Student Resources“Everybody is ignorant, only on different subjects.”

Will Rogers

FIU Dual Enrollment Introduction to

EntrepreneurshipENT 1000 Spring 2018

Here students will find class information such as quizzes, tests, vocabulary, links, etc. posted to help them achieve excellence throughout the school year. Here are tools. Use them.

How to Request Your Transcript From F. I. U.

Miami Beach Senior High SchoolPlanner Cover Contest Requirements1. Use One color, with black, white, &

gray2. Print out in 8.5” x 11” portrait

orientation3. Include a slogan for school spirit4. Include the next years 2018 - 20195. Include the School Name6. Include Your Name (preferably in the

bottom right)7. Include a graphic, artwork, or logo

8. One talented student will have their artwork selected by Dr. Rodriguez to be on next year’s agenda cover!

Assignment for Thursday, February 22

Students go to the Student Resources links below and create your personal, business resume draft.

Resume Information:

resume template: Resume 2016

Resume Dos and Don'ts 

Resume Fact Sheet  http://time.com/money/4621066/free-resume-word-template-2017/

Submit your draft to Edmodo. Due by February 26, 2018

Entrepreneurs LinkedIn Page Please post at www.LinkedIn.Com your complete current professional profile according to your Entrepreneurship Resume developed previously. Learning Assignment Guidelines and Some Learning Tips for this Learning Assignment. Please take a moment to read and get familiarized with the following learning materials to support and strengthen your global and international LinkedIn Profile:

Ten Ways to Use LinkedIn http://blog.guykawasaki.com/2007/01/ten_ways_to_use.html LinkedIn Profile Extreme Makeover http://blog.guykawasaki.com/2007/01/linkedin_profil.html 6 Ways to Attract Recruiters to Your LinkedIn Profile http://mashable.com/2013/11/17/linkedin-tips-2/

5 Steps to Writing an Amazing LinkedIn Recommendation http://mashable.com/2013/12/25/writing-linkedin-recommendation/

The Challenge is Open.

Here’s what you need to know

http://www.miamiherald.com/news/business/article199619874.html

February 12, 2018 06:44 AMUpdated February 12, 2018 02:19 PM

Long before South Florida had a formal startup ecosystem, the Miami Herald launched its South Florida Business Plan Challenge.

2018 marks our 20th year of encouraging local entrepreneurs and would-be business owners to put their dreams to paper, their paper to practice. Today, we invite you to take up the challenge by submitting your own brief business plan.

The deadline for submissions is 11:59 p.m. March 26.

This year, we again accept admissions in three tracks: Community (open to anyone living in Miami-Dade, Broward, Monroe and Palm Beach counties), High School (for grades grades 8-12), and FIU (for

students, alumni, faculty and staff of the Florida International University, our signature sponsor.)

In our Community Track, we welcome a special group of high-profile start-up and investment experts. They include investor and sports commentator Alex Rodriguez; serial entrepreneur Dr. Maurice Ferré; Johnson and Johnson’s JLABS COO Dr. JJ Desai; Knight Foundation Miami Program Director Raul Moas; UBS Senior Vice President Ghislain Gouraige Jr. Once again, venture capitalist Melissa Krinzman will lead our judges.

Once again, the Challenge is presented by Florida International University’s Pino Global Entrepreneur Center. This year’s Challenge Champion will receive mentorship, onsite marketing and free work space at The Shops at Sunset Place for one year, courtesy of Federal Realty, Grass River Property and Comras Company. (See detals below.)

Even if you’re not hatching a business plan, you can join in the celebration. In the coming weeks, we’ll be telling the stories of winners from years past. Many have flourishing businesses; some lasted only a few months. Some never moved beyond the idea stage.

In May, we’ll also be hosting a community-wide lunch celebrating past winners and the ones we will be announcing with help from our sponsors at FIU and the Knight Foundation. Keep an eye on this space to hear more about a special speaker.

▪ Meanwhile, read more about the Business Plan Challenge: Rules and tips; this year’s judges; and an update on some 2017 Business Plan Challenge Winners in the Community Track and FIU Track.

The deadline for submissions is 11:59 p.m. March 26.

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https://www.inc.com/jeff-haden/how-to-write-a-great-business-plan-key-concepts.html

 

 

How to Write a Great Business Plan: Key Concepts

The first in a comprehensive series to help you craft the perfect business plan for your startup.

