Raw slides from the Jan 2011 UR ENOUGH Action Plan Intensive.

1. Presents
The Entrepreneur’s Tool
Kit

2. Who’s Joining Us?

3. Hmmm…Does thisbe
C
2012 is gonna bus
go to L
Foxwoods??
My Year! I
M
B
Count Me A
In!! B
O
A
R
D

4. • Vision and Commitments
• Designing a Business Plan
• Working Lunch (Elevator Pitch)/Networking Intro
• Marketing Strategy
• 12 Month Plan
• Branding
• Levels of Commitment
• Social Proof and the Internet

5. 1.This is your show – you will
get what you give
2.Small group – lots of
questions
3.Breaks – up to you
4.Respect – we are all adults

6. Session 1 – The Formula for Success
Vision
+
Commitments
=
What You Want in Life

7. The Business Plan
• Cover Page • Personnel Plan
• Confidentiality Agmnt • Financial Plan
• TOC • Sales Forecast Table
• Executive Summary • Personnel Table
• Company Summary • General Assumptions
• Services • Profit and Loss
• Market Analysis • Cash Flow
• Strategy and • Balance Sheet
Implementation

8. Copyright 2009 UR ENOUGH All Rights
Reserved

9. The Business Plan
(Cover Page, Conf. Agreement, TOC)
• Cover page should have logo, creator,
date
• Confidentiality Agreement
• TOC – Table of Contents

10. Executive Summary (BP)
(Answer the following questions)
1. Are you just starting this company?
A startup business plan is different from a business plan for an
ongoing business. Business plans for START-UP businesses
include:
Startup table and chart
Startup Funding table and topic
Startup Summary topic
Business plans for ONGOING businesses include:
Past Performance table and chart
Company History topic

11. Start Date: (BP)
• This date will be used when you create
headers for tables within your financial plan.
• For Start Ups – can be the first day you plan
on acquiring income from the business
• For existing – will be the first month of your
current fiscal year

12. Optional Items: (BP)
• SWOT – determine if you will include a SWOT
analysis as part of your package. This can be
useful for overcoming objections.
• Website – you may decide that you will have a
web presence and therefore you can have
section that speaks to the design and
expected outcome of such a website

13. Financial Forecast: (BP
• Determine whether you want to create a
standard (usually 3-5 yrs) or long term
forecast. For the sake of this class, we will
build a standard plan.

14. Concept Kick Start
Time to take a step back and examine the basics
of what you are trying to accomplish.
Are your goals quantified?
Do the numbers make sense?
Do you have objections answered before they
are presented?

15. Think of the top three or four goals you want
to achieve for your business.
Choose goals which you can track and
measure. For example, number of new
customers, total billing, total commissions,
number of sales vs. returns, and so on.
Find the balancing point between realistic and
challenging.
Be specific and measurable, such as "increase
sales by 10% this year." Then pick the time frame
for each goal to measure your progress -- by day,
week, month, or year.

16. Your mission statement is meant to be a
simple, internal message for you and your
employees: What is the core value and
purpose of the company? What is the
vision, which will guide company
decisions, now and in the future?
Think of it as the rally cry for you and
your employees; this is the reason why
you do what you do, every day. All other
goals should support this mission.

17. Virtually every business has keys to success
that make the difference between success and
failure. This depends on who you are and what
you offer:
For example: If you distribute foods to local
restaurants, freshness and quality might be
your keys to success for one strategy, and
variety and price for another.
In practice, lists of more than three or four
priorities are usually less effective. It is usually
best to list the objectives either as a numbered
list or as a set of bullet points.

18. Your Company
• Company Ownership
• Legal Establishment
• Facilities
• Basic Numbers

19. Your Company Summary
• How the company was started. Think of it as
'introducing' your company to someone. How
long have you been in business?
• What is the main company address? Are there
any other locations? If this is a new business,
will you be starting from a home office?
• Who owns the company? Is that ownership
shared? Who else (besides yourself) are
members of your management team?

