Confidential Business And Personal Reference Request And: Fill & Download for Free

Of course. That’s exactly what “due diligence” is all about. How thorough an investor will be depends to some extent on the professionalism of the investor, the size of the investment, and the stage of the company, but the checking will almost certainly entail requesting and reviewing all of the startup’s financial accounts and projections, customer contracts, cap table, IP filings, etc. (That’s one reason that a platform like Gust Launch can be so useful, because it ensures that everything is appropriately tracked and recorded.)Here is a typical business diligence checklist for an angel or venture investment:Company OverviewArticulate the “equity story” here (i.e. why the company is on to something and why its stock will appreciate greatly). Is it compelling?Does the company engage in thorough business planning?Does management have a clear understanding of the challenges it faces and a realistic plan to address them?Are there any skeletons in the company’s closet from previous activities (e.g. outstanding liabilities, unassigned IP)?Management TeamAre all resumes and personal references available?What key strengths does the management team have collectively and individually?What holes are there in the team and how/when might they be filled?Have there been any disgruntled employees and, if so, why? Do these employees cause any tangible risk going forward?What strengths does the Board bring to the company? How might it be augmented?Is there a Board of Advisors, and, if so, how active is it?MarketingDoes the company have a well-defined sense of what its true market is?·Is this market sufficiently large and fast-growing to be attractive?Is the company’s market generalized or niche?If generalized, does the company stand out from competitors?If niche, will the company dominate sufficiently to either build attractive cash flow or be bought by a larger firm?Is the company the leading firm in its market? Market share?What barriers to entry does the company enjoy? How long lasting are they?Does management understand the key metrics to measure its business and does it track its progress effectively? How do the metrics compare to similar firms?Does the company have a sensible business model?SalesDo customer reference calls bear out claims management make about demand for their products/services?Is the company pipeline attractive? What is the probability that it will hit its targets?Does the sales strategy make sense? What could be done to improve it?Can the company acquire customers profitably?Is the company’s sales cycle better or worse than its competitors and is it attractive?CompetitionDoes the company know who its competitors are, including indirect competitors?Where does the company stack up vs. competitors? Can it win business from them?Has the company focused its business plan narrowly enough to limit its competition?How well-funded is the competition?Product DevelopmentIs the product a need-to-have, a nice-to-have, or a luxury? Does it solve a critical problem or enable growth (if B2B)/provide entertainment (if B2C)?Describe the customer demand in detail?Has the company proven adept at product development? Does it have an adequate technical team?Did product development flow from perceived (or better yet researched) customer demand or from some other impetus? Explain.Intellectual PropertyDoes the company have an appropriate IP strategy? Explain.Are there any issues relating to patents or intellectual property?Production / Operations (HR, Customer Support, Fulfillment, Returns, Distribution Logistics)Do the management team and other employees enjoy appropriate incentives to run the company for the long term?Are the interests of management aligned with ours?Are total labor costs appropriate?Does the company have a realistic plan for managing its back office and customer support? Will it be able to handle customer growth while maintaining customer satisfaction?Financing StrategyIs the valuation attractive? What is the projected times money returned and IRR (if calculable)? Is the risk-adjusted return attractive?Does the company have a thorough plan as to what it will do with our money? Is it sensible?Is the company raising the right amount of money?What financing risk exists in the business plan? How much additional money must they raise and how flexible (in amount and timing) can they be in raising it?FinancialsDoes the company have a realistic set of projections based on reasonable assumptions?Are the projections bottom-up (good) or top-down (not so good)?Does the company have good operating leverage?Are the margins attractive (absolutely and relative to competitors)?Has the company met, exceeded or fallen short of its previous budgets? Analyze variances.Assets and PropertyAre there any issues here?Customer ReferencesWrite up summary of reference calls.Do customer reference calls bear out claims management make about demand for their products/services?Are there any issues flagged by customers? Does management recognize and admit to (without prompting) these issues?Contracts and AgreementsReview all contracts with legal counsel and flag any issues, risks or omissions.Corporate DocumentsReview all corporate documents with legal counsel and flag any issues, risks or omissions.TaxesReview company tax situation and analyze effects on cash flow over next several years.InsuranceAssess adequacy of insurance coverage and analyze risk to investment thesis of any insurance gaps.And here’s the legal/financial due diligence checklist that would accompany it in the case of a full venture or strategic round:“Please furnish for our review copies of the following documents or indicate in writing on a copy of this list that none exist. In addition, please provide a written summary of each oral agreement or arrangement which is responsive to the requests set forth below. Any documents identified as originals will be returned to you promptly.Unless otherwise indicated, (i) all requests are for any matters which are currently existing