Some entrepreneurs succeed without a business plan. With great timing, solid business skills, entrepreneurial drive, and a little luck, some founders build thriving businesses without ever creating even an informal business plan.

But the chances are more likely that those entrepreneurs fail.

Will a business plan make success inevitable? Absolutely not. But great planning often means the difference between success and failure.

Where your entrepreneurial dreams are concerned, you should do everything possible to set the stage for success.

And that's why a great business plan is one that helps you succeed.

What matters mostMany business plans are fantasies. That's because many aspiring entrepreneurs see a business plan as simply a tool--filled with strategies and projections and hyperbole--that will convince lenders or investors the business makes sense.

That's a huge mistake.

First and foremost, your business plan should convince you that your idea makes sense--because your time, your money, and your effort are on the line.

So a solid business plan should be a blueprint for a successful business. It should flesh out strategic plans, develop marketing and sales plans, create the foundation for smooth operations, and maybe--just maybe--convince a lender or investor to jump on board.

For many entrepreneurs, developing a business plan is the first step in the process of deciding whether to actually start a business. Determining if an idea fails on paper can help a prospective founder avoid wasting time and money on a business with no realistic hope of success.

So, at a minimum, your plan should:

Be as objective and rational as possible. What may have seemed like a good idea for a business can, after some thought and analysis, prove not viable because of heavy competition, insufficient funding, or a nonexistent market. (Sometimes even the best ideas are simply ahead of their time.)

Serve as a guide to the business's operations for the first months and sometimes years, creating a blueprint for company leaders to follow.

Communicate the company's purpose and vision, describe management responsibilities, detail personnel requirements, provide an overview of marketing plans, and evaluate current and future competition in the marketplace.

Create the foundation of a financing proposal for investors and lenders to use to evaluate the company.

A good business plan delves into each of the above categories, but it should also accomplish other objectives. Most of all, a good business plan is convincing. It proves a case. It provides concrete, factual evidence showing your idea for a business is in fact sound and reasonable and has every chance of success.

Who must your business plan convince?First and foremost, your business plan should convince you that your idea for a business is not just a dream but can be a viable reality. Entrepreneurs are by nature confident, positive, can-do people. After you objectively evaluate your capital needs, products or services, competition, marketing plans, and potential to make a profit, you'll have a much better grasp on your chances for success.

And if you're not convinced, fine: Take a step back and refine your ideas and your plans.

Who can your business plan convince?1. Potential sources of financing.  If you need seed money from a bank or friends and relatives, your business plan can help you make a great case. Financial statements can show where you have been. Financial projections describe where you plan to go.

Your business plan shows how you will get there. Lending naturally involves risk, and a great business plan can help lenders understand and quantity that risk, increasing your chances for approval.

2. Potential partners and investors. Where friends and family are concerned, sharing your business plan may not be necessary (although it certainly could help).

Other investors--including angel investors or venture capitalists--generally require a business plan in order to evaluate your business.

3. Skilled employees. When you need to attract talent, you need something to show prospective employees since you're still in the startup phase. Early on, your business is more of an idea than a reality, so your business plan can help prospective employees understand your goals--and, more important, their place in helping you achieve those goals.

4. Potential joint ventures. Joint ventures are like partnerships between two companies. A joint venture is a formal agreement to share the work--and share the revenue and profit. As a new company, you will likely be an unknown quantity in your market. Setting up a joint venture with an established partner could make all the difference in getting your business off the ground.

But above all, your business plan should convince you that it makes sense to move forward.

As you map out your plan, you may discover issues or challenges you had not anticipated.

Maybe the market isn't as large as you thought. Maybe, after evaluating the competition, you realize your plan to be the low-cost provider isn't feasible since the profit margins will be too low to cover your costs.

Or you might realize the fundamental idea for your business is sound, but how you implement that idea should change. Maybe establishing a storefront for your operation isn't as cost-effective as taking your products directly to customers--not only will your operating costs be lower, but you can charge a premium since you provide additional customer convenience.

Think of it this way. Successful businesses do not remain static. They learn from mistakes, and adapt and react to changes: changes in the economy, the marketplace, their customers, their products and services, etc. Successful businesses identify opportunities and challenges and react accordingly.