20. Company Ownership
• Who owns the company? Is there more than one
owner? If so, what percentage of the company is held
by each owner?
• Is it privately owned or publicly held? For example, if
you are starting the business by yourself, this is
sometimes called a sole proprietorship.
• Establishing the legal structure of your business is an
important first step for any new business. If you have
not yet decided on the structure of your business, we
recommend that you research these different
ownership options, then work with your lawyer and
accountant to help you decide which legal form is best.

21. Past Performance Table
• This is where you will show what actual
business you have done to date in your
business.
• If you have yet to make any sales, or
commissions…you may disregard this part
• Company History
– Include how the company started, when, and by
who. Also include any major the company has
undergone since its start

22. Products/Services
• Use this topic to explain the services you sell
to your customers. You may want to group
similar services together, rather than listing
them individually. Describe the main features
of each. What need does the service fill for
your customers?

23. Your Market
• This is a vital part of your business plan. If you
are looking to convince others to do business
with you, you need to show that you did your due
diligence.
• Define your market segment
• Define your marketing strategy
• Market needs
• Trends
• Growth

24. Marketing Plan
• Market Analysis
– Define market groups of target customers
– Explain why you selected these targets
– Describe the market conditions, growth
• Market Segmentation
– Describe the market by demographics
• Market Segment Strategy
– Identify a segment, describe them in detail, and then
write how you will approach them as the best
prospects

25. Your Industry
• Service Business Analysis
–Describe the industry you are in (real
estate investing of ‘distressed’ homes
–Describe what motivates a seller to do
business with someone in your
industry
–What are the driving forces (time,
reputation)

26. Competition and Buying Patterns
• Explain the nature of your competition
– What makes customers work with one service
over another
• How do people choose between competing
products
• Are brand names important? Or is it simply
word of mouth, in which the secret is long-
term, satisfied customers?

27. Your Sales
• Don’t be confused – you don’t have to
have a physical inventory to have sales
SALES = REVENUE
Creating a solid sales forecast can set you
up as ‘knowing’ your business and what
can be expected over the long-term

28. Put into words how you decided on
the numbers in your sales forecast.
What information helped you come
up with your numbers?
Did you start with customers in your
target group to estimate your sales?

29. Did you use a % to show a rise in
sales over time?
What % did you choose, and why?
Will there be higher (or lower) sales
at different times of the year?
Is this seasonal change common for
your type of business?

30. Your Marketing Plan
• This section will vary based upon your
business, your budget, and your resources
• You will also defer to your Marketing Plan as a
separate document unless you do not have a
standalone Marketing Plan
• This is also where you would include the
results of your SWOT Analysis

31. SWOT Analysis (Optional)
• Strengths, Weaknesses, Opportunities and
Threats
• The Analysis allows you to show that you have
considered your business from the view of the
outside, and have built in measures to take
advantage of it.
• The SWOT Analysis is best served if provided
by a 3rd Party such as UR ENOUGH!

32. Your Competitive Edge
• What is your competitive edge?
• How is your company different from all others?
• Is there a sustainable value that you can maintain and
develop over time?
• Sometimes market share and brand acceptance are just
as important, and know-how doesn't have to be
protected by patent to be a competitive edge.
• The competitive edge might be different for any given
company, even between one company and another in
the same industry.

33. Marketing Strategy
• Be Specific
• What will you do first
• How will you measure its success
• What is the next thing you will do
• What percentages are you using for
your different methods

34. Milestones
This is where you explain how it all comes
together
Create measurable activities with dates
Be as granularly as necessary to make it
concrete
Be sure to include who is responsible for the
activity
Also include a budget for the activity

35. Your Web Plan
• This can be a whole separate document
depending on how extensive it will be
included in your overall strategy
• For the sake of time, we will not cover this
today.
• To implement a full ecommerce solution you
can ask about the BiGIM.