and in effect or which occurred at any time since the Company’s incorporation but which are not now existing or in effect, and (ii) each request applies to all past and present direct or indirect subsidiaries (if any), and all predecessors, whether corporations, partnerships or joint ventures. For purposes of this request, all such entities are included in the term “Company.” Where there is no information responsive to the request, please so indicate by writing “N/A” or the equivalent in the margin.I. Corporate Records.Chart showing, or a narrative description of, the corporate, partnership, limited liability company structures (parents, all subsidiaries and other financially or legally related entities) and ownership (including the number of shares and/or percentage of ownership) of the Company.Copies of the certificates of incorporation, by-laws, partnership agreements, operating agreements and other similar organizational documents of the Company.Stock record books and copies of all stock certificates, including reverse sides, of the Company and affiliates.List of all subsidiaries and affiliates of the Company, if any.List of jurisdictions in which the Company is qualified or has applied for qualification to do business and evidence of such qualification or application.List of jurisdictions where the Company has substantial contacts (e.g., real or personal property owned or leased, employees, sales representatives, etc.).List of the Company’s current shareholders, the numbers of shares owned and the consideration paid for such shares.Warrants, stock options, agreements relating to any warrants or options to purchase securities, any convertible security and other rights to subscribe for or purchase securities.Schedule of all outstanding stock options and warrants, including name of individual, grant date, expiration date and exercise price, of the Company.Voting agreements, voting trusts, shareholder agreements or other similar arrangements with or among shareholders or equity owners of the Company.Stock purchase and repurchase agreements.Stock restriction agreements.Registration rights agreements.Minutes or other records of meetings of the Board of Directors, committees of the Board of Directors or shareholders of the Company.All materials distributed to members of the Board of Directors, committees of the Board of Directors or shareholders of the Company since incorporation or organization (or written consents in lieu of meetings).II. Employee Benefit Plans and Other Employment Matters.Employment, consulting, compensation or other agreements or arrangements to which any director, officer or employee of the Company is a party.Copies of any provisions of any contract or arrangement, pursuant to which any director or officer (or other applicable principals, partners or members) of the Company is insured or indemnified in any manner against liability.All documents relating to pension, deferred compensation, stock option (including SARs), profit sharing and any other similar plans of the Company, all IRS determination letters relating to the foregoing and the most recent actuarial report for any defined benefit pension plan for the Company.All other employee compensation, bonus, incentive, benefit (e.g., life or health insurance) or similar plans of the Company, including plan evaluation and actuarial evaluation reports.Any standard form employment agreements used by the Company as well as any agreements that deviate in any material respect from such standard forms, and all severance or special termination agreements with senior management of the Company.Information with respect to any pension benefit plan subject to Title IV of ERISA maintained by an entity other than the Company which is, or was within the past five years, in a single controlled group with the Company.All collective bargaining agreements to which the Company is a party or by which it is bound, including any side letters.Any policy manuals or materials with respect to trade or employment practices of the Company.Confidentiality, proprietary rights, and non-competition agreements (i) between the Company and any officer, director, employee, consultant, representative, supplier or customer or (ii) which the Company’s employees or consultants have entered into with a prior employer.Information as to employment arrangements and/or compensation plans where any benefits or rights are triggered by a change in control of the Company, including any so called “golden parachute” or similar arrangements.Information as to employment arrangements and/or severance plans where any benefits or rights are granted upon severance or termination of an employee, whether or not in connection with a change in control of the Company.Any contracts for consulting or management services.III. Regulatory MattersAll applications, filings, findings, reports, registration statements, correspondence, complaints, consent decrees, determinations, orders, etc., relating to federal regulatory agencies and all foreign, state and local agencies performing similar functions. Include all exhibits for all filings, unless duplicative of material requested elsewhere.IV. Properties, Assets, and Leases.List of all real property owned, leased (as lessee or lessor) or used by the Company including all documentation of ownership, leasehold interest, any encumbrances or restrictions against transfer on such property, and any title insurance policies or title searches.List of all intangible or intellectual property e.g., patents, trademarks, copyrights, trade names, trade secrets and customer lists owned, leased, licensed or used by the Company and any patent or trademark registrations or similar documents in any domestic or foreign jurisdiction. Please include any required permits, licenses, approvals, related regulatory reports, or agreements and any actual or threatened claims of infringement or misappropriation.List of all fixed assets, personal property and equipment owned, leased or used by the Company including all documentation of ownership, leasehold interest or