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Xavier Corman | Martin van Wunnik 1 28/06/2012 Xavier Corman | Martin van Wunnik 1 28/06/2012
MIC boostcamp - Finance workshop
Translating your business model into figures
What are the key parts of your financial plan? What is the logic behind it?
Martin van WunnikXavier Corman
Xavier Corman | Martin van Wunnik 2 28/06/2012 Xavier Corman | Martin van Wunnik 2 28/06/2012
Who are we ?
Martin van Wunnik
Xavier Corman
Xavier Corman | Martin van Wunnik 3 28/06/2012 Xavier Corman | Martin van Wunnik 3 28/06/2012
This presentation is available for free:
http://www.slideshare.net/xaviercorman
http://www.slideshare.net/FinanceCoach24
Xavier Corman | Martin van Wunnik 4 28/06/2012 Xavier Corman | Martin van Wunnik 4 28/06/2012
Why a Financial Plan ?
If you don't think about the future,you cannot have one.
John Golsworthy
where you want to go
how you are supposed to get thereYou need to know
Xavier Corman | Martin van Wunnik 5 28/06/2012 Xavier Corman | Martin van Wunnik 5 28/06/2012
Xavier Corman | Martin van Wunnik 6 28/06/2012 Xavier Corman | Martin van Wunnik 6 28/06/2012
Financial Plan
Content– Assumptions– Profit & Loss– Balance Sheet / Investment– Cash-Flow -> Cash needed
– Valuation of the project– Profitability / return of the project
Xavier Corman | Martin van Wunnik 7 28/06/2012 Xavier Corman | Martin van Wunnik 7 28/06/2012
Accounting: Profit & Loss (P&L)
Revenues (Sales…)
COGS (Cost of Sales)
General Expenditures
Personnel Costs
Depreciation
Financial cost
Profit
Gro
ss m
argi
n
EBIT
DA
Taxes
EBIT
DAEBIT
Xavier Corman | Martin van Wunnik 8 28/06/2012 Xavier Corman | Martin van Wunnik 8 28/06/2012
Accounting: Balance Sheet
Non Current Assets(Actifs Immobilisés/
Vast Activa)
Equity + Reserves (Capital/Kapitaal)
LT Debts
ST Debts
Current Assets (Actifs circulants/Vlottend Activa)
ACTIVE PASSIVE
Xavier Corman | Martin van Wunnik 9 28/06/2012 Xavier Corman | Martin van Wunnik 9 28/06/2012
Tips for assumptions• Office: 10-25 m²/person• EUR 100/m²/year + 15 % for maintenance
[ or COWORKING !]• Insurances: 1 -3 % of revenues• Marketing: define a % of revenues + starting
investment• Don’t forget lawyers, accountant, social
secretary, office supplies…
Xavier Corman | Martin van Wunnik 10 28/06/2012 Xavier Corman | Martin van Wunnik 10 28/06/2012
• Car leasing : 300 – 800 EUR per month• Salary : Gross monthly x 19,2 = Yearly cost
• Revenues: worst-case & best-case– First 3 to 6 months: 0 EUR – Maximum ‘billable’ hours per day
(one-off events, holidays, prospecting, etc...)
• Own salary : “0 EUR” / Realistic different ‘hats’
Xavier Corman | Martin van Wunnik 11 28/06/2012 Xavier Corman | Martin van Wunnik 11 28/06/2012
Required Cash-Flow
Xavier Corman | Martin van Wunnik 12 28/06/2012 Xavier Corman | Martin van Wunnik 12 28/06/2012
A few questions to think aboutSales• How to acquire clients? • What is the acquisition cost of one client?• Are Clients Business or Consumers?
Marketing• What is the marketing plan? • What is the budget linked to this marketing plan?
Fixed costs• What is the structure to run the business? • How many people? • Back-office? • Operational? • Where?
R&D• Budget?• How many people for R&D?
Investments• What are the planned investments?• Budget and schedule of the investments
Xavier Corman | Martin van Wunnik 13 28/06/2012 Xavier Corman | Martin van Wunnik 13 28/06/2012
Your case
Free download:
http://www.slideshare.net/XavierCorman
http://www.slideshare.net/FinanceCoach24