Planning for you,
Planning for your audience

Basically, there are two types of business plan:

One is a high-level plan designed to meet the needs of Boards of Directors, investors or potential purchasers, who want to understand the growth opportunities for the company but leave management to deliver.

The other is an operational plan that management will actually use to run the business.

All too often, management identifies “business plan” with a high-level plan designed to support fundraising. It then turns into a sales document, not an operating manual. Rarely are the stated performance targets ever achieved.

IGNYT recommends that the high-level plan be a summary of an operating plan Management should be prepared to be measured against this standard.

IGNYT plans are more like legal briefs than pulp fiction.

Business Plans, Financial Models & Investor Presentations

Business Plans, Financial Models and Investor Presentations are not creative fiction. They are your recipe for success.

Preparing business plans, financial projections and investor presentations, is a core Ignyt competency. We have done it for years, and we are among the best in the business. Our plans and financial models have received commendations from a range of experts and professional investment firms. They have generated significant funding opportunities for our clients. We have packaged our own ventures and have been retained to evaluate submissions by a significant venture group. We know exactly where the plans of most management teams will fall short, and will protect you against those shortcomings.

As a result of our experience, we help our clients to establish a clear set of priorities.

Planning documents must directly address the needs of Directors, investors, partners and the management team itself in a clear, compelling, informed and intelligent way. Despite recent managementspeak, they must be based on facts -- not visions. They must include an honest evaluation of weak points and a prudent strategy to protect against downside risk. They should be written clearly and succinctly. Above all, they must demonstrate that management knows more about its business than any competitor, and is firmly committed to successful implementation of the plan.

We never forget that business planning and financial modeling are integral parts of the strategy development/performance measurement process. In any planning exercise, we will always provide honest feedback on how to improve that process and make it more efficient. After all, outstanding management teams are not those that achieve astounding one-off success, but those that consistently achieve aggressive growth objectives.

 

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