CONTENT 1. Executive Summary 1.1 Opportunity 1.1.1 Problem Summary 1.1.2 Solution Summary 1.1.3 Market Summary 1.1.4 Competition 1.1.5 Overview 1.1.6 Why Us? 1.2. Expectations 1.2.1 Forecast 1.2.2 Financial Highlights by Year [chart] 1.2.3 Financing Needed 2. Opportunity 2.1 Problem & Solution 2.1.1 Problem Worth Solving 2.1.2 Our Solution 2.2 Target Market 2.3 Competition 2.3.1 Current Alternatives 2.3.2 Our Advantages 3. Execution 3.1 Marketing & Sales 3.1.1 Marketing Plan 3.1.2 Sales Plan
3.2 Operations 3.2.1 Locations & Facilities 3.2.2 Technology 3.2.3 Equipment & Tools 3.3 Milestones & Metrics 3.3.1 Milestones Table 3.3.2 Key Metrics 4 Company 4.1 Overview 4.2 Team 4.2.1 Management Team 4.2.2 Advisors 5. Financial Plan 5.1 Forecast 5.1.1 Key Assumptions 5.1.2 Revenue by Month [chart] 5.1.3 Expenses by Month [chart] 5.1.4 Net Profit (or Loss) by Year [chart] 5.2 Financing 5.2.1 Use of Funds 5.2.2 Sources of Funds 5.3 Statements 5.3.1 Projected Profit & Loss 5.3.2 Projected Balance Sheet 5.3.3 Projected Cash Flow Statement 6. Appendix 6.1 Monthly Financial Forecasts 6.2 Additional Documentation
1.1 Opportunity
1.1.1 Problem Summary
How to Write a Problem Statement
A problem statement is a clear concise description of the issue(s) that need(s) to be addressed by a problem solving team. It is used to center and focus the team at the beginning, keep the team on track during the effort, and is used to validate that the effort delivered an outcome that solves the problem statement. It has a specific form:
Vision - what does the world look like if we solve the problem?
Issue Statement - one or two sentences that describe the problem using specific issues. It is not a "lack of a solution" statement. For example, our problem is that we don't have an ERP system.
Method - the process that will get followed to solve the problem. For example, DMAIC or Kaizen.
Problem Statement: We want all of our software releases to go to production seamlessly, without defects, where everyone is aware and informed of the outcomes and status. (Vision) Today we have too many release failures that result in too many rollback failures. If we ignore this problem; resources will need to increase to handle the cascading problems, and we may miss critical customer deadlines which could result in lost revenue, SLA penalties, lost business, and further damage to our quality reputation. (Issue Statement) We will use our Kaizen Blitz methodology in evaluating the last release to help us improve our processes. (Method)
How to get started The 5 'W's - Who, What, Where, When and Why - is a great tool that helps get pertinent information out for discussion. From the [poem] from Rudyard Kipling's "The Elephant's Child" which opens with: I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who. Who - Who does the problem aect? Specific groups, organizations, customers, etc. What - What are the boundaries of the problem, e.g. organizational, work flow, geographic, customer, segments, etc. - What is the issue? - What is the impact of the issue? - What impact is the issue causing? - What will happen when it is fixed? - What would happen if we didn’t solve the problem? When - When does the issue occur? - When does it need to be fixed? Where - Where is the issue occurring? Only in certain locations, processes, products, etc. Why - Why is it important that we fix the problem? - What impact does it have on the business or customer? - What impact does it have on all stakeholders, e.g. employees, suppliers, customers, shareholders, etc. Each of the answers will help to zero in on the specific issue(s) and frame the Issue Statement. Your problem statement should be solveable. That is, it should take a reasonable amount of time to formulate, try and deploy a potential solution.
1.1.2 Solution Summary
The current United States top-level domain (usTLD) is greatly underutilized. The existing
hierarchical structure, operational challenges, limited awareness, service level issues, and infrastructure needs have resulted in limited adoption and use by the U.S. community. A great opportunity exists to unlock the potential of the usTLD to the benefit of the American people. Widespread use of the usTLD for e-Gov, consumer, business, and public service applications has the potential to improve the ability of the American people to find information, access services, to communicate, and to transact business. The new administrator must meet the critical needs identified by the Department of Commerce (DOC) in order for the U.S. Internet community to realize the full benefit of the usTLD. The administrator must:
1. Develop a more robust, certain, and reliable system.
2. Promote increased use of the usTLD.
3. Create a centrally administered and efficiently managed structure that ensures confidence and infrastructure stability.