any encumbrances or restrictions against transfer of such property.With respect to all of the properties and leases described in this Item IV, please identify any officers, Directors, shareholders or employees of the Company holding an interest in such properties or leases.V. Material Agreements and Financing Documents.Loan agreements, lines of credit, indentures, revolving credit agreements, note purchase agreements, notes, other evidence of indebtedness and all related documents concerning any debt financing.Venture capital financing documentsAny agreements in principle or otherwise with respect to mergers, acquisitions, divestitures or sales of material assets of the Company, whether or not consummated.Mortgages, security agreements, pledges and other evidence of liens or letters of credit securing any obligations of the Company.Corporate and personal guarantees of any obligations and powers of attorney executed in the Company’s name.Schedule and copies of all contracts, agreements, arrangements or understandings under which the Company (i) has any surviving representations or warranties or any ongoing obligation to indemnify, defend or hold harmless any party, (ii) is subject to any other material commitment, contingency or liability or (iii) which restrict in any manner the right of the Company to conduct its business or to compete with any partyList of bank accounts belonging to the Company and its affiliates.Correspondence and internal memoranda relating to any documents requested in this Item V.VI. Marketing, Sales and Operations.Licensing agreements (including inter-company).Patents, patent applications, trademarks, trademark applications and copyrights (domestic and foreign), service marks (domestic and foreign) and documents relating to know-how, trade secrets, and other proprietary information used by the Company.Promotional material, sales literature and other advertising documents distributed to potential customers.Agreements with any educational institutions or relating to the Company’s provision of private student loans.Joint venture, partnership and limited partnership agreements.Agency, commission, distribution, franchise or sales representative agreements.Governmental contracts, agreements or purchase orders.Agreements under the which the company is obligated to provide or purchase a material amount of goods or servicesAll other contracts (including executory contracts) material to the Company.VII. Accounting, Financial and Insurance Matters.2004 annual and 2005 year to date monthly financial statements (including balance sheet and income statement).All documentation relating to any transaction between the Company and any director and officer including any loans or similar arrangement.Budgets, fiscal projections and strategic plans, together with a review of or comparison with actual results, if available.Summary of federal, state, local and foreign income tax status, including consents and agreements with any tax authority or any pending or threatened disputes concerning tax matters and all audit papers and communications between the Company and the Internal Revenue Service.Any documents relating to liabilities and obligations, including material contingent liabilities, write-downs or write-offs of notes or accounts receivable, incurred otherwise than in the ordinary course of business since formation.Copies of all insurance policies and a history of insurance claims, with details of any pending claims or incidents which may arise in claims.VIII. Legal Proceedings.List and description of all material litigation, administrative proceedings, arbitration proceedings, investigations, claims or disputes (including pending or threatened litigation or claims) involving the Company or any principal shareholder, officer, director, principal, partner or member of the Company as a plaintiff or defendant.All consent decrees, judgments, other decrees or orders, settlement agreements, injunctions or similar matters (continuing or contingent) to which the Company is a party or involving any person in his capacity as a shareholder, officer, director principal, partner, member or employee of the Company.Documentation with respect to any pending or threatened disputes with any governmental agency to which the Company is or may become a party.All correspondence dealing with actual or alleged infringement of patents, trademarks and copyrights.Any waivers or agreements canceling claims or rights of substantial value other than in ordinary course of business.IX. All other materials and documents involving the Company, not otherwise covered by the foregoing items, which, in your judgment, may be material to the business of the Company or which should be reviewed in making disclosures regarding the business and financial condition of the Company.”

Startups 101: How to Create a Business PlanThe first thing you need to do is create an executive summary and a mission statement.After that, you need to study your market, compare yourself to your competition, create a share structure, outline financials, and fill out the rest of the pertinent data like the other people suggest.Below is an example of the last executive summary and mission statement that I created for a company I was planning to launch earlier this year.Since I own the company, wrote this from scratch, and decided that I will not be launching this product, I decided to share. (Yes, it is heavily focused on marketing, but that's my primary expertise, if I'm even somewhat good at it... Who in the world knows...)I worked with a Product CEO and operated as the COO at this company and recruited a highly talented team, however the Product CEO decided to part ways so we scrapped the business.Also, you may not want to make a public benefit company unless you already have investors you can turn to for sure who don't care what kind of business you own. If you are seeking to raise money from venture capital, then it is highly unlikely that they will invest into your model.1.0 EXECUTIVE SUMMARYCompany Name | Tagline | An American Public Benefit Company Founded in February of 2013, (“SE”) features contemporary women’s fashions specializing in comfort, fit and sexiness, established by a diverse group of individuals, led by the C.E.O. Ms. Lee.SE holds idealistic aspirations of giving back to the underprivileged, creates American Jobs and gives back to the community, while keeping the clientele engaged through social interactionsSE provides:• A Philanthropic Vision.