10 Key Value Drivers 4　Control and allocation of cap-ital resources　中文

Main Idea

Business resources are always scarce. You have to demonstrate that you're aware of this, and have already made the hard calls in advance.

Supporting Ideas

This section of your business plan needs to show that you can distinguish between those resources that are essential to success, and those that would be nice to have in an ideal world. You'll never, ever have enough resources, and you need to show that you appreciate that reality.

1．Product development

Until you have a product to sell, it will be impossible for you to generate revenue. You have to show that you will allocate capital intelligently before anyone will trust you.

• Talk about your anticipated product specifications—and show that you're focused on doing one thing exceptionally well rather than trying to be everything to everyone.
• Discuss your short-term objectives—in terms of the resources which will be required until launch. Be candid about how capital will be allocated. Most entrepreneurs underestimate how much time and capital will be required. Discuss what will happen if more capital is needed.
• Set milestones—the intermediate steps which will allow you to verify your progress. Detail who is responsible for the achievement of each milestone and what resources they will require to achieve that.
• Develop a cash budget table—which will expand on how much cash will be injected into the venture and specifically where those capital resources will be applied. Demonstrate that you know the difference between cash flow and net income.

2．Your funding strategy to date

Provide some detail on how you've managed to get to the point you're now at.

• Go into your bootstrapping efforts—talk about the funds you personally have contributed to your venture. If you have done something creative and original, provide a little detail. This will establish your personal passion and ongoing commitment to the new business venture. Obviously, if you've invested a large proportion of your personal assets, you have more credibility.
• Talk about the early sales you've made (if any) —and discuss how these sales validate your product niche, your pricing and other elements of your business model.
• Discuss your strategies for closing any gaps in financing needs—perhaps by attempting to get operational and generating a cash flow as soon as practicable. You might also have established strategic partnerships to help during this phase of your business. Talk about these from the perspective of them being useful.