Michael Carter, Owner at eFactory Limited & Author is graduate Chartered Accountant (qualified with KPMG in London). Successful career in software. Have raised money for businesses and separately started, grew and sold many ventures across sectors. Have worked in 16 countries (and visited 70 others). Businesses sold include software and consulting companies. Have acted as a "Virtual Director" for several companies. Great at problem solving. He was one of our mentor at Guru program Spring 2014 held at Idealondon 27-29 May 2014

1. e
Business Plans
Michael Carter

2. e
Number Date Description Miles Total Travel/Subsistence Computer Phone Stationery
1 20-MayLunch with Shaun 12.75 12.75
2 21-May Business Cards 27.00 27.00
3 22-May Visit manufacturer 30 13.50 13.50
4 22-May Coffee for manufacturer 4.50 4.50
5 24-May Lead for computer 49.99 49.99
Expenses

3. e
Business Plans
Why?
• Guide the business?
• For investors?
• Teambuilding?
• For posterity?

4. e
Share staircase Price Cash "You" Others
Start 1p £ 100 10,000 100% 0 0%
Good friends 10p £ 200 83% 2,000 17%
Ex boss £1 £ 2,000 71% 2,000 29%
Crowdfunding £2 £ 10,000 53% 5,000 47%
£ 12,300 10,000 53% 9,000 47%

5. e
Business Plans
What’s in it?
• Executive summary
• Team & staff
• Product & Market
• SWOT
• Financial Projections
• (Appendices)

6. e
Business Plans
What’s in it?
• 10 pages?
• Photos, pictures & charts
• KISS
• External data
• One person’s work
• Enthusiasm

7. e
Business Plans
Doing the numbers
If you are not an
accountant –
everything is something!

8. e
Profit & Loss
- These are the business transactions
Cashflow
-This is simply things
going through the bank
Balance Sheet
- This is what the business
has left

9. e
Some examples
• £100 of shares = CAPITAL & BANK
• £1k of sales = SALES & BANK or DEBTORS
• £500 from a debtor
= (minus)DEBTORS & CASH

10. SAMPLE
1. £500 paid for shares
2. £300 paid for stock
3. stock sold for £1,000 on credit
4. £500 paid by debtor
5. £666 for a computer
6. Buy £300 more stock, on credit
1 2 3A 3B 3 4 5 6 Period
Profit & Loss
Sales 1,000 1,000
Cost of sales (300) (300)
Profit 700 700
Cashflow Inflows
Investment 500 500
Sales receipts 500 500
500 0 0 500 0 0 1,000
Outflows
Stock (300) (300)
Fixed assets (666) (666)
0 (300) 0 0 (666) 0 (966)
Bank balance 500 200 200 700 34 34 34
Balance Sheet Fixed assets 666 666 666
Stock 300 -300 0 300 300
Debtors +1,000 1,000 500 500 500 500
Creditors (300) (300)
Bank 500 200 200 700 34 34 34
500 500 1,200 1,200 1,200 1,200 1,200
Share capital 500 500 500 500 500 500 500
Retained profit 0 0 700 700 700 700 700
500 500 1,200 1,200 1,200 1,200 1,200