• Patriotism.• Quality Clothing.• Best Styles for women of the 21st Century.• Quality Content.• An Interactive Community.SE’s innovative design and marketing team constructs visionary product campaigns and strategies, designed to push SE to the forefront of the industry.Derived from the fictional character, Sophia Serrano, from the film Open Your Eyes, SE’s inspiration is characterized by Sophia’s radiant qualities of being: positive, down-to earth, original, mysterious, sexy, and guileless in a perfect world.Sophia is the “ideal” woman because not only is she divine in nature, she is able to cope through the greatest obstacles that obstruct her from her path. Simultaneously, Sophia is so unique, she makes a man follow her into the afterlife of his dreams. Not only did she (tagline) in the real world, she left him in need of her in the afterlife.SE wants other fashion brands and the world to know that everyone in this world matters, no matter your race, ethnicity, financial background or country of origin.SE empowers people to make a difference by:• Helping the Underprivileged Children of America.• Creating American Jobs.• Providing a more Eco-Friendly environment.All of SE’s products are made in the United States, providing more opportunities to influence economic growth.SE ensures no usable fabric goes to waste by collecting all the scraps of fabrics and donating the items to (charity), with the sole intent to create exclusive items, blankets, or articles of clothing for the less fortunate. In addition, SE donates 10% of all sales to (charity) , to help feed, clothe, and provide shelter for the less fortunate.SE plans to take a creative approach to branding and marketing the company.Not only will SE use traditional methods of marketing, such as mailing clothes to celebrities, look books to bloggers and editors, buying editorial spots, sponsoring events, and advertising online, SE will take grass root efforts to the next level in attracting hits to the website, along with social media to keep the clientele engaged.Sending celebrities, fashion editors and bloggers free gifts never guarantees the promotion of an item, so SE has decided to implement a revenue sharing program with its clothing. Each individual influencer will have a personalized URL to direct their clients to SE’s website. Each purchase made within thirty days by the referral of an “influencer” will generate an earnings check of $25 to the referrer. Checks will be cut once the accumulated balance reaches $300, or can be exchanged to store credit.SE will seek out make up artists, photographers, stylists, and other professionals within the fashion industry to provide an opportunity to earn an extra source of income through its revenue sharing program. SE will also provide clothing to stylists, to have featured in editorial along with video content.SE’s grassroots efforts will take place in the form of carefully selected event sponsorships. Through event sponsorships, models will be showcased wearing the SE product through a trade booth. SE will take pictures of celebrities who try on the products and feature blog posts through social media efforts of the celebrities, while distributing the highly sought out images to fashion bloggers. SE will then pass out $10 SE Clothing Branded Gift Cards to people who fit the role of the target consumer of the brand at the event. Initially, 50,000 gift cards will be made for distribution within the first year, of which we expect at least 25,000 to visit the website URL.SE will implement a referral based program, where if a friend is referred to purchase an item through the SE website through their email or social media link within 30 days, the customer will have the choice to have one of the following occur:• $25 will be credited to the referrer’s account for Future Purchases.• $25 will be donated to the referrer’s Charity of Choice.The referee will also receive $10 credited off their first purchase. Studies indicate that 1 out of every 3 customers will refer their friends to a site that they trust and enjoy.SE will partner with publishers and affiliates such as Google Affiliate, Commission Junction, Avantlink, Affiliate Window, Webgains, Pepperjam, Integrate, Etc. to allow professionals to earn a profit by referring their clientele to purchase items from SE.In order to create better organic SEO (Search Engine Optimization) results to guide more online traffic to the website, SE will carry lines of both popular name brand and up-and-coming American Made products by other designers, such as Nasty Gal, Diesel, Ralph Lauren, Armani, Etc. In order to acquire the product necessary, SE will create a strategic partnership with its manufacturer to sell their excess inventory.Once new customers visit the SE site, they will be given an opportunity to register on the site to claim their $10 credit. Through registration, information such as the customer’s name, email address, phone number, address, and social media profiles will be gathered.Once the customer registers, they will be able to access the site. A welcome email will be sent to the customer within one day, welcoming them to the site. Within 5-7 business days, a letter stating SE’s appreciation of the customer with an outline of the brand’s philanthropic vision will be physically mailed to the customer on company letterhead and hand signed by the C.E.O., Ms. Lee. The customer will then be emailed, informing them that their gift card will expire in 30 days, 3 weeks, 15 days, 7 days, 3 days, 2 days, and a final offer email. This cycle will repeat for another 30 days for a total of 60 days, which will trigger a sense of urgency within