4. Create a stable, flexible, and balanced environment within the usTLD that is conducive to innovation and that will meet the future demands of potential registrants.
5. Ensure continued stability of the domain name system as a whole and the usTLD in particular especially through the transition period from the current to the new management structure.
6. Manage the usTLD so it is consistent with the Internet Corporation for Assigned Names and Numbers’ (ICANN) technical management of the domain name space (DNS).
7. Allow for the adequate protection of intellectual property in the usTLD.
8. Establish and maintain consistent communication between the Contracting Officer’s Technical Representative (COTR), the Contractor, and ICANN.
9. Promote robust competition within the usTLD.
Transition mission critical infrastructure services-Since the existing usTLD space currently contains over 8,000 registrations, and the vast majority of these registrations support important public service and government applications, it is extremely important that a transition take place with zero impact to the existing usTLD community.
Implement advanced technologies to meet the needs of the public and private sectors-In order to meet the current and future needs of the public and private sectors, the usTLD Administrator must be prepared to employ the advanced technologies necessary to meet the demands of a vital public resource. The technology must be highly reliable, scalable, and secure. The architecture must have attributes that provide for great flexibility in meeting the needs of both the private and public sectors.
Facilitate policy in an environment with multiple stakeholders-The usTLD will serve a broad spectrum of users. Given that widespread acceptance and use of the usTLD is expected, the stakeholders in the usTLD collectively represent a group that is as diverse as the American people. The usTLD Administrator should have the experience necessary to work collaboratively with this diverse group in order to facilitate policy that reflects the needs of the community.
Ensure the financial commitment and means to build and operate mission critical resources-The usTLD Administrator must have the necessary financial resources to build the required infrastructure and to sustain the business over the long term. Companies who lack the considerable financial resources required to build and operate the required infrastructure may have to “cut corners� in their implementation of the usTLD resulting in poor service and inhibiting their ability to introduce enhanced services.
NeuStar is amply qualified to meet these challenges and execute the solution highlighted in the following paragraphs. A chart describing NeuStar’s capabilities, qualifications, and experience is attached to the end of this section.
1.1.3 Market summary SITUATION ANALYSIS
Half the buyers of branded fashion watches are between 18 and 34 years of age. This group, which purchases more watches per capita than those older, is our primary market segment. Watch purchases are more likely by consumers in the northeast and Midwest. Many purchases are expected to be impulse, requiring strong point-of-purchase support. Seventy percent of the market is concentrated with strong competition from Swatch, Fossil, Guess?, and Anne Kline. We have extensive experience in the manufacture of innovative, high quality, precision plastics and timing devices permitting us to offer the consumer value in a branded fashion watch. Additionally, we have experience distributing products into 75 percent of the outlets for branded fashion watches.
OBJECTIVES
The combination of a unique, costeffective design allows us to establish a three percent market share in the first year. The Spree watch project will breakeven in 1998.
MARKETING STRATEGIES
General will introduce a new product, the innovative Spree watch, using penetration pricing, extensive advertising, and expanded distribution in order to increase our revenues and growth rate.
ACTION PLAN
The Spree watch has strong product benefits compared to current market offerings. To achieve our objectives we will offer our unique watch in a variety of designs at a suggested retail price of $45. Our current distribution covers 75 percent of the market. At this time we will not expand our distribution to access the jewelry store retail channel. We will increase our sales force by 5 persons and add a sales trainer to support for our market plan. Advertising of one million dollars will emphasis the unique design of the watch and is weighted toward print and point-of-purchase displays. This and television advertising will be scheduled two-thirds in the first six months of the campaign. To achieve consumer awareness in the first year, our advertising voice share will be considerably higher than that of the four market leaders.
Market Analysis
The Spree watch will compete directly with several other branded fashion watches. The market size for branded fashion watches is forecast to be $524 million retail dollars in 1998, growing to $721 million by 2002. Annual market growth is expected to exceed six percent through 2002, exceeding our current annual sales growth.