Creating a business plan lets you spot opportunities and challenges without risk. Use your plan to dip your toe in the business water. It's the perfect way to review and revise your ideas and concepts before you ever spend a penny.

Many people see writing a business plan as a "necessary evil" required to attract financing or investors. Instead, see your plan as a no-cost way to explore the viability of your potential business and avoid costly mistakes.

Next time we'll take a closer look at the main components of a business plan. We'll start with the Executive Summary.

More from this series:

1. How to Write a Great Business Plan: Key Concepts

2. How to Write a Great Business Plan: the Executive Summary

3. How to Write a Great Business Plan: Overview and Objectives

4. How to Write a Great Business Plan: Products and Services

5. How to Write a Great Business Plan: Market Opportunities

6. How to Write a Great Business Plan: Sales and Marketing

7. How to Write a Great Business Plan: Competitive Analysis

8. How to Write a Great Business Plan: Operations

9. How to Write a Great Business Plan: Management Team

How to Write a Great Business Plan: Financial Analysis

Business Selection ChecklistBusiness Selection Checklist

The following chart is designed to help you choose the business that’s right for you. To fill it out, follow these three steps:

(1) In the far left-hand column, list the business ideas you’re considering by order of interest. So, in the top left-hand blank space, put the idea you think you’re most interested in. Underneath it put the next idea and so forth until you’ve listed all of your possible ideas down the left side of the chart.

(2) Now take each idea and rate it on a scale of 0-3 in each of the areas listed. Use the following rating system: 0-none, 1-below average, 2-average, and 3-above average.

Here’s a look at each of the categories and some of the things you should consider when rating them:

Your knowledge of the business. How much do you know about the area? Will you have to spend extra time and money teaching yourself the business? Will you have to take on a partner because you don’t know the business well enough?

Rating: 0-no knowledge of the business; 1-some indirect knowledge of the business; 2-limited knowledge; 3-working knowledge.

Your experience in the field. In some cases, you may have a lot of knowledge about the subject, but not much experience. Have you ever owned or worked in this type of business before? To what extent is hands-on experience crucial to the business?

Rating: 0-no experience; 1-indirect experience; 2-limited experience; 3-familiar with the business.

Your skills. Ignore, for now, those skills that might be common to each of your ideas, and try to concentrate on skills that are unique to that business. To what extent do you possess those skills? If you lack them, how difficult will it be to acquire them?

Rating: 0-none; 1-limited skills; 2-some skills; 3-extensive skills.

Ease of entry. Think both of the costs of entering the business and of the competitive barriers that might exist. For example, a service business that you can run from your home might be relatively inexpensive to start, but if several others are already providing that service, entry in the field may be difficult.

Rating: 0-crowded field, very difficult to enter; 1-limited entry available; 2-mix of large and small competitors; 3-virtually unrestricted entry for any size business.

Uniqueness. Uniqueness does not necessarily mean that literally no one else is providing the same product or service; it can mean that no one else is providing the product or service in the same way you intend to provide it, or it can mean that no one else is providing that product or

service in your area. You’re looking for some way to distinguish your product or service from others who are already in business.

Rating: 0-your product or service widely available; 1-a few to several others offering your product or service; 2-only one or two others; 3-no others providing your product or service.

Business idea Your knowledge Your experience Your skills Ease of entry Uniqueness Total

(3) Now total up the numbers. Here are some tips for making sense of the numbers and for narrowing your list of business possibilities:

eliminate any of your ideas that scored less than a total of 10 eliminate any idea that did not score at least a 2 in every category eliminate any idea that did not score at least a 3 in the uniqueness category

How many ideas are left? If the answer is “none,” then you need to use the list to identify where you need to improve and you need to develop a strategy for raising the “1’s” to “2’s” or “3’s.” If the answer is “more than one,” you have a pleasant dilemma: a choice of which business to start. If the answer is “one,” you may have just found the business that’s perfect for you.

