$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-1 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Chapter 2 Financial Management and Planning

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-2 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Learning Objectives  Describe the five basic functions of a manager and how they relate to a business.  Distinguish between strategic plans and functional plans.  Understand the three factors that must be addressed when establishing goals.  Describe the financial goals for a for-profit organization.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-3 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  Trace the three-step process that you must take when using control.  Compare and contrast the basic forms of business ownership (sole proprietor, partnership, and corporation).  Distinguish between limited and unlimited liability.  Compare and contrast general partnership, limited partnership, and a limited liability company. Learning Objectives (continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-4 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  Understand the role that the franchise plays when establishing a business.  Understand the basic components of a SWOT analysis.  Know what basic factors are required to complete a business plan.  Understand the basic sources of financing for a business  Know how important it is to have a business succession plan. Learning Objectives (continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-5 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Management Functions  Planning is a systematic process that takes us from some current state to some future desired state. › Strategic planning involves establishing an overall plan for the business. › Functional planning is driven by strategic plans and is related to specific functional areas of a business such as accounting, marketing, or human resources.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-6 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Management Functions (continued)  Goal setting is precursor to establishing a plan. › Goals must be measurable, achievable, and have a time frame. › Basic financial goals of a for-profit organization: –To maximize the wealth of the business owners (investors) over the life of the business –To meet interest payments on debt –To grow

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-7 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Management Functions (continued)  Organizing is the second function of the manager and defines the structure of the business. › Who will do it? › What skills do they need? › What is the time frame that we have set in which to have it accomplished? › Where will it be accomplished? › How do we get it accomplished?

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-8 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  Staffing requires that the manager obtain the most capable personnel to implement the business plans. › Determine job requirements. › Develop a job description.  Directing (leading). Providing proper guidance and direction to others to accomplish the organization’s mission. Management Functions (continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-9 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  Controlling is a three-step process: 1) Establishing a standard of measurement 2) Measuring actual performance against the standard 3) Taking corrective action when actual performance varies from the established standard Management Functions (continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-10 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Forms of Business Ownership SOURCE: Internal Revenue Service, SOI Bulletin, Historical Table, Fall Excel ver. 4. August Securities & Exchange Commission filings.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-11 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Forms of Business Ownership (continued)  A sole proprietorship is operated by an individual for profit.  A partnership is an association of two or more persons who carry out a business as co-owners for a profit. › General partnership › Limited partnership › Limited liability company

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-12 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  The corporation is a legal entity according to U.S. law. › Incorporated in one of the fifty states or territories of the United States. –Public Corporation: stock is sold to the public. –Private Corporation: Stock is not sold to the public. –All corporations are formed as C corporations unless they meet the requirements of and request Subchapter S tax status. Subchapter S corporation: Private corporation with special tax status granted by Internal Revenue Service (IRS) Maximum of 100 shareholders No double taxation Forms of Business Ownership(continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-13 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  A Limited Liability Company (LLC) is a hybrid business entity having features of both partnerships and corporations. › Taxed as a partnership › Has limited liability for its owners › Flows through income and losses to individual owner’s tax returns Forms of Business Ownership (continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-14 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Forms of Business Ownership (continued)  Franchise not an actual form of ownership. A franchise is a business in which the buyer, who is the franchisee, purchases the right to sell the goods or services of the seller, who is the franchiser.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-15 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Starting a Business  Run a SWOT analysis › Strengths are the core competencies of a business. They are those factors that will make your business succeed because you perform in these areas better than your competitor. › Weaknesses are those areas of your company that definitely need improvement. › Opportunities are factors that exist outside of your business, but that if taken advantage of, will help your business to grow and prosper (e.g., low interest rates for business loans). › Threats are factors that exist in the environment that may impede the growth of your business, directly or indirectly (e.g., new competition).

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-16 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Development of a Business Plan  Executive summary: Part of business plan that investors review to determine if they want to read further. Two pages or fewer, the executive summary should contain: › Business strategy for success › Brief description of the market and what makes your business unique › Brief description of the product or service › Brief description of management teams’ qualifications › Summary of revenue and expense projections › Estimate of how much money is needed and how it will be used

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-17 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ  General Company Description: › Mission Statement: –Company goals –Company objectives –Business philosophy › Form or forms of business ownership › Products and services › Marketing plan –4 Ps: Price, Product, Promotion, Place. –Government contracts as source of revenue › Operational plan › Management and organization › Personal financial statement of each owner or major stockholder › Startup expenses and capitalization › Financial plan; a 4-year projection of profit Development of a Business Plan (continued)

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-18 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Development of a Business Plan (continued)  Appendices › Brochures, advertising materials, business cards › Industry studies › Maps and photos of location › List of equipment owned or purchased › Copies of leases or contracts › Letters of support from suppliers and future customers › Market research studies › List of assets available for a loan

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-19 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Business Succession Plans  Determine who will take the business if owner is unable to function.  Succession Planning › Buy-sell agreement is overt › Owner and spouse on same page › Heirs receive ownership rights directly, or in trust › Ownership by family members only or do we include non-family members? › Gather information from spouse and children when formulating a buy-sell agreement or succession plan. › Consult with attorney and other professionals.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-20 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Financing a Business or Raising Capital  Suppliers of funds include lenders and investors › Lenders increase debt and include banks and any other lender –The amount of the loan. –How the funds are used. –What the loan will accomplish and how it makes the business stronger. –How many years to repay the loan –What collateral is being offered for the loan.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-21 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Sources of Financing  Sources of financing typically include › Personal assets: savings, investments, credit cards and home equity lines. › Equity financing: retained earnings, fixed assets (buildings, equipment and inventory) as collateral. › Small Business Administration: –Not a lender but a guarantor of a percentage of the laon amount. –504-Major machinery or building construction or expansion. –7(a)-Guarantee Loan Program. –Other programs: Micro-loan Technical Assistance Grants, SBA Micro-loan and Patriot Express Pilot Loan Initiative.

$$ Entrepreneurial Finance, 5th Edition Adelman and Marks 2-22 Pearson Higher Education ©2010 by Pearson Education, Inc. Upper Saddle River, NJ Investors and Grants › Investors increase company equity and expect a positive return on their investment: –Company owners –Angel investors provide seed money and mentoring to start-up businesses –Venture capitalist normally invests in companies with proven track record › Grants are monies provided to the firm which do not have to be paid back as long as grantee provides services for which the grant was approved.