purchasing an item within the allotted timeframe.SE will engage with customers by providing the first few sentences of educational content through email, while providing links to the blogging section of the website to read the full article, along with social media efforts on Pinterest, Facebook, Twitter, DeviantART, Tumblr, Google+, Polyvore, Wanelo, Quora, Lyst, Etc. to build trust with the clientele, and keep them engaged with the brand. SE will track user activity through analytic services provided by Kissmetrics to measure which campaigns work best, to better understand our audience.SE will influence increases in transaction sizes by donating one item to charity for every $300 spent in a single transaction. Not only would revenues increase, the philanthropic vision would accelerate to creating a bigger influence to society, which in turn will create a better image for the brand.SE will have a section on the site where users can upload images of their new purchases, how they pair their outfits, provide feedback to others, and like other consumer’s styles, creating an engaged society of buyers who become advocates and prosumers of the brand.SE will begin sales on the retail website, then slowly trickle into many online boutique stores, physical boutique stores, then into major department stores. Since bulk purchases from vendors decrease manufacturing costs, the business model is extremely scalable. As SE becomes a more established brand, price increases will be implemented in 10% increments per season, increasing profit margins while manufacturing costs decrease.SE will create separate databases for consumers who have at least purchased one item and another database for loyal consumers. In regard to the database of consumers who have purchased, collateral material providing a promo code for a promotional discount will physically be mailed to the clients two weeks prior to an anniversary or holiday sale, to provide exclusive access to the promotion. SE will randomly select users from the loyal consumer database to provide a free gift with purchase, expedited or free shipping, and various other promotional tools to reward brand loyalty.Once SE establishes a loyal client base, verticals will be integrated one product at a time in minimal quantities, initially to test the market to see how well the product does. Verticals will range from products such as cosmetics, shoes, handbags, hats, stockings, scarves, jewelry, and other womenswear based products.Led by C.E.O. Ms. Lee, SE has hand selected a managerial team of 8 creative unique individuals to grasp a portion of the $500+ billion dollar market by creating quality content, negotiating with vendors, managing finances, and laying out the long term growth of the company, all while creating beautiful product.10 years from now, in the year 2023, SE plans to be acquired by LVMH, PPR, Richemont, Valentino Fashion Group, The Aeffe Group, Puig, Diesel, Phillips-Van Huesen, Hermes, Liz Claiborne, Inditex, The Arcadia Group, or Aurora Fashion for a strike price of $300 million. SE is currently seeking seed financing in the amount of $275,000 to be used to cover manufacturing, marketing, legal and operational expenses to establish the brand.MISSION STATEMENTUnited together, SE’s commitments to society are as follows:#1. To Mother Earth:We vow to make sure that no usable fabric is wasted. All usable scrap material will be recycled into specialty items, blankets or created into articles of clothing for the less fortunate.#2. To Our Nation:We vow to Shop American. We vow to only manufacture our product in America. We are creating American jobs and doing our part in rebuilding the American economy.#3. To Our World:We vow to take a stance against child labor. We take a stance against the Chinese sweatshops with hazardous work conditions.#4. To The Less Fortunate:We vow to provide food, clothing, and shelter for children who are unable to take care of themselves, especially the ones right here at home.#5. To Our Customers:We vow to make sure you feel beautiful and (tagline). We vow to create the sexiest, most reliable products made from the best material we can find. We will provide the best fit possible. We will listen to your opinions and make decisions based off of your feedback. Your voice will be heard.#6. To Our Design PartnersWe vow to provide our client base accessibility to your designs to increase your exposure in the market place. Whether you are a small designer who is just beginning or an established brand, there is a place here for you to showcase your items, as long as the product is manufactured here in America.#7. To Our Employees:We vow to bring the jobs back home and provide fair wages. We vow to provide a fun and friendly stress-free work environment.#8. To Our Shareholders:We vow to provide you a seat on our board. We vow to listen to your expertise. We vow to provide returns in a timely manner. We vow to fulfill your philanthropic vision.Oh, it might be in your best interest to include a mind map as well.The first five pages should include the following information:BUSINESS DEVELOPMENT PLANMARCH 2013****** CONFIDENTIALITY & DISCLOSURE NOTICE ******IMPORTANT: This document is for information purposes only and sent at your request and is covered by the Electronic Communications Privacy Act 18 U.S.C. 2510‐2521. This is neither a solicitation of investment nor an offer to sell and/or buy securities. This communication may contain non‐public, private, confidential or legally privileged information and documents intended for the sole use of the designated recipient(s). The unlawful interception, use or disclosure of such information is strictly prohibited under the applicable laws of the U.S.A. and the State of Nevada. Any review, retransmission, dissemination or other use of, or taking of any action in reliance upon this information by persons/entities other than the intended recipient is prohibited. If you received this document and / or a transmission of this document in error, delete any electronic copies of this document and / or