SAMPLE BUSINESS PLAN TEMPLATE

________ Company, LLCBusiness Plan

December 31, 2011

J. Q. Entrepreneur

100 Opportunity Place

Success, IL 20010

999.999.9999

JQEntrepreneur@abcco.com

Non-Disclosure and Confidentiality AgreementThe undersigned ("Recipient") hereby agrees that all financial and other information ("Information") that it has

and will receive concerning _____ Company, LLC is confidential and will not be disclosed to any individual or entity without prior written consent. The Information shall remain the property of ____Company, LLC and shall be returned to ___Company, LLC promptly at its request together with all copies made thereof. Recipient acknowledges that no remedy of law may be adequate to compensate _____ Company, LLC for a violation of this Agreement and Recipient hereby agrees that in addition to any legal or other rights that may be available in the event of a breach hereunder, _____ Company, LLC may seek equitable relief to enforce this Agreement in any Court of competent jurisdiction.

_______________ ________________________________Date                            SignatureThis is a business plan and does not imply an offering of securities.

Table of Contents (can be placed before or after the Executive Summary)

1.0 Executive Summary...............................................................................................................#............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

2.0 Mission, Vision, & Culture....................................................................................................#....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

3.0 Company Description............................................................................................................#4.0 Opportunity Analysis & Research.........................................................................................# 4.1 Industry Analysis...........................................................................................................# 4.2 Environmental Analysis.................................................................................................#

4.3 Competitive Analysis5.0 Marketing Strategy & Plan

5.1 Products/Services5.2 Pricing5.3 Promotion5.4 Place

6.0 Management & Operations6.1 Management Team6.2 Research & Development6.3 Physical Location6.4 Facilities6.5 Inventory, Production, & Quality Assurance

7.0 Financial Analysis & Projections7.1 Sources & Uses of Capital7.2 Cash Flow Projections7.3 Balance Sheet Projections7.4 Income Statement Projections7.5 Breakeven Analysis7.6 Ratio Analysis7.7 Risks & Assumptions

8.0 Funding Request & Exit Strategy8.1 Amount & Type of Funds Requested

8.2 Exit Plan8.3 Milestones

AppendicesResumesSample Promotional MaterialsProduct Illustrations/DiagramsDetailed Financial Projections

1.0 Executive Summary (1 – 2 pages)

A. Full legal name of your organization

B. Business idea

C. Target market

D. Type of organization (manufacturing, wholesale, retail) and products/service

E. Marketing and sales strategy

F. Key success factors

G. Economics of one unit (optional)

H. Short- and long-term business goals

I. Management skills and resources – current and future requirements

J. Ownership – owners, shares, and legal structure

K. Sources and uses of funds

L. Summary of the financial projections

M. Growth and exit strategy

2.0 Mission, Vision, and CultureA. Mission statement

B. Vision statement

C. Core beliefs and culture

D. Social responsibility commitment

3.0 Company DescriptionA. Industry

B. Type of organization (manufacturing, wholesale, service)

C. Needs will this business will satisfy

D. Strategic advantage

E. Legal structure (sole proprietorship, partnership, LLC, C Corp, etc.) and rationale.

F. State in which registered or will register

G. Location(s) of physical operation

H. Geographic reach

I. Owner(s), partners, or stockholders. If your business is incorporated, percentage of the company owned by each shareholder.

4.0 Opportunity Analysis & ResearchA. Research methods and rationale for each

B. Description of target customer (i.e., demographic, geographic, needs, trends, decision-making process).

4.1 Industry AnalysisA. Industry or set of industries in which the organization operates (include the NAICS codes

B. Factors that influence the demand for its product or service

C. Factors that influence the supply for its product or service

D. Industry size (historic, current, projected)

E. Current and anticipated industry characteristics and trends

F. Major customer groups for the industry (consumers, governments, businesses)

G. Size of the target market (number of customers, size of purchases, frequency of purchases, trends

4.2 Environmental AnalysisA. SWOT analysis

Strengths Weaknesses

Opportunities Threats

B. Presence of customers for the business in other countries and plans to reach them

4.2 Competitive AnalysisA. Definition and description of competition--both direct and indirect

B. Competitive advantage

C. Analysis of three main competitors or categories of competitors

Competitive Analysis

Your Company

Competitor #1 Competitor #2 Competitor #3

Wt. Rating

Wtd.

Rating

Rating Wtd.

Rating

Rating Wtd.

Rating

Rating Wtd.

