Revenue – 5 Years Projected P&L (Pro-forma Income Statement) – 5 Years Monthly for the First 2 Years then Annually Years 3, 4 & 5 Projection of Cash Flow – 5 Years Projection Balance Sheet (Pro-forma Balance Sheet)– 5 Years Goalposts Startup Costs Time to First Dollar Received Time to First Pro t (after Breakeven) First Round and Anticipated Second Round Financing Potential Valuation for Exit For this class: create monthly projections for 2-years

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The Accounting Equation.

Assets = Liabilities + Equity Assets - Liabilities = Equity Resources Source of Financing

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Assets = Liabilities + Equity

Account Equation Guide

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Accounting Cycle https://www.youtube.com/watch?v=ii91oi0OpXM

Chart of Accounts Example

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Debit Credit Asset Liability Equity (Owner Equity, Retained Earning)

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Owner’s Drawing Equity (Owner Equity, Retained Earning) Expense Revenue

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Cash

11,874

Accounts receivable

Inventory

Prepaid expenses

Short-term investments Total current assets

-

Fixed (Long-Term) Assets Long-term investments

1,208

PP&E: Property, plant, and equipment

15,340

(Less accumulated depreciation)

(2,200)

Intangible assets (IPs, brand reputation) (Less Amortization of Intangibles) Total xed assets

14,348

Other Assets Deferred income tax Other Total Other Assets High Liquidity Low

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Liability and Owner’s Equity

Liabilities and Owner's Equity Current Liabilities Accounts payable

8,060

Short-term loans (Notes Payable) Income taxes payable

3,145

Accrued salaries and wages Unearned revenue

Current portion of long-term debt Total current liabilities

11,205

Long-Term Liabilities Long-term debt

3,450

Deferred income tax Other Total long-term liabilities

-

Owner's Equity Owner's investment

7,178

Retained earnings

4,389

Total owner's equity

11,567

Total Liabilities and Owner's Equity

26,222

Short Time to Pay Long

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Assets Liquidity High Low Assets 2017 2018 Current Assets Cash system. Share buttons are a little bit lower. Thank you!

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Working capital decision: CA & CL C/S: Common Stocks (at IPO and SEO)

SEO: Seasonal Equity O ering Stock issues before IPO Owner Equity

Corporate Bonds: e.g., Apple issues 30-year bonds for 4% interest rate.

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Bond Rating:

BBB investment grade bonds

Below BBB: Junk bonds High risk and high return

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Financial Ratios Current ration = CA / CL

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Quick Ratio = (CA-Inventory) / CL Cash Ratio = Cash / CL

18

Debits/Credits Rules

Basic Equation

Assets

=

Liabilities

+

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Owner’s Equity Expanded Basic Equation Debit Credit

Balance Sheet Income Statement = + - Asset Liability Equity Revenue Expense The equation must be in balance after every transaction. For every Debit there must be a Credit.

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Resources Learn Accounting in 1 HOUR First Lesson: Debits and CreditsFor every Debit there must be a Credit. Cancel Download DC ALE LER (video)

DC ALE LER

(video) https://www.youtube.com/watch?v=fBTJCxBrbCk

Balance Sheet and Income Statement Mapping

http://www. authorstream

Relationships of the Three Key Financial Statements

Relationships among Financial Statements

http://www. investopedia

From BMC to Financial Statements

Business Model Canvas to Financial Plan Balance Sheet

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BMC for Lemonade Inc.

Pro t =Revenues - Costs

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Capital Expenditures

CAPEX: Capital expenditures (investment) are funds used by a company to acquire or upgrade physical assets such

as property, industrial buildings or equipment. If an expense is a capital expenditure, it needs to be capitalized. This

requires the company to spread the cost of the expenditure (the xed cost) over the useful life of the asset. (video) Operational Costs

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Operational Costs

An operating expense (OpEx) is an expense a business incurs through its normal business operations. It include

rent, production or inventory costs, marketing, payroll, insurance and funds allocated toward research and development. One of the typical responsibilities that management must contend with is determining how low operating expenses can be reduced without signi cantly a ecting a rm's ability to compete with its competitors.

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Break-Even Analysis

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4/13/2019 36 Break-Even Analysis Price: $10 per cup Cost: $2 per cup Startup Financial Planning
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Break-Even Analysis Price: $10 per cup Cost: $2 per cup
Startup Financial Planning - ppt download
Fixed Costs: $150,000
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37
Wisdoms from The Knack

Numbers run a business. If you don't know how to read them, you're ying blind.—Start tracking them as soon as

you launch your business.

A sale isn't a sale until you collect.—A receivable is like download a loan. Make it, please sure recommend your customers it to your are credit-worthy. friends in any social

Cash is hard to get and easy to spend.—Make it before system. you spend Share buttons it. are a little bit lower. Thank you!

When your short-term liabilities exceed your short-term assets, you're bankrupt.—Keep track of how much you're

going to collect and spend in the next twelve months. Buttons:

Gross margin is the most important number on the income statement.—Don't make the mistake of focusing on the

top line.

Numbers run a business. If you don't know how to read them, you're ying blind.—Start tracking them by hand as soon as you launch your business.

A sale isn't a sale until you collect.—A receivable is like a loan. Make sure your customers are credit-worthy.

We think you have liked this presentation. If you wish to

1

© 2008 TAB Boards International, Inc Understanding Financial Statements. 5/7
© 2008 TAB Boards International, Inc
Understanding Financial Statements.
5/7

When your short-term liabilities exceed your short-term assets, you're bankrupt.—Keep track of how much you're

going to collect and spend in the next twelve months.

Forget about shortcuts. Run a business as if it's forever.—In the long run, your shortcuts will prove to be detours on

the road to achieving your goals. Cash is hard to get and easy to spend.—Make it before you spend it. You have no friends in business, only associates.—You can laugh and cry with your employees, but neither you nor they should forget that it's a business relationship. Gross margin is the most important number on the income statement.—Don't make the mistake of focusing on the top line. Identify your true competitors, and treat them with respect.—Their opinion of you will play a critical role in determining your reputation. Culture drives a company.—The boss's most important job is to de ne and enforce it. The life plan has to come before the business plan.—You need to gure out where you want to go before deciding how to get there.

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Cancel
Download
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38

Overview of the Financial Planning Process

Identify all of your sources of revenue

- Must document your revenue assumptions

Cash required to start the business Cash required to operate the business Revenue by month from sales and other sources Identify all of your costs Startup costs Monthly operating costs Fixed costs vs. variable costs Breakeven analysis Displays total income vs. total expenses by month Identi es when you will need more cash

39 Financial Templates 40 Financial Templates 41 Financial Templates 42 Break Even Analysis 43 Cash
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Financial Templates
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Financial Templates
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Financial Templates
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Break Even Analysis
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Cash Flow Forecast
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Business Budget
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Income Statement
46
Balance Sheet
Financial Templates
47
Financial Templates

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