Market Segments
Table 1: Market Segments by Age
Company Analysis
General currently distributes products through channels accounting for 75 percent of watch sales. Branded fashion watch sales are growing faster than our current product lines. Our innovative product, product design skills, strong manufacturing skills, and experience in distributing consumer clocks provide an opportunity for entry and growth in this market.
SWOT Analysis
Strengths
·Innovative production methods provides the potential for new designs
·Experience in distribution channels for timepieces
Weaknesses
·No experience in distribution to jewelry stores
·No experience in marketing fashion products
Opportunities
·Large market
·Market growing faster than our current sales
·Consumer demand for fashion goods creates a demand for innovative products
Threats
·Strong competition with concentr
Internal management plan: In
1.1.4 Compe
the management plan for business owners, a competition section serves as a vehicle for understanding competition and developing strategic positioning. You and your team look at comparative strengths and weaknesses. It leads you straight to strategy.
Formal business plan: In a business plan event situation, with a plan to be shown to potential investors or as part of a bank loan, you’re describing the competition mainly to reassure your target reader that you are aware of and understand the competition, and are positioned to take advantage of opportunities and avoid the pitfalls.
In the first case, your business goal is offensive and proactive. It’s about foreseeing, in time, problems and opportunities likely to arise in the near future. You are trying to generate ideas and responses. You want open discussions. What might happen? What should we worry about?
In the second case, your business goal is defensive, potential, and— unless you’re careful—reactive. You want to show that you know the territory, have your defenses set, and will be able to overcome the challenges.
The difference is nuanced and not overwhelmingly obvious. As you develop your competition section, keep the goals in mind. That will help you decide what’s important. How comprehensive do you have to be? In the case of the management plan, you can skip the details and look for the high points. With the formal business plan, you will look bad for having missed some details.
Competitive positioning
You need to know how your business stacks up, in terms of the values it offers to its chosen target market. Key marketing tactics including pricing, messaging, and distribution, while others are about positioning your business against the background of the other offerings. How do you stack up against the others?
etition
Positioning map
I often refer to marketing expert Philip Kohler’s simple strategic positioning map of breakfast, shown here. You can easily draw your own map with any two factors of competition to see how a market stacks up. It’s a good reminder.
The goal is positioning (setting your business up against
the background of other offerings), and making that positioning
clear to the target market. How are you going to
take advantage of your distinctive differences, in your customers’ eyes?
What are you doing better? How do you work toward strengths and
away from weaknesses?
What do you want the world to think and say about
you and how you compare to others?
1.1.5 Overview
These three words are often used interchangeably, but they have slightly dierent connotations.
Summary is the broadest of the three. It refers to a short restatement of the main points of an argument, paper, lecture, etc. and especially a restatement used for better understanding, easier remembering, or showing how points relate to each other. It tends to be used most in academic contexts, but is also used quite a bit in magazines and newspapers.
Overview also refers to a restatement of the main points of something but has a more general connotation than summary. It tends to be used in academic contexts more than summary and has less general use in newspapers and magazines than summary does. But it is not formal: it also appears in spoken English more often than summary does.
Review is the narrowest of the three words and has several meanings. The first (and one of the most common) meanings of review is "a report giving someone's opinion about someone or something." This is used in both informal contexts ("movie reviews") and formal contexts ("This policy is under review."). This sense of review is also used in the name of magazines and academic journals that are full of these sorts of opinions ("Law Review", "The Annual Review of Biology").
The second use of review refers to a class, lecture, book, etc. that is meant to give you a very broad introduction to a subject ("a review of 19th century literature"). This use appears primarily in academic and formal contexts.
The third use of review is only found in American English and refers to studying information you have already studied before ("Do a review of Chapter 7 for the test."). This is the equivalent of the British word revision and it appears in informal and classroom contexts.
1.1.6 Why us? Chapter 1: Assume You Know The first chapter of “Start With Why” dives into the assumptions we make and the impact they have on our actions. Sinek gives examples of scenarios where looking at the bigger picture can shape your behavior towards driving long-term results. Take the classic example of American car manufacturers versus the Japanese. In American car factories, workers on the assembly line apply final fixes on doors using a rubber mallet, whereas in Japan the doors are engineered to fit perfectly from the start.