Rating

Quality

Price

Location

Selection

Service

Speed or Turnaround

Specialization

Personalization

Total 1.00 xxxxx xxxxx xxxxx xxxxx

D. International competitors and anticipated method of addressing competition.

E. Strategy for outperforming the competition

F. Tactics to carry out this strategy

G. Barriers to entry that will support this organization

5.0 Marketing Strategy & PlanA. How the marketing plan targets the market segment

B. Positioning statement

C. Plan for organizational growth (self-generated, franchising, acquisition)

5.1 Products/ServicesA. Products/services to be sold

B. Explaination of how the products/services will meet customer needs

C. Where the product/service is in the product life cycle

D. The features and benefits of the product/service

E. Copyrights or patents owned or anticipated

F. Philanthropic plans, including expectations regarding publicizing philanthropy

5.2 PricingA. Pricing strategy and structure and the gross margins expected

B. Discount structure, if any. (This would be an excellent place to include the pocket-price waterfall or the pocket-price band.)

C. Payment policy (forms of payment and extension of credit)

5.3 PromotionA. Promotion plan - ways you plan to promote your product or service, including the

message, the media, and the distribution channels. Describe why you have chosen these methods and why you think they will work.

B. Refer to examples of marketing materials in the Appendices

C. Business slogan

D. Logo, including legal protection plan

E. Advertising plan

Table xxx Advertising Plan

Publication/Media (name specific print

publications or broadcast channels)

Size/Length of Advertisement

Frequency of Advertising & Time Frame

Reach (Cost for Budget)

F. Publicity plan

G. Outrageous customer service plans

H. Customer Relationship Management system

5.4 PlaceA. Where intend to sell product/services in terms of physical or virtual location. The

advantages and disadvantages of your location(s).

B. Surrounding businesses and access routes

C. If vehicular traffic is important, the traffic count

D. Work force availability

6.0 Management & Operations6.1 Management Team

A. Organization

B. Staffing plan, including qualifications, compensation, and roles (time specific)

C. Method of compensating owner(s) (salary, wages, dividends, or commissions) D. Key employee policies

E. Workplace environment and culture

F. Corporate governance plan including ethics policies.

G. Advisors – If there is a board of advisors, list each member and describe his/her commitment to the board – refer to the Appendices for contact information.

6.2 Research & DevelopmentA. Description of current and proposed research (non-proprietary description)

B. State of the industry with respect to research

C. Intellectual property and methods of protection

General Management

Marketing Operations Finance

6.3 Physical LocationA. Location with respect to operational factors

B. Applicable zoning laws and compliance factors

6.4 FacilitiesA. Type of building and equipment

B. Technological tools planned for the organization, and rationale

C. Access to the technology

6.5 Inventory, Production, and Quality Assurance A. Supply chain

B. Manufacturing process

C. Economies of scale and plans to attain them

D. Significant innovations in production, inventory management, or distribution

E. Production-distribution channel and the mark-ups along the chain

F. Lead times

G. Method(s) to define and ensure the quality of products/services

H. Types of insurance needed

I. Methods to ensure compliance with federal, state, and local tax laws

J. Laws—such as minimum wage and age requirements, health and safety regulations, or antidiscrimation laws—pertaining to the business

7.0 Financial Analysis & Projections A. Record keeping system

B. Types of financial accounts

7.1 Sources & Uses of CapitalA. Capital requirements

B. Uses of capital

C. Start-up investment - Details in the Appendices

D. Sources of financing for start-up capital..

Table xxx Start-Up Funding Sources

Funding Source Equity Debt Gift

TOTAL START-UP INVESTMENT $

E. Payback period

F. Potential equity

G. Debt financing

H. Use of bootstrap financing

I. Venture capital investments

7.2 Cash Flow ProjectionsA. Fixed costs

B. Projected cash flow statement for the first four quarters and the second and third years of operation.

Table yyy Cash Flow Projection

______________________ Company

For the Period Ending

1Q 2Q 3Q 4Q YR1 YR2 YR3

Starting Cash (+)

Cash in from Operations [Sales]

(+)

Cash out from Operations [Cost of Goods Sold, Expenses, Taxes]

(-)

Cash in from Investing [Equity Infusions, Earnings on Investments]

(+)

Cash out from Investing [Equipment Purchases, Repaying Investors]

(-)

Cash in from Financing [Loans]

(+)

Cash out for Financing [Repayment of Debt]

(-) _____ _____

____ _____ _____ _____

_____

Ending Cash Balance [Starting Balance for Next Period]

(=)

C. Burn rate

7.3 Balance Sheet Projections A. Projected Balance Sheet for the first four quarters and the second and third years of

operation. Include a detailed balance sheet in the Appendices.