return this document to (Name, Address)CONFIDENTIALITY & DISCLOSURE NOTICEIMPORTANT: This document is for information purposes only and sent at your request and is covered by the Electronic Communications Privacy Act 18 U.S.C. 2510-2521. This is neither a solicitation of investment nor an offer to sell and/or buy securities. This communication may contain non-public, private, confidential or legally privileged information and documents intended for the sole use of the designated recipient(s). The unlawful interception, use or disclosure of such information is strictly prohibited under the applicable laws of the U.S.A. and the State of California. Any review, retransmission, dissemination or other use of, or taking of any action in reliance upon this information by persons/entities other than the intended recipient is prohibited. If you received this document and / or a transmission of this document in error, delete any electronic copies of this document and / or return this document to (Name, Address)CONFIDENTIALITY AGREEMENTThe undersigned reader acknowledges that the information provided within this Business Development Plan (“BDP”) is confidential; therefore, reader agrees not to disclose it without the express written permission of SE.It is acknowledged by reader that information to be furnished in this BDP is in all respects confidential in nature, other than information which is in the public domain through other means and that any disclosure or use of same by reader, may cause serious harm or damage to SE and other sources identified herein. The information, estimates and projections contained herein have been prepared by SE in good faith and on a basis believed to be reasonable; such estimates and projections involve significant elements of subjective judgment and analysis. No representation or warranty, expressed or implied, can be made as to the accuracy or completeness of such information, and nothing contained in this BDP is, or shall be relied upon as, a promise or representation as to the past or the future. This BDP is submitted in connection with the evaluation of a potential transaction and may not be reproduced or used, in whole or in part, for any other purpose.Upon request, this document is to be immediately returned SE,.___________________Signature___________________Name (typed or printed)___________________DateThis is a Business Development Plan. It does not imply an offering of securitiesFORWARD LOOKING STATEMENTThis document may contain certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, including, but not limited to, statements as to future operating results and plans that involve risks and uncertainties. We use words such as “expects”, “anticipates”, “believes”, “estimates”, the negative of these terms and similar expressions to identify forward looking statements. Such forward-looking statements involve known and unknown risks, uncertainties and other factors which may cause the actual results, performance or achievements of the Company to differ materially from any future results, performance or achievements expressed or implied by those projected in the forward-looking statements for any reason. References herein to “the Company,” “we,” “our,” “us” and similar words or phrases are references to SE, and/or its subsidiaries, unless the context otherwise requires.CONTACT INFORMATIONInquiries may be directed to the appropriate party below:Leonard KimCOOSEAddress:Phone:Fax:Email:The Table of contents should include the following information that no one, aside from analysts read:TABLE OF CONTENTS1.0 EXECUTIVE SUMMARY1.1 OBJECTIVES1.2 MISSION1.3 KEYS TO SUCCESS2.0 COMPANY SUMMARY2.1 CAPITALIZATION SUMMARY2.2 COMPANY LOCATIONS AND FACILITIES.3.0 PRODUCTS AND SERVICES3.1 THE SE TECHNOLOGY3.2 COMPETITIVE COMPARISON3.3 MARKETING MATERIAL3.4 TECHNOLOGY FULFILLMENT3.5 FUTURE PRODUCTS AND SERVICES4.0 MARKET ANALYSIS SUMMARY4.1 MARKET SEGMENTATION4.2 TARGET MARKET SEGMENT STRATEGY4.2.1 MARKET NEEDS4.2.2 MARKET TRENDS4.2.3 MARKET GROWTH4.3 SERVICE BUSINESS ANALYSIS4.3.1 BUSINESS PARTICIPANTS4.3.2 DISTRIBUTING A PRODUCT4.3.3 MAIN COMPETITORS5.0 WEB PLAN SUMMARY5.1 WEBSITE MARKETING STRATEGY5.2 DEVELOPMENT REQUIREMENTS6.0 STRATEGY AND IMPLEMENTATION SUMMARY6.1 SWOT ANALYSIS6.1.1 STRENGTHS6.1.2 WEAKNESSES6.1.3 OPPORTUNITIES6.1.4 THREATS6.2 STRATEGY PYRAMID6.3 VALUE PROPOSITION6.4 COMPETITIVE EDGE6.5 MARKETING STRATEGY SUMMARY6.5.1 POSITIONING STATEMENT6.5.2 PRICING STRATEGY6.6 SALES STRATEGY6.6.1 SALES FORECAST6.7 MILESTONES7.0 MANAGEMENT SUMMARY7.1 ORGANIZATIONAL STRUCTURE7.2 MANAGEMENT TEAM7.3 MANAGEMENT TEAM GAPS7.4 PERSONNEL PLAN8.0 FINANCIAL PLAN8.1 START-UP FUNDING8.2 KEY FINANCIAL INDICATORS8.3 BREAK-EVEN ANALYSIS8.4 PROJECTED PROFIT AND LOSS8.5 PROJECTED CASH FLOW8.6 PROJECTED BALANCE SHEET8.7 BUSINESS RATIOS8.8 THE INVESTMENT OFFERING8.9 VALUATION8.10 USE OF FUNDS9.0 APPENDICESTABLE: SALES FORECASTTABLE: PROFIT AND LOSSTABLE: PROFIT AND LOSSTABLE: CASH FLOWTABLE: CASH FLOWTABLE: BALANCE SHEETIf you're using a business plan to try to attain a loan for a small business... I took a different business plan for a nightlife company, brought a cofounder with a 680 credit score, and went to Long Beach SBDC and they helped me get approved for a loan from a credit union for $30,000 two years ago. The whole process took less than a week, since we already had our business plan finished prior to showing up. We ended up not taking the loan because our programmer ran off with the money we had paid him prior without delivering our technology.There are Small Business Development Centers, sponsored by the Small Business Association, all across the United States that will help you make a business plan for free, read it, and even shop it out for business loans.If you're using a business plan to attain financing from an Angel Investor or VC, then all that matters is your executive summary and your slideshow. I mean, you still need the other data filled in, but these are the only two areas of which they put their main focus on. However, a lot of investors use two financial analysts to carefully go over every detail within a business plan prior to investing their own cash. So, the fine details are pretty important regardless of what anyone else says.Also, if you need to know how to split equity with your startup, read more here: How much equity do you give early employees when the company is bootstrapped?Read more at my blog: Startups 101: How to Create a Business Plan