This is also a metaphor for leadership. There are two types of leaders: those who decide to manipulate to get to the end result, and those who start with the end result in mind and let everything else naturally fall into place.
Chapter 2: Carrots and Sticks According to Sinek, there are two ways to attract customers: inspiring the carrots or manipulating the sticks. Most of the sales tactics used by businesses today involve manipulation. These include price, promotions, fear, aspirations, peer pressure, and novelty. Pricing and promotions are the most commonly identified forms of sales manipulation, but fear, aspirations, peer pressure, and novelty tend to be more discrete.
Regardless of the type of manipulation, it is important to understand these are short-term solutions which end up leading to a cycle of repeated manipulation. Continuing too far down this path will impact long-term profitability, but there is another way which is revealed in chapter three.
Chapter 3: The Golden Circle The core of Simon Sinek’s “Start With Why” is his discovery of The Golden Circle. There are three parts of The Golden Circle: Why, How, and What.
1.2 Expectations 1.2.1 Forecast
1.2.2 Financial Highlights by Year Note 1: Values are rounded up or down to the nearest digit. Note 2: The year ended December 2015 are based on the nine-month period (AprilDecember) for the Company and subsidiaries with March 31 fiscal year-ends, and the 12-month period (January-December) for subsidiaries with December 31 fiscal yearends, due to a change in fiscal year period. Highlights for the Year Ended December 2017 Net sales for the fiscal year under review increased 16.0% year on year on a local currency basis. This resulted from such factors as global growth in the prestige market segment where the company has increased strategic investment, and the cumulative effect of new brands added by the Group since last fiscal year. When converted into yen, net sales reached ¥1,005.1 billion, an increase of 18.2% year on year, due to the positive effect of yen depreciation. Operating income rose 118.7% year on year to \80.4 billion. This was mainly due to an increase in the operating margin accompanying the growth in sales, improved efficiency in marketing investment and benefits derived from cost structure
reform. Net income attributable to owners of parent was ¥22.7 billion, a decrease of 29.1% year on year. This decrease resulted from the expense of voluntary recalls of some products and the recognition of an impairment loss on intangible and other assets related to Bare Escentuals, Inc. in the Americas as an extraordinary loss. This loss exceeded the extraordinary income recognized for the gain on the sale of Zotos shares and related assets. For the fiscal year under review, the consolidated operating margin was 8.0%. Consolidated return on equity was 5.6%.
2. Opportunity 2.1 Problem & Solution Citation: "Problem Solving and Decision Making in Conflict Resolution." Morton Deutsch and Peter T. Coleman, eds., The Handbook of Conflict Resolution: Theory and Practice San Francisco: Jossey-Bas Publishers, 2000, pp. 185-209. The authors describe the conflict resolution process as composed of two component processes: decision-making and problem solving. They describe each component, and develop a simple model of their interaction within the broader conflict resolution process. The problem solving process involves two main parts: diagnosing the conflict, and developing alternative solutions. Diagnosis emphasizes identifying the parties' underlying interests. The goal of problem solving approaches is to find mutually acceptable solutions to problems. Solutions may take the form of a compromise, or agreement on a fair procedure for generating an outcome. Integrative, or win-win, solutions are the most desirable. Strategies for reaching solutions include increasing contested resources (expanding the pie), finding alternative forms of compensation (nonspecific compensation), trading off small concessions (logrolling), or creating new options that satisfy underlying interests (bridging). Research shows that problem solving approaches to conflict resolution generate more agreements, more win-win outcomes, more outcome satisfaction in the short and long terms, and more durable solutions. Research also shows that problem solving approaches are more likely to be used by people in fair and cohesive organizations that recognize success and are open to innovation. Problem solving is more likely when parties are concerned for the others welfare, as well as their own.