Table zzz Balance Sheet

________________ Company

As of

1Q 2Q 3Q 4Q YR1 YR2 YR3

Assets

Current Assets

$_____

$_____

$_____

Long-Term Assets

Total Assets $ $ $ $ $ $ $

Liabilities

Short-Term Liabilities

Long-Term Liabilities

Total Liabilities $ $ $ $ $ $ $

Owner’s Equity $ $ $ $ $ $ $

Total Liabilities & Owner’s Equity

$ $ $ $ $ $ $

7.4 Income Statement ProjectionsA. Projected Income Statement for the first four quarters and the second and third years of

operation. Include detailed projections in the Appendices.

Table qqq Income Statement

_________________ Company

For the Period Ending 1Q 2Q 3Q 4Q YR1 YR2 YR3

Net Sales Revenue

(+)

Cost of Goods Sold (-)

______ _____ _____ ______ ______ ______ ______

Gross Profit

(=)

Operating Expenses (-)

General Expenses (-)

Other Expenses (-)

______ ______ ______ ______ ______ ______ ______

Net Income Before Taxes

Taxes

______ ______ ______ ______ ______ ______ ______

Net Income

B. Bar chart showing Gross Revenues, Gross Profit, and Net Income.

7.5 Breakeven Analysis

7.6 Ratio AnalysisA. Key ratios compared with the industry. Select a few critical ones and put the balance in

the Appendices.

Table nnn Ratio Analysis

Ratio _________ Company

Industry Data*

Variance Explanation

Current Ratio

Quick Ratio

Inventory Turnover

Ave. Collection Period

Fixed Asset Turnover

Total Asset Turnover

Debt-to-Equity

Debt-to-Total Assets

Times Interest Earned

Gross Profit Margin

Operating Profit Margin

Net Profit Margin

Operating Return on Assets

Net Return on Assets

Return on Equity (ROE)

Earnings per Share (EPS)

Price Earnings Ratio

* (identify the source here)

7.7 Risks & AssumptionsA. Risks and assumptions underlying the financial projections

8.0 Funding Request & Exit Strategy8.1 Amount & Type of Funds Requested

A. Statement of funds request and terms anticipated

B. Intentions with respect to debt financing

C. Future plans for issuing bonds

8.2Exit PlanA. Investor pay out/repayment

B. Franchising and/or licensing plans

8.3 Milestones

Table ddd Milestones

____________________________ Company

Task Period 1 Period 2 Period 3 Period 4 Period 5 Period 6

Note: This chart should be as detailed as is useful in the business plan.

AppendicesResumes & Position Descriptions

1. Resume for each key team member.

2. Position descriptions for any vital start-up positions

Sample Promotional Materials1. Sample logos, letterhead, advertisements, brochures, or other items

2. Photos of any promotional items, signage, or larger materials

Product Illustrations/Diagrams1. Non-proprietary drawings or properly authorized proprietary drawings, illustrations, or

diagrams of the product or service concept

2. Any floor plans, assembly layouts, or the like

Detailed Financial Projections1. Financial projections that are in too great detail for inclusion in the main document

2. Detailed assumptions and notes underlying the projections

3. Significant contracts

Addendum for Not-for-Profit Organizations

1. Name of the nonprofit

2. Problem(s) trying to reduce or eliminate

3. Mission

4. Programs and services to be created

Table NP.1

Name of Program

Type (advocacy, financial

support, direct service)

Target Population

Method of Delivery

Additional Information

5. Method of achieving the changes intended

6. Unit of change (per person, animal, house, etc.)

7. Measures of changes

8. Competitors (direct and indirect)

9. Cost to deliver a unit of service

10. Sources of funding

How to Write a Great Business Plan

How to Write a Winning Business Plan

Initial Cash Requirements For the New Business

Owner’s Checklist for Starting a New Business

Strengths and Weaknesses Checklist

Business Model Canvas

The Pitch Canvas

24 Steps to Disciplined Entrepreneurship