Showing all articles tagged: checklist




Opportunity ... Evaluating


Tem?? OK OK It should be Team!



Opportunity ... Evaluation Radar Chart


This is but one way, one set of criteria for evaluating a new business opportunity. We can certainly modify these parameters to better fit our situation!

The 18 Base Slides for a Venture Plan Presentation ...

Slide 1: "Billboard"
Slide 2: Core Team ... who, what
Slide 3: Problem / Customer / Opportunity ... scale and scope of problem, SOM/SAM/TAM
Slide 4: Solution ... brochure
Slide 5: Value Proposition ... Customer NWD Profile, Benefits, FFFF
Slide 6: "Underlying Magic"... differentiation, competitive advantages, core competencies
Slide 7: Industry and Environment ... Who, What, SWOT
Slide 8: Competitive Analysis ... Who, What, SWOT
Slide 9: Business Model ... BM canvas
Slide 10: Go-to-Market Plan ... Strategies
Slide 11: Sales Plan ... Objectives
Slide 12: Operations ... Production, distribution, delivery, margin objectives
Slide 13: Growth Strategies ... Scale and Scope
Slide 14: Timeline ... What, when, where
Slide 15: Financial Objectives and Key Metrics ...
Slide 16: Use of Funds ...
Slide 17: Funding Proposal ... Equity, debt, grants, gifts
Slide 18: "Billboard"


Slides 19 to 100+ will have all the gory details!! Lists of 100: customers, prospective customers, target markets, competitors, prospective collaborators, suppliers, prospective investors, ...

These 18 slides also form the foundation for a formal written business plan and an executive summary.

2.05a

Venture Map

Every venture (business, not-for-profit, company, et al) looks like this. Not every venture adequately addresses each of these elements, at their own peril!


From one perspective (of many!), all healthy business ventures look like this. They at least have all these elements in place, if not adequately addressed. So, while every healthy venture does look like this, unhealthy ventures look like this, too! The difference is that the healthy ventures have solid strategies in place for each of these areas ... unhealthy ventures do not.

There are two key activities crucial for creating and maintaining a healthy company ...

1] The core business operations focuses on the Transformation process ... transforming customer needs, wants and desires into products, services, and business methods that keep customers coming and satisfied.

2] There must also be a continual Innovation process in the venture, focusing on sustaining core competencies, solving current and future customer problems, building sustainable competitive advantages, and growing the business in ever-changing environments.

How to Choose a Company Name: A 12-Point Test

For entrepreneurs, the importance of picking the right name for a company may rank second only to naming a child. (And it’s lot more expensive to change.)

Name consultants are paid millions each year to help decide what to call a company.

Now one has come up with a test: San Francisco naming boutique Eat My Words, which has worked for Kinko’s, Jamba Juice and other household names. It’s called the Smile & Scratch Test.

To test out a company’s name, first ask if it possesses these qualities:

Simple –- one easy-to-understand concept
Meaningful –- customer instantly “get it"
Imagery –- visually evocative, creates a mental picture
Legs –- carries the brand, lends itself to wordplay
Emotional –- empowers, entertains, engages, enlightens

Then scratch the name if it’s got these deal-breakers:

Spelling-challenged — you have to tell people how to spell it
Copycat – similar to competitor’s names
Random – disconnected from the brand
Annoying – hidden meaning, forced
Tame – flat, uninspired, boring, nonemotional
Curse of knowledge – only insiders get it
Hard-to-pronounce – not obvious, relies on punctuation

Choosing a domain name can be even harder. Most-short and-sweet addresses are long gone. Here are a few tips for finding a great Web-site address.

What’s your favorite company name? What names strike you as ill-fitting?



Basic Toolbox for Innovators and Entrepreneurs, part 1 ...

Here are six very handy and useful tools for innovators and entrepreneurs defining, designing, developing, and deploying new business ventures.
Hint 1: there are 35 sub-elements in the D-M Tool ... successful ventures have good background information and strategies for each box.
Hint 2: Tools 4, 5, and 6 are good for addressing those 35 elements.

Brainstorming ...

The best way to have a good idea is to have lots of ideas from which to choose!

  1. Brainstorming is a team sport ... support your team members!
  2. No criticism ... no "devil's advocates" allowed!
  3. Anything goes … wild, crazy, impractical, ingenious ideas encouraged!
  4. Go for quantity, not quality, of ideas!
  5. All ideas encouraged!
  6. Piggyback, improve, combine ideas ... be an "angel advocate"!
  7. Record all ideas so nothing gets lost!
  8. Filter ideas later, not during the brainstorming session! This is a right-brain exercise!
  9. Set a time limit for the session, then stick to it!

Variation ... brainwriting: the general process is that, in a group, ideas are recorded by each individual who thought of them ... they are then passed on to the next person who uses them as a trigger for their own ideas.

(c) 2017 Jindrick ... 1.08

Jim Jindrick

You can send Jim Jindrick a message here: TextJim.VentureNotebook.com Jim's books are available here: Amazon.com/author/JimJindrick

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