Cognitive psychologists describe problem solving as a four stage process: Identifying the problem, generating alternative strategies, selecting and implementing a solution, and evaluating consequences. Cognitive psychology also suggests a model of interpersonal negotiation strategies that focuses on the different developmental levels of perspective taking by the parties. An egoistic perspective sees the other party as an object, and typical reactions include whining, ignoring, or hitting. The unilateral perspective recognizes the other as an
individual, but interacts with them in terms of obedience, command or avoidance. A reciprocal perspective acknowledges the others' interests but still considers them secondary. Interactions take the form of exchange-oriented negotiations. From a mutual perspective, "the needs of both the self and the others are coordinated, and a mutual, third-person perspective is adopted in which both sets of interests are taken into account."(p. 193) Interactions are collaborative. Adoption of the mutual perspective is very important for high quality problem solving.
2.2 Target Market Given the current state of the economy, having a well-defined target market is more important than ever. No one can afford to target everyone. Small businesses can effectively compete with large companies by targeting a niche market. Many businesses say they target "anyone interested in my services." Some say they target smallbusiness owners, homeowners, or stay-at-home moms. All of these targets are too general. Targeting a specific market does not mean that you are excluding people who do not fit your criteria. Rather, target marketing allows you to focus your marketing dollars and brand message on a specific market that is more likely to buy from you than other markets. This is a much more affordable, efficient, and effective way to reach potential clients and generate business. For example, an interior design company could choose to market to homeowners between the ages of 35 and 65 with incomes of $150,000plus in Baton Rouge, Louisiana. To define the market even further, the company could choose to target only those interested in kitchen and bath remodeling and traditional styles. This market could be broken down into two niches: parents on the go and retiring baby boomers. With a clearly defined target audience, it is much easier to determine where and how to market your company. Here are some tips to help you define your target market.
Look at your current customer base. Who are your current customers, and why do they buy from you? Look for common characteristics and interests. Which ones bring in the most business? It is very likely that other people like them could also benefit from your product/service. Check out your competition. Who are your competitors targeting? Who are their current customers? Don't go after the same market. You may find a niche market that they are overlooking. Analyze your product/service. Write out a list of each feature of your product or service. Next to each feature, list the benefits it provides (and the benefits of those benefits). For example, a graphic designer offers high-quality design services. The benefit is a professional company image. A professional image will attract more customers because they see the company as professional and trustworthy. So ultimately, the benefit of high-quality design is gaining more customers and making more money. Once you have your benefits listed, make a list of people who have a need that your benefit fulfills. For example, a graphic designer could choose to target businesses interested in increasing their client base. While this is still too general, you now have a base to start from. Dig deeper: How to conduct market research. Choose specific demographics to target. Figure out not only who has a need for your product or service, but also who is most likely to buy it. Think about the following factors: Age Location Gender Income level Education level Marital or family status Occupation Ethnic background
3. Execution 3.1 Marketing & Sales Marketing and Sales Manager Responsibilities Accomplish marketing and sales human resource goals through normal managerial duties, such as recruiting, training, scheduling, coaching and disciplining employees Identify trends and determine system improvements to achieve marketing and sales operational goals Prepare an annual budget to meet marketing and sales financial goals Identify different consumer requirements to properly identify marketing opportunities Research and capitalize on different marketing opportunities to improve product marketability and profitability Anticipate new opportunities to maintain relationship with important clients Gather, investigate and summarize data and trends to provide accurate information through reports Stay up to date on job knowledge by participating in educational opportunities, attending conferences and workshops, reading professional publications, maintaining a personal network and joining professional organizations Collaborate with other managers and key employees in sales and marketing department to achieve important goals Marketing and Sales Manager Requirements Bachelor’s Degree in Business and Marketing or related field 3-5 years of experience in sales representative, preferred in same industry 1-2 years of management experience Strong intrapersonal skills Familiarity with data analysis and reporting Exceptional understanding of sales and marketing Proven ability to learn and understand company policies and procedures Excellent verbal and written communication skills Ability to work under pressure preferred Persistent and dependable a bonus Company Profile Go-Go Marketing and Sales, Inc. was founded in July of 2005. Since then we have worked hard to provide our clients with innovative sales and marketing strategies. In the past decade, we have expanded our market from the north-west to the entire western region of the country. As our business continues to grow, we still strive to give every one of our clients the personalized service they have come to expect from Go-Go Marketing and Sales, Inc.