36. Your Management Team
• This can be virtual or physical
• Ultimately, you can’t manage it all effectively,
and delegation will become necessary
• In order to taken seriously, readers of your
plan must see that you recognize that
• Create a personnel summary
– It is better to plan for growth than just react
– There will be certain things that you can unload

37. The Bottom Line
• Now that you have listed out
– Income projections
– Expenses
– Personnel needs
• You can now show what your cash flow is, and
how and when your company will be
profitable

38. The Details
• General Assumptions – interest rates, use of
short and long term loans, as well as taxes,
insurance, etc
• Create a Profit and Loss Statement – explain
how you came to the numbers
• Create a Breakeven Analysis – investors want
to know when they can start seeing a return
on their money

39. • Elevator Pitch
• Networking Intro techniques

40. • Your Business Card
• Your Reputation
• Your Dress
• The Experiment – Mall
• The Marketing Plan

41. Copyright 2009 UR ENOUGH All Rights
Reserved

42. FRONT OF CARD BACK OF CARD
“Since working ABUNDANCE
with Ray, I have
seen a dramatic GUARANTEED!
increase in my
business. I can
see that I will
reach my goals
soon”.
Ray Giumentaro
- Suzanne Dyer
CEO, Speaker,
Coach, Author
UR ENOUGH
www.ur-enough.com
508-353-0098
Copyright 2009 UR ENOUGH All Rights
Reserved

44. ABM
ALWAYS
BE
MARKETING
Copyright 2009 UR ENOUGH All Rights
Reserved

46. Components - MP
• Just like the BP, you • Marketing Materials
need a start date • Your Web Plan
• Your Ideal Customer • Your Service Experience
• Differentiators • Your Marketing
• Core Strategy Calendar
• Product/Service • Critical Numbers
Innovation • Your Marketing Vision
• Lead Generation
• Lead Conversion

47. Your 12 Month Plans
• The Basics
• The Tools
• Assumptions
• The Reasoning
• The Process

48. The 3 Personalities
Entrepreneur:
• Someone who creates freely, loves to take
risks and make decisions, as well as invent.
Someone who usually does not like to get tied
down doing things and does not like
organizing or managing. Someone who is a
starter; a visionary.

49. The 3 Personalities
Manager:
• Someone who really enjoys managing people,
organizing and administrating tasks; who
enjoys doing many things at the same time. A
“natural” problem solver.

50. The 3 Personalities
Technician:
• Someone who is an expert at a particular task
or discipline, like an engineer, designer,
scientist, repairman or sales person.

51. Levels of Commitment
● Completely aligned with the company vision
and see it on their own
(authorship)
● See their personal commitments as being
fulfilled with the company vision
● They promise the vision will be realized and
will alter the universe if needed

52. Levels of Commitment
● Aligned with the vision (maybe not full
agreement but aligned)
● See their own personal commitments be
fulfilled in the company vision
● They will “Do the very best they can”

53. Levels of Commitment
● Aligned with company vision and works
diligently toward its realization
Mildly Accepting:
● Generally aligned with the vision
● Compliant and will do what is expected

54. Levels of Commitment
● Aligned with company vision and works
diligently toward its realization
● Generally aligned with the vision
● Compliant and will do what is expected

55. Levels of Commitment
● Company vision isn’t seen as consistent with their
own personal commitments
● Does just enough to get by; may be hesitant or
holding back though
● Overtly or Covertly; “I wont do it and you can’t
make me.”
● I don’t care; and I don’t care if you know it

59. Bernadette Trafton, Owner Boston AREIA
Ray, Seeing the reactions of the people that were in the
room was phenomenal. People really made progress
this weekend whether they bought a course or not. For
short money they got an incredible weekend and I had
probably the best feedback that I've ever had at an
event. It was an absolute shame that more people,
particularly the ones that paid and didn't show up,
weren't there. They missed a great weekend. Your
sessions were the absolute glue that pulled the whole
event together

60. Six Ways to Re-Engineer your work life:
1. Consolidate several smaller tasks into one single task
2. Assign several tasks to one person rather than over
several people
3. Outsource what you don’t do well to those who
specialize in it
4. Delegate to other people and other departments often
5. Eliminate certain tasks that produce little or no client
value
6. Change the order of tasks to reduce bottlenecks and
increase efficiency

61. • All attendees will get the link to the recording
of the event for review. ($79.00 value)
• All attendees will have access to a set of web
classes run by me for advanced discussion on
what was covered (Starting at $47 value)
• All attendees are entitled to a set of 4 Strategy
Sessions with me Personally! ($297 value)
• Special Discount on Finalizing documents!

62. …in short
Start working ON your business and stop
working IN your business!
Thank You!!