| This is the tale of two business plans
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| | the column that captures the essence of
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| with very different cover pages. They
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| | the business. The headline is followed by
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| both contain a unique and exciting
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| | an outline of the business plan with
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| business opportunity with the potential
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| | concise single-paragraphs that summarize
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| for high investment returns. Arriving in
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| | the company, its management team, its
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| the morning mail, each neatly bound plan
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| | products/services, the funds being
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| lands on the desk of the same potential
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| | requested, available collateral, the use
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| business investor. Both plans are
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| | of proceeds, and a likely exit. The
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| competing with hundreds of other
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| | column ends with a small table of
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| documents, worksheets, phone calls, and
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| | financial projections.The right hand
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| articles for the investor's attention.
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| | column, about two inches wide, begins by
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| And, they compete in time, because each
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| | identifying the stage the business is in
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| one, seen for a few seconds, is either
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| | and its primary industry or market. This
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| heeded or passed up and seldom returned
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| | information is followed by the owners
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| to by the investor.The first plan is
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| | contact information and ends with a table
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| tightly bound. It has a cover page made
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| | of contents. The layout is not crowded
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| from thick paper stock. The cover page
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| | and has plenty of white space to make it
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| resembles the cover page to a term paper.
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| | easy to read and easy on the eyes.As the
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| The company's name in the center of the
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| | investor attempts to read this business
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| page and the owner's contact information
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| | plan, he receives another phone call.
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| in the bottom left corner provide the
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| | This time the investor doesn't have to
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| first bits of information about the
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| | wrestle with the business plan to read
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| business to the investor. Not being
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| | it. With one hand on the receiver, the
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| familiar with the company name or the
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| | other simply holds the plan or takes
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| owner, the investor must now open the
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| | notes.More importantly, the investor
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| plan in order to learn anything
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| | never has to actually open the business
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| meaningful about the business
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| | plan to find out basic information about
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| venture.However, the stiff cover page
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| | the business venture. A quick scan of
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| complicates this simple task by
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| | this business plan's cover page tells
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| preventing the document from easily
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| | whether or not this business venture
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| flipping open and laying flat.
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| | meets the investor's investment criteria
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| Aggravating the investor who suddenly has
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| | in terms of market focus, business stage,
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| to divert one hand from the uncooperative
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| | and deal size. By simply highlighting a
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| business plan to answer the phone as it
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| | few key elements on the cover page of the
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| rings for attention, leaving the
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| | business plan, the investor can pass
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| remaining free hand to wrestle with the
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| | along meaningful information to a
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| cover and hold the plan's pages
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| | colleague for further review and
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| flat.After wrestling with the business
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| | follow-up.But let's say that this
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| plan, the quick-handed investor gets a
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| | business plan doesn't fit this investor's
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| glimpse of the first page of the plan: a
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| | investment criteria. What would happen
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| standard confidentiality agreement. So
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| | then? Well, instead of just being passed
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| the battle to find some meaningful
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| | up and never returned to, this investor,
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| information continues. This time, after
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| | who was able to quickly glean some good
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| some contorted efforts, the investor
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| | insight into the business plan straight
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| arrives at the next page, which is...the
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| | from the plan's cover page, is now in a
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| table of contents.At this point, the
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| | position to forward the information to
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| investor is reminded of the caller on the
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| | another investor who might be looking for
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| phone. Not wanting to be rude, the
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| | this type of investment
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| investor apologizes to the caller and
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| | opportunity.Remember, investors are
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| returns to the business plan challenge at
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| | typically very busy people; often
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| hand. Eventually the investor reaches a
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| | juggling more than one major project or
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| page titled "Executive Summary."
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| | deal at a time. To separate your business
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| Anxiously the investor scans the page
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| | plan from other plans and increase your
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| only to see an endless ocean of words and
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| | chances for getting the funding you need,
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| "information-less" headings like "The
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| | lay out and package your plan to fit
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| Company," "The Market and Industry,"
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| | their busy schedules and work styles.
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| "Business Model/Strategy" and so on. Not
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| | Start with an effective business plan
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| wanting to be rude to the caller any
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| | cover page. Click here for an
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| longer, the investor decides its best to
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| | example.Mike Elia is a chief financial
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| put this document aside...The second
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| | officer and an advisor to venture
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| business plan is also neatly bound.
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| | capitalists and leverage buyout
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| However, the binding on this plan allows
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| | specialists. His business plan ebook
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| the cover and pages to flip open and lay
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| | "Business Plan Secrets Revealed" and free
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| flat. In addition, the cover page is
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| | business plan guide help you make your
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| divided into two columns.The left column
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| | business the most appealing investment
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| is about five inches in width. It
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| | choice to venture capitalist, bankers,
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| contains a brief headline at the top of
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| | and other business investors.
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