3.2 Operations 3.2.1 Locations & Facilities
3.2.2 Technology Our technology provides a clear competitive edge in terms of efficacyand efficiency (at least 30 times less drug used to get the same effect) with minimum residual drug in the used patchto ensure ease of disposal. The unique protective properties of silica matrixwill allow the production of SMART multitargeted bioactive patches. (e.g. combining growth factors like EGF, antibiotics and pain relief molecules) for the treatment of deep skin wounds such as burns. Based on our data, our nanocomposite patch technology can: Significantly extend the time of application. Minimise skin irritation via drug encapsulation in protective and biocompatible silica matrix. Increase the efficiency of the patch by several folds: More than 95% usage in the nanocomposite lidocaine patch. Significantly lower the drug loading in the patch thus providing an economically viable and effective solution for expensive drugs (>30x). Significantly reduce the residual drug in the used patch to almost nil which provides for easy disposal, especially required in the case of abuse-prone drugs like fentanyl. Allow multidrug treatments in one device: Super “All in One� dressings which will allow multifaceted wound care can be developed; i.e. faster and better healing, low scarring and improved pain management.
3.2.3 Equipment & Tools Introduction The objectives of this chapter will identify and study into the details and provide the literature review of Industrialized Building System (IBS). In this literature review of building system will also be covered in this chapter. The contents will focus on definitions of IBS, characteristic of building in Malaysia with application of IBS, advantages of IBS and disadvantages of IBS. The 5 types of widely used IBS in Malaysia project will be study in this chapter. In addition, the comparison of suggestion method which use of IBS in different building in Malaysia will be carried out in this chapter. Besides that, the systematic solution by applying IBS in current Malaysia projects which able to reduce waste during construction project life cycle which able to create and heading toward friendly or eco environment compare to conventional method will be carried out in this chapter. 2.1.1 Definition of IBS According to Dietz (1971), in the early literature defined IBS as the whole process of all the subsystems and components make full utilized of industrial production, transport and assembly technology. The IBS system is actually apply in construction industry is mainly to reduce input and generate more output by maximize or fully utilized the production, transportation and assembly during construction stage which indirectly save up a lot of time and costs for the process of above. (Dietz 1971) Meanwhile according Warszawski (1999), IBS defined as a set of interrelated elements, to take collective action that the designated and performance of the building. In additional, IBS is defined as a process of investment in facilities, technology and equipment, to minimize the amount of labour in the site, to improve the quality of building and to increase the speed of construction. From here we noticed that not only time and cost is being save up but indeed quality also can be improve by applying IBS.
3.3 Milestones & Metrics 3.3.1 Milestones Table Milestones
The Milestones table is one of the most important in your business plan. It sets the plan into practical, concrete terms, with real budgets, deadlines, and management responsibilities. It helps you focus as you are writing your business plan, and then, the Milestones table and plan-vs.-actual management analysis helps you implement your plan as you grow your business. Put some bite into your plan and management by listing specific actions to be taken. Each action becomes a milestone. This is where a business plan becomes a real plan, with specific and measurable activities, instead of just a document. Set as many milestones as you can think of to make it more complete. Give each milestone the following: name due date budget person responsible Then make sure that all your people know that you will be following the plan, tracking the milestones, and analyzing the plan-vs-actual results. If you don’t follow up, your plan will not be implemented.
