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Business Planning

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A good and up to date busi­ness plan fos­ters the deve­lop­ment of the com­pa­ny.

While finan­ci­al reports descri­be the past, the busi­ness plan enga­ges with the future and shows wat to expect from the com­pa­ny.

A con­vin­cing busi­ness plan demons­tra­tes com­pe­tence and can open doors.

A struc­tu­red and cur­rent busi­ness plan­ning helps exami­na­ti­on of the busi­ness model and stra­te­gy over time.

The finan­ci­al plan­ning inte­gra­ted in a busi­ness plan makes also a demons­tra­ti­ve con­trol­ling tool.

Changes ahead?

When the exis­ting busi­ness is expec­ting a major chan­ge, or plan­ning a new ven­ture, inves­tors look for trans­pa­rent fac­ts to jus­ti­fy their most pro­bable invest­ment pay-back chan­ces.

Benefits of business planning

Busi­ness plan, busi­ness case, stra­te­gy sum­ma­ry, inves­tors’ pre­sen­ta­ti­on, infor­ma­ti­on memo­ran­dum or instru­ments like a balan­ced score­card sup­port decisi­on making. Inves­tors get con­fi­dence about expec­ted cash flows from trans­pa­rent and plau­si­ble assump­ti­ons about the future deve­lop­ment of the com­pa­ny and its finan­ces. Per­cei­ved risk influ­en­ces also risk adjus­ted finan­ci­al costs and terms.

Obtai­ning and main­tai­ning ade­qua­te finan­cing is easier if necessa­ry infor­ma­ti­on is avail­ab­le in a struc­tu­red form and a quick pro­duc­tion of con­vin­cing Credit App­li­ca­ti­on, Pla­ce­ment Docu­ments, Infor­ma­ti­on Memo­ran­da, Capi­tal Bud­ge­ting, etc. is pos­si­ble.

The busi­ness plan­ning its­elf helps stra­te­gic con­si­de­ra­ti­ons with such as sce­n­a­rio plan­ning and is an opti­mal pre­pa­ra­ti­on for nego­tia­ti­ons with inves­tors, banks and other sta­ke­hol­ders. Papers can be deri­ved swift­ly also to recruit talents, get sup­pliers and cli­ents or con­vin­ce tar­gets of joint ven­tures or mer­ger.

Busi­ness plan­ning starts with the defi­ni­ti­on of pur­po­ses, i. e. needs and wis­hes as well as the audi­ence. Infor­ma­ti­on about mar­ket, legal envi­ron­ment, tech­no­lo­gy, peop­le, agree­ment. etc. are star­ting point, as well as about the deve­lop­ment of the busi­ness model with finan­ci­al reports, bud­ge­ting, ana­ly­sis and valua­ti­ons. 

Based on such infor­ma­ti­on you can, or we can deve­lop, reviewing and com­ple­ting, an under­stand­a­ble and con­vin­cing instru­ment. We can sup­port you effi­ci­ent­ly in the struc­tu­red ela­bo­ra­ti­on and acce­le­ra­te the pro­cess.

The for­mat of a busi­ness plan­ning docu­ment depends on its pre­sen­ta­ti­on con­text. It spans from a Pitch Deck or a Teaser to a Fea­si­bi­li­ty Stu­dy, a Busi­ness Plan or an Infor­ma­ti­on Memo­ran­dum; or even sub­stan­tia­te a Credit App­li­ca­ti­on or a Balan­ced Score­card.

The con­tent of busi­ness plan­ning docu­ments is deter­mi­ned by the audi­ence and the decisi­ons requested. They build a con­vin­cing case for the organization’s abi­li­ty to satis­fy rele­vant sta­ke­hol­ders finan­ci­al and non-finan­ci­al expec­ta­ti­ons. Mar­ket data, assump­ti­ons, restric­tions and the busi­ness model flow into finan­ci­al plans and models which dyna­mi­cal­ly influ­ence even struc­tu­ral decisi­ons.


A busi­ness plan has to con­vin­ce at first attempt. A second chan­ce can’t be expec­ted after a decli­ne.

Busi­ness plan­ning and pre­pa­ra­ti­on of pre­sen­ta­ti­on mate­ri­al is time con­suming.

The decisi­on about how much you do yours­elf or out­sour­ce might depend from resour­ces avail­ab­le with your finan­ci­al manage­ment func­tion.

Exter­nal con­sul­tants acce­le­ra­te results. Such costs are usual­ly a frac­tion of tho­se cau­sed by delays and mista­kes.


We bill our efforts at rea­son­ab­le rates, espe­ci­al­ly if we can pur­sue a tar­get remu­ne­ra­ted in case of suc­cess.

Our Offering

Keep our offe­ring sum­ma­ry as a remin­der.


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