I’ve always wanted to be a ‘big businessman like dad’. I’m not Ivy league educated like my siblings and am from a B-Grade Indian college which I didn’t attend except for exams.During college I worked full time as a lowly clerk in the family business but was privy to all business strategies. My godfather used to say I would learn more from him in business than in college. He was right (for that situation).Image: ~1984, reception area, dad’s office, Alglobe Trading Ltd., Far East Finance Centre, Central, Hong Kong. I’m the clown.Business wasn’t so good anymore therefore I got myself a ‘real’ job as the EA to the CEO of the worlds largest perfumery group. It catered to the BOP and this is in terms of volume, not revenue. How I got the job is another question since it wasn’t by regular application. I had networked and created the post for myself without reference. I think out of 8 jobs only 1 was through advertisement. I call it reverse hiring and should really write an answer about it.Lesson 1 – Your best opportunities are created and are rarely advertised or obvious.The EA is a conduit between the CEO and the world. Therefore one of my jobs by default was used to receive, collate, review and remark on monthly reports and other communication from more than a dozen country heads. It was a family owned business and this meant that 3 nephews of the CEO were also to report certain things through me. You can begin to see the problem and why I eventually left.Lesson 2 – People compete to kill. Don’t expect to win in life by being a pussy.I got to travel the world and met a lot of people way smarter than me and obviously much more experienced. I always used to express my interest to help others. Because experiences are the lessons in life. Once I stayed up all night in Paris to help the Marketing Director complete her presentation. As a result, after the meetings were over I got much more involved in a global marketing project unlocking amazing experiences and learnings.I can recall countless times I had met someone for the first time and ended up working on a project with them because I simply offered assistance enthusiastically and followed up. As a result I got significant exposure to all the facets of running a business which is something most people should be aspiring for. I admit my position helped me but my job didn’t require me to do those things and these things are done as a matter of attitude, not position. I have maintained this attitude even in successive jobs such as BDM where I therefore became Branch Manager too.Lesson 3 - Helping others will yield new experiences, skills, opportunities and relationships.This leads me to the next point. It’s mindset. It’s having the attitude of an entrepreneur. Don’t take it just as a job. This job, or any job, IS your life no matter how many hobbies you indulge in outside working hours. Your income determines your lifestyle and your lifestyle is determined by your income. So you have to create your own income.Lesson 4 - Have the mindset of an Entrepreneur.By having the mindset of an entrepreneur you are always looking to create value from the resources at hand. By creating value you increase your bargaining chips for your income. You can encash the chips with current employer, and if they don’t give you a fair return, then with the next one and finally, your own enterprise.Lesson 4 - Create value, be proactive.This is your world, shape it or someone else will. I don’t care what your job is you can find ways to create better experiences, value and opportunities. I have written an answer to a common question which asks which is the best job for earning. My answer is always the same; there is always room at the top and the grass is greener where you water it.Lesson 4 - Ask for more.I learnt this lesson in business as well as my jobs. Demonstrate your value and demand better income or more benefits. The biggest benefit you can get is authority to create new experiences for yourself. So always be asking people for more experiences which you are likely to get by offering help. See how the cycle continues?The important thing is to ask for more experiences, not just money. I remember when the CEO and I were discussing terms for my appointment and what salary I was expecting. I knew he wanted to hire me as he had tested me in several assignments over two months. I still replied that the money didn’t matter to me and I am leaving the family business for experience, to learn. So I just wanted him to involve me in as much work and diverse work as possible. He smiled and said that is exactly what he had said to his first boss on his first job.Lesson 5 - Be brutally honest with yourself.I was trusted because I had earned it. I only later realized how the CEO had tested me with information over the first few months and his confidence kept growing. He, and people, saw that I did not engage in the slightest gossip or office politics so I had access to a lot of highly confidential information. I was even the proxy for business meetings between the owners. I had access to swiss bank accounts with millions. Which 22 year old wouldn’t for a second think about taking $20 million? Of course the thought vanishes as quickly as it comes but the point I’m making is not just about access to money. It’s about to yourself.People would wine and dine me. I received gifts from over 10 countries. Mostly it was when someone was hired, promoted or a business deal with a third party was being done. I used to disclose these gifts to the CEO to avoid any misunderstanding and was untouched by these gestures. If I felt they are trying to influence me, I would reject the gift politely. People never reveal their