3.3.2 Key Metrics This research contains enterprise-level IT spending and staffing metrics, as well as business productivity ratios for 21 vertical industries, collected throughout 2018 from a global audience. It provides an overall summary of the Key Industry Measures from the IT Key Metrics Data report series. Table of Contents Analysis How Does Your IT Organization Stack Up Against the Competition? IT Key Metrics Data Research Background IT Key Metrics Data Key Industry Measures Overview Using This Research Gartner’s ITBudget Tool: Compare Your IT Metrics to Your Industry Gartner IT Key Metrics Data Series IT Key Metrics Data Source Data Variations Demographics 2018 IT Investment Measures Total IT Spending/Budget Definition Points of Clarification IT Intensity Gartner’s Cost Value Matrix: Finding the Right Balance between your IT Cost Optimization and IT Investment Efforts IT Spending as a Percent of Revenue, 2018 IT Spending as a Percent of Operating Expense, 2018 IT Spending per Employee, 2018 IT Spending Percent Change, 2017 to 2018 2019 Outlook IT Spending Percent Change, 2018 to 2019 IT Spending as a Percent of Revenue, 2019 Projected IT Spending as a Percent of Operating Expense, 2019 Projected IT Spending per Employee, 2019 Projected IT Budget Distributions: Uncover the Facts IT Operational Versus Capital Spending Strategic IT Spending Portfolio: Run, Grow and Transform the Business IT Spending IT Spending by Funding Source IT Spending by Asset Category, 2018 Distribution of IT Spending by IT Functional Area, 2014 to 2018 IT Staffing Trends IT Full-Time Equivalents as a Percent of Employees Distribution of IT FTEs: Insourced Versus Contractor, 2018 Distribution of IT Staffing by IT Functional Area Conclusions Related IT Key Metrics Data Research Appendix: Exploring Gartner's Prescriptive Benchmark Analytics Capabilities Internal operations Market perspective Gartner Benchmark Analytics and Case Studies
5.2 Financing 5.2.1 Use of Funds The Sources and Uses of Funds Statement As you can tell from its title, a Sources, and Uses of Funds statement shows the reader the information needed to get the "big picture" of: Uses of Funds: The money needed for various purposes for business startup, including beginning quantities of supplies, equipment, and furniture needed the purchase of building/land or costs of deposits for rent, and other startup costs. If your business is considering expansion, the "uses" part of the statement would show the build-out or improvements you will need, and additional capital assets you will need to buy. Sources of Funds: Where the money for all funding is going to come from. You will probably have a mix of different funds for different parts of your plan. For example, you may be contributing office furniture yourself, getting a loan for purchasing major equipment, and getting a line of
5.2.2 Sources of Funds
What the sources and uses of funds statement tells you
The cash flow statement tells exactly where a company got their money from and how it was spent. All cash received (inflows) by the company, and spent (outflows) by the company will be shown in this statement. This statement is made up by listing the changes that have occurred in all of the balance sheet items between any two balance sheet dates.
The cash flow statement shows how changes in balance sheet accounts can aect the cash which is available to a business. The projections in the statement help businesses, especially when planning short-term goals or investments, to see the available amount of cash available for those actions. They use cash flow statement to pick up healthy or unhealthy trends regarding a company’s trading activities.
6. Appendix 6.1 Monthly Financial Forecasts US slowdown? Tell that to consumers A flattening yield curve and a few soft data points have raised concerns that the US economy is heading for a slowdown. Sure, we are likely to see some moderation in GDP growth after the best back-to-back quarterly gains in four years. But it’s hard to see much evidence that the economy has shifted to a below-trend pace of growth. Most importantly, consumer spending—about 2/3 of GDP—continues to look very healthy. Personal spending picked up strongly in October and early retail indicators point to a solid start to the holiday shopping season. Rising wages and continued job gains are supporting incomes, and confidence doesn’t seem to have been dented much by recent equity market volatility. Lower gasoline prices (down some 15% since mid-October) are also leaving a bit more money in pocketbooks. The stimulative effect of lower income taxes is set to fade somewhat next year. But consumers still have room to spend. The household savings rate remains north of 6%—well above the 3-4% rates seen late in the last expansion. All told, we see consumer spending growing at a healthy 2.5% pace next year, just short of this year’s 2.7% gain.
6.2 Additional Documentation Examples and Observations "Documentation has many meanings, from the broad —anything written in any medium—to the narrow— policies and procedures manuals or perhaps records." (Adrienne Escoe, The Practical Guide to PeopleFriendly Documentation, 2nd. ed. ASQ Quality Press, 2001) "An issue more important than documentation form is knowing when to document. In brief, anything that is copied needs to be documented... "Perhaps the best tip for knowing when to document is to use common sense. If writers are careful to give credit where it is due and to provide the reader with easy access to all the source material, the text is probably documented appropriately." (Kristin R. Woolever, About Writing: A Rhetoric for Advanced Writers. Wadsworth, 1991) Note-Taking and Documentation During the Research Process "The most important thing to remember when you take notes from your sources is that you must clearly distinguish between quoted, paraphrased, and summarized material that must be documented in your paper and ideas that do not require documentation because they are considered general knowledge about that subject." (Linda Smoak Schwartz, The Wadsworth Guide to MLA Documentation, 2nd ed. Wadsworth, 2011)
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