Business: "Why should I believe you?"

"Why should I believe you?"

Written by Jim Logan

I see a fair amount of business plans - it's an occupational hazard.

Not long ago I sat with a company to discuss their business plan. The CEO and founder of this start-up presented his operating and fundraising plan. His basic plan was to raise $8-10M in a second round of financing.

They had all repparttar charts, financial data, revenue forecasts, market studies, etc. Every chart was “up and to repparttar 103175 right”; every conclusion was a tremendous profit in years 3-5.

What caused this post were their less than confident and convincing answers to repparttar 103176 following questions I had of their plan:

1. Why should I believe you'll achieve your plan? 2. How are you going to assure success in repparttar 103177 first 6, 12, and 18 months of your plan? 3. Forget repparttar 103178 multiyear success you expect, what specific things are you going to do to achieve your plan in repparttar 103179 next 4-6 quarters? 4. What is your sales cycle? 5. How many suspects need to be "touched" to reach your revenue plan? 6. How many prospects do you need to close to reach your revenue projections? 7. How are you going to support repparttar 103180 customers you win?

Business Opportunity Creation

Written by Matt Clarkson

For many years people all over repparttar

world have been getting you to buy their business opportunity or system to make money from. There is a whole industry out there for people who are looking for a business opportunity to buy and opportunity creators have been cashing in on this for years. That includes all manner of franchises and licensing deals. I am currently creating a product that teaches you how

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