intentions until they have to but I was knew that nothing is free in life and there will come a time when they ask you to repay. So don’t take obligations. The interest will be more than you’re happy to pay.Speak the truth, even when your voice shakes. Once I was in a situation where people were expecting to be let go due to people more powerful than me (a nephew and his dad i.e. brother of my boss who was a non executive director) not having a good relationship with them. I was asked my opinion in a board meeting and though I quivered, I spoke the truth. That was the beginning of the end for me in that company and I don’t regret it because I knew who I wanted to be, not what I wanted to have.Lesson 6 - Personal Sacrifices.I never understood the big deal about overtime and that’s not my job attitude. Coming from a business family I was obviously brought up with a different mindset. Don’t spend time with friends but more on your creating value in your job. Don’t say no to anything ethical anyone asks you, it’s the opposite of lesson no. 3.Lesson 7 - Stop complaining bitch or go create your own business and you should.I also never get why people complain in life. What’s the use? Either do something about it, or STFU. It changes your mindset, your attitude and your whole life. Also, most people can never expect to reach a fuck you life income by doing a job. I did it for experiences as the family business was dwindling and offered limited opportunities for experiences. I always knew I would start a business some day. And I did, without any money too. But that’s a different answer I wrote.Lesson 8 – Have funNo matter what you are doing in your job, or life, have fun. It will make your experience better and will lead to new opportunities. I have dined and dueled with billionaires, drugs, alcoholism and depression. It is true that happy people make more money. If you have fun, you will be more enthusiastic to try new experiences thus creating a new cycle of opportunities. It’s up to you to create a fun environment. Even when mopping the floor at home, I do it as if playing a video game. If entering rote data on a spreadsheet, I time myself and build a rhythm and try to get into a zone. If you don’t make your work fun, you will enjoy life less, work with less zeal and thus limit yourself and your life.Lesson 9 - Find your Zone, Be in the Flow.The more focused you are, the better chances of you getting it right the first time. There are only two losses of time; not doing, or repeating because of critical mistakes. Avoid these two and you are on the optimum path for your goals.Lesson 10 - HustleComplete your tasks before they are due. Set time blocks for every single activity you undertake and challenge yourself beyond what you think you can do. You will then be free to create other opportunities for yourself. I was able to help others because I was able to complete my work before it was needed. Don’t leave it to the last minute is the best advice to follow if you want to have an average career. If you want a great career, do it fast and do it well.Lesson 10 - Details matter.Be a fkg perfectionist. Do it the best possible even if your boss or colleagues tell you it’s not necessary. Even if you think it is not necessary. I remember a bad phase in life and I was forced to get a job in Wipro call center. Seating was not assigned and I used to carry and stick A4’s sheets of notes of stuff like NATO phonetic alphabet, VOIP dial extensions etc. People would look at me like I’m an over-enthusiastic bunny. And I was. I also then went to sell over $22,000 worth printer cartridges in my first month in a call center breaking the record for Wipro’s Kolkata division. I also earned 18k that month. lol. Next month I got a loan from the bank, bought a laptop, started freelancing and quit my job despite 3 layers of management above me requesting me not to. They even put me as AWOL as they didn’t accept my resignation. lol. Good experience in hindsight. Gave me confidence in cold calling over the phone, which is a killer skill to have in business and life. (this is big enough to be a separate lesson).Lesson 11 - Identify the trends and take action.Visionaries are people who can identify trends and take appropriate actions to capitalize on them. Practice this actively otherwise it means jackshit. When I was 12 and internet was not yet common in 1990 I did an assignment describing how we imagined our future home to be. I didn’t have the term IoT but I knew technology would enable automated lights, music, appliance control etc. I didn’t follow my vision with enough actions otherwise I would be in a different space today. I wanted to pursue a 5 years GNIIT Comp. Sc, course after high school was over. However my godfather didn’t see the value and felt CA, CFA was better. It was cheaper too though if I insisted he wouldn’t have declined. The point is place bets on the trends you see otherwise it’s just dreaming. Once you’ve done your research, do it even if others tell you not to. If you missed the internet bus, I think the next one is blockchain technology.Lesson 12 - Ask the right questions.Understand your market, even if your not in sales. Everyone is a salesman. Go really far to understand the market your company wants to grow into. I organized hundreds of meetings, interviews, consumer focus groups (with Marketing Director) across 5 continents. I was quickly exposed to fabulous methods of questioning and understanding markets, technologies and people. Finding and working with the best people, is the best decisions you will make in life. Your market in life is people.Lesson 13 - Leaders create a market.If you’ve observed the trends then this is the time to adopt technologies and be creative and be bold. Fail fast, fail small, scale. Build Processes. OptimizeLesson 14 - Adopt emerging technologies.Lesson 15 - Build strategic partnerships or don’t bother.Lesson 16 - Use leverage. It is your biggest tool in life.In all my jobs and even businesses, I have followed the principles above and it has made all the difference.