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Business PlansBusiness Models

GrowthPath Pty Ltd. L1 368 Johnston St, Abbotsford 3067 Vic Australiahttp://www.growthpath.com.au Ph: 03 8678 1850

GrowthPath Business Plans

About our Business PlansGrowthPath business plans connect market and competitor analysis with yourpoints of difference. We integrate this with a powerful financial model.

Together, the plan and the model make a roadmap for growth and a convincingnarrative of business potential.

The plan shows how your strengths build on opportunities opened up bytrends, market gaps and competitor weaknesses. The financial model is notbased on the traditional accounting approach, but instead focuses on whatdrives revenues and costs. A range of scenarios are used. One conclusion fromthe model is a business valuation. We call this approach the IntegratedValuation Narrative (IVN) business plan.

All our plans use credible external data and show how your business ispositioned against competitors (or how it will be positioned).

The written document is an analysis of your market and your competitors,using third-party market research data and our own analytical skills.

Our strong financial background is visible in our highly credible financialforecasts and risk analysis.

Using business plans for raising fundsAn Information Memorandum (IM) is a formal document used by companieswhich want to raise funds from investors in Australia. A GrowthPath businessplan is not an Information Memorandum, although it can be converted into anIM. There are small-scale fund raising options which do not need an IM.Raising funds from investors is carefully regulated in Australia, even for smallamounts. A GrowthPath business plan is a significant part of the process, but itis not sufficient. You will need some specific professional advice. You candiscuss this with us further.


Tailored to the audienceEffective communications need to betailored to their audience.

Business plans have four main targets. AGrowthPath Business Plan adjustsaccordingly.

The four main targets are

1. Investors2. Lenders (eg banks)3. Government or industry body, for alicence, approval or grant4. Business owners and senior management

You can read more about these four audience types and how the business planand model needs to be adjusted at our website:

http://growthpath.com.au/services/business-plans-models-and-cashflow-forecasting.html

Successful communication alwaysmeans knowing your audience


Engaging GrowthPath to make a business plan

First Step: QuotingWe interview you to learn about your business, your management team, yourhistory and immediate challenges. Together, we agree on the purpose of theplan and its audience.

Second stepYou provide us with information and data. This may include recent financialperformance, intellectual property you hold, ideas and concepts behindbranding and market segments.

Third stepWe complete a draft business plan. Optionally, custom market research can beconducted. We may also need to investigate your cost structure (we are expertsat manufacturing, retail, online business and international trade so weprobably have the expertise in-house).

A draft financial model is also ready at this point.

Fourth step: finalisationWe integrate a marketing plan. Marketing plans are specialised; we haveexperts on our team, but many clients have their own preferred marketingspecialist.

Next stepsThe business plan is finished. Additional services can include introduction tofund raising specialists (equity or debt), creating an investment marketing packand supporting you in explaining and deploying the plan.


Contents of the business planGrowthPath offers four types of business plan. The investor-focused plan is apopular choice.

This is an example table of contents for an investor-focused business plan:

1.! DEAL SUMMARY 2!2.! CONTACT INFORMATION 2!3.! KEY INVESTOR HIGHLIGHTS 2!4.! THE INVESTMENT OPPORTUNITY 2!5.! CURRENT STATUS OF THE BUSINESS 3!6.! BUSINESS VISION 3!7.! UNLOCKING ONLINE BUSINESS FOR EXISTING RETAILERS 3!8.! DIFFERENTIATION AND BARRIERS TO ENTRY 4!9.! TARGET MARKET 5!10.! THE BUSINESS ENGINE 6!11.! CRITICAL SUCCESS FACTORS 7!12.! TRANSPORT CO SWOT 7!13.! MARKET REVIEW 8!14.! KEY PERSONNEL, BOARD AND CORPORATE GOVERNANCE 10!15.! CORPORATE STRUCTURE 11!16.! FINANCIAL REPORTING TO SHAREHOLDERS 11!17.! CONTINGENCY PLANS 12!18.! BUSINESS FINANCIALS 13!19.! COMPANY VALUATION 17!20.! INTELLECTUAL PROPERTY 19!21.! EXAMPLE RATE CARD 19!22.! PROJECTED FINANCIAL STATEMENTS 20!23.! COMPANY DOCUMENTS 26!


Market researchMarket research is an important part of GrowthPath business plans.

We subscribe to leading data sources, such as IBIS World, and we access andanalyse ABS data, including census data. We research large subscriber-onlycatalogs of academic and business journals.

We also undertake customised market research, such as surveys of customersand potential customers.

MedicalService Co Melbourne Business Plan

Page 15 of 31

4.2. Market Size and Trends specific to MedicalService Co Melbourne

Demand for hearing services is affected by the extent of hearing loss in the community, which in turn is caused by exposure to loud noise (accounting for 37% of hearing loss), illness, accidents, exposure to certain drugs and chemicals, or the normal ageing process. More than half of the population aged between 60 and 70 has a hearing loss. This increases to 80% of those aged over 80 (source: Australian Hearing, a Federal Government agency). Australian Hearing estimates that around 15% of Australians have hearing loss, and this will steadily increase by around 0.25% per year until the middle of the century, mainly due to the aging population. MedicalService Co is based in postcode 3141 (South Yarra) and will serve the postcodes 3141, 3142, 3143 and 3144 (that is, an area south of the Yarra River and extending for about five kilometres). This area is wealthy: 32% of households reported average weekly earning above $2000 in 2006, compared with 16% for Australian overall. The population is older than average. 27% of the population was aged 55 or higher, compared with 24% for Australia as a whole. The most recent Australian Census (2006) indicates there are 13,000 people over 55 years in these postcodes. This is 14% higher than census data of 2001; the proportion of people aged over 55 was 24% in 2001. The area is aging quite quickly, which makes it attractive for hearing services. The total population in these postcodes is 49,500 people (2006 data) Assuming 60% of the population over 55 has hearing loss, and 10% of the remainder, this gives a market size of around 11500 people, Many of these will already have relationships with hearing service providers. The core market is those people who develop hearing problems, or

MedicalService Co

MedicalService Co Melbourne Business Plan

Melbourne Business Plan

2.4.

