Skip to main content

Business Plan Credibility

One of Cauvin, Inc.'s current clients is a start-up. The founder of the company writes business plans for a living, so naturally he wrote the business plan for his company. A key reason for hiring us was to give credibility to the overall business plan. We conducted a market analysis and provided him with a report, which he attached to the business plan.

A business plan that doesn't base its premises on solid market research does little more than speculate about:
  • How the company should market the product
  • The size of the market for the product
  • What the product should do
If you're a CEO, one of your responsibilities may be to pitch the story about your company's products to investors. You'll have a lot more credibility, and have a more convincing story, if you have solid market research to back it up.


mark said…
I'm a little confused. Is this a positive example? If I just attach data/analysis to a business plan, that doesn't make it a better business plan... (?) Did he have much to revise?
Roger L. Cauvin said…
Absolutely! Key pro forma numbers came from the market segmentation and sizing estimates. Furthermore, the sections of the business plan on marketing and product definition reflected the recommendations in the final report.

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

Interaction Design: the Neglected Skill

Your product development organization has a big, gaping hole in it. (Be prepared to feel defensive as you continue reading.) One of the most important roles in product development is the role of interaction designer. An interaction designer designs how the users will interact with the product and conceptualize the tasks they perform. He decides whether, for example, the user interface will be command driven, object oriented (clicking on objects then specifying what to do with them), or wizard based. The interaction designer decides the individual steps in the use cases. Every company has one or more people that play the interaction designer role. Usually, those people have little or no expertise in interaction design. Sadly, they typically don't even realize how unqualified they are. Let's see who typically plays the role at companies. Engineer . An engineer is an expert on building what is designed. Yes, an engineer may know how to design the internal structure of the hardware