Take your business into the future with less risk and more investment ...

... you need some business planning

ah, we can do that ourselves

Can you really do it yourself?

In order to really answer this question, you need to really understand what you need.   Firstly, let's get some things straight.   The expert of your business is you.   We are the experts of business planning.

Now back to what you need.

Depending on how much cash you have you will have a fixed number of months (or years) of life left before your business runs out of cash.   Also, and depending on your industry, you will have a fixed number of years to make it profitable before it becomes a yoke to your life rather than the liberation you had in mind.

We think that what you need to understand is your cash

In particular, you need to understand your cash in the future.

What is the most efficient way of understanding your cash in the future?

When it comes to what makes your business tick, we are of the same view as you - it's about the day-to-day details.   The part that we think will be harder for you is making sure all the details are organised into the future.  It's all about organising all the details.   

Here is a short list of only some of the details

The details are in question format.

  • Operating costs and how they link to revenues (variable) or are fixed.
  • How will these operating costs grow in the future? CPI, RPI, RPIX, real growth or a mix?
  • Which operating costs to include and which not to, i.e. which can be simplified and which not?
  • Shall we model daily, weekly, monthly, quarterly or annually? Shall we have a mixed timeline?
  • How many years shall we model?
  • How many years of actuals and how many years of forecast?
  • Shall we format the results so the board can read them easily? Not much point in doing this unless we do. Or is there?
  • Cash is very important.  How shall we model the unfolding of the operating costs into cash payments?
  • VAT is very important.  Shall we model VAT with all payments and receipts, or leave it out?
  • I would like the flexibility to change how part of my revenues is received ... how shall I do this?
  • How shall I manage the fact that sometimes there are bad debts? i.e. some revenues are never wholly received.
  • Is a balance sheet required? What about if I want to appeal to outside investors? Or lenders?
  • How are my revenues going to grow in the future?
  • How is my business doing in terms of the classic business ratios?
  • How much of this plan should be written and how much numeric?
  • What will an investor like to see?
  • What will a lender like to see?
  • What can I learn from this exercise?
  •  

These are only some of the questions that need answering.

So, the real question is instead "Will you do this yourself?"

We are not saying that you aren't able to meet this challenge and of answering the above questions and many more.   What we are saying is that you probably won't find the time.  You will prefer to spend the time doing what you are more comfortable with which is running your day-to-day detail of your business.   And quite right you are, because if you didn't do that there would be no business.

The real question is instead "Will you do this yourself?"

We think we can surprise you.

You won't need to divulge any information to us because the demo is purely.

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risk 1: 

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risk 2

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risk 3

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