How to Use Graphs and Charts in Your Business Plan

Written by Dave Lavinsky


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Finally, ifrepparttar business plan is only being presented to a single or a small number of investors,repparttar 103391 amount of graphs and charts should reflectrepparttar 103392 wants, needs and sophistication of those few readers. For instance, ifrepparttar 103393 plan is being presented only to strategic investors who understandrepparttar 103394 market, graphs can be used to convey information for which these investors may already have background knowledge.

Conversely, always keep in mind thatrepparttar 103395 plan is not a slide presentation, and too many graphs and charts may positionrepparttar 103396 company as one that is too lazy to completerepparttar 103397 process of developing a formal business plan.

To summarize,repparttar 103398 amount of charts and graphs used inrepparttar 103399 business plan must reflectrepparttar 103400 audience forrepparttar 103401 plan; an audience that is usually time and energy constrained. The charts and graphs must complementrepparttar 103402 text, enablerepparttar 103403 audience to quickly and easily digestrepparttar 103404 information, and as always, interestrepparttar 103405 audience in takingrepparttar 103406 next step (e.g., scheduling an in-person meeting) inrepparttar 103407 investment process.

As President of Growthink, Dave Lavinsky leads a company that develops strategic business plans, conducts market research, and builds financial models for growing ventures. To date, Growthink has developed over 200 business plans for clients who have raised over $750 million in venture capital.


Lifetime Training

Written by Arthur Cooper


Continued from page 1

It isrepparttar time to get yourself ready to be ahead ofrepparttar 103390 rest and to hitrepparttar 103391 ground running when demand starts to grow again.

And if you are an employee in a company that refuses to give yourepparttar 103392 training you need and want, then don’t just sit there complaining. Do something about it. Training should be continuous and lifelong. You cannot possibly know it all. There is always some new skill to learn. There is always some extra knowledge to acquire. But do it. Work hard at it, but make it fun and enjoy it.

Arthur Cooper is a consultant, writer and publisher. For his mini-course ‘Better Management’ go to: http://www.barrel-publishing.com/better_management.shtml


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