Demand for hearing services is affected by the extent of hearing loss in the community, which

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Demand for hearing services is affected by the extent of hearing loss in the community, which in turn is caused by exposure to loud noise (accounting for 37% of hearing loss), illaccidents, exposure to certain drugs and chemicals, or the normal ageing process. More than half of the population aged between 60 and 70 has a hearing loss. This increases to 80% of those aged over 80 (source: Australian Hearing, a Federal Governmen

Australian Hearing estimates that around 15% of Australians have hearing loss, and this will steadily increase by around 0.25% per year until the middle of the century, mainly due to the aging population.


Australian Hearing estimates that around 15% of Australians have hearing loss, and this will steadily increase by around 0.25% per year until the middle of the century, mainly due to the aging population.


Australian Hearing estimates that around 15% of Australians have hearing loss, and this will steadily increase by around 0.25% per year until the middle of the century, mainly due to the

Demand for hearing services is affected by the extent of hearing loss in the community, which in turn is caused by exposure to loud noise (accounting for 37% of hearing loss), illness, accidents, exposure to certain drugs and chemicals, or the normal ageing process. More than half of the population aged between 60 and 70 has a hearing loss. This increases to 80% of those aged over 80 (source: Australian Hearing, a Federal Government agency).



accidents, exposure to certain drugs and chemicals, or the normal ageing process. More than


aging population.

MedicalServic3142, 3143 and 3144 (that is, an area south of the Yarra River and extending for about five kilometres). This area is wealthy: 32% of households reported average weekly earning above $2000 in 2006, compared with 16% for Australian overall. The population is older than average. 27% of the population was aged 55 or higher, compared with 24% for Australia as a whole.

aging population.

MedicalService Co is based in postcode 3143142, 3143 and 3144 (that is, an area south of the Yarra River and extending for about five kilometres). This area is wealthy: 32% of households reported average weekly earning above $2000 in 2006,

ed with 16% for Australian overall. The population is older than average. 27% of the population was aged 55 or higher, compared with 24% for Australia as a whole.

is based in postcode 3141 (South Yarra) and will serve the postcodes 3141, 3142, 3143 and 3144 (that is, an area south of the Yarra River and extending for about five

This area is wealthy: 32% of households reported average weekly earning above $2000 in 2006, ed with 16% for Australian overall.

The population is older than average. 27% of the population was aged 55 or higher, compared

1 (South Yarra) and will serve the postcodes 3141, 3142, 3143 and 3144 (that is, an area south of the Yarra River and extending for about five

This area is wealthy: 32% of households reported average weekly earning above $2000 in 2006,


1 (South Yarra) and will serve the postcodes 3141,

This area is wealthy: 32% of households reported average weekly earning above $2000 in 2006,


The most recent Australian Census (2006) indicates there are 13,000 people over 55 years inthese postcodes. This is 14% higher than census data of 2001; the proportion of people aged over 55 was 24% in 2001. The area is aging quite quickly, which makes it attractive for hearing services.

The total population in these postcodes is 49,500 peopl

Assuming 60% of the population over 55 has hearing loss, and 10% of the remainder, this gives

The most recent Australian Census (2006) indicates there are 13,000 people over 55 years inthese postcodes. This is 14% higher than census data of 2001; the proportion of people aged over 55 was 24% in 2001. The area is aging quite quickly, which makes it attractive for hearing

The total population in these postcodes is 49,500 peopl



The total population in these postcodes is 49,500 people (2006 data)



e (2006 data)




geaP 15

a market size of around 11500 people, Many of these will already have relationships with hearing service providers. The core market is those people

of 31

Assuming 60% of the population over 55 has hearing loss, and 10% of the remainder, this gives a market size of around 11500 people, Many of these will already have relationships with hearing service providers. The core market is those people

Assuming 60% of the population over 55 has hearing loss, and 10% of the remainder, this gives a market size of around 11500 people, Many of these will already have relationships with hearing service providers. The core market is those people who develop hearing problems, or

Assuming 60% of the population over 55 has hearing loss, and 10% of the remainder, this gives a market size of around 11500 people, Many of these will already have relationships with

who develop hearing problems, or

who develop hearing problems, or

OnlineCo.Com Business Plan

Page 13 of 37

4.6. Australian Market Size and Segmentation

Key demographics and segmentation IBISWorld reports on “Book, Magazines and Periodicals, and Stationery”. The total domestic market is $7.9bln, of which books are 33%, or $2.6bln

This compares with New Zealand data provided by the Red Group, an operator of chain and franchise book stores, where books make up 42% of the same general sector definition.

Education sales are 35% of book sales. Sales in the education sector are driven by the growing participation in education. The University Co-operative Bookshop, a major player in the education segment, has seen sales growth of 6% per year for the last five years.

4.7. Overview of online retail in Australia According to IBISWorld (2011), online retail is growing by around 9% per year, with domestic revenue of $5b. CBA published data in mid-2011 estimating the total online spend in Australia is $9.5b, of which $4.2b went to overseas businesses (so quite close to the IBIS World domestic estimate). This spend is around 4% of total retail spend. PwC released a report in mid-2011 estimating online retail to be $14b by the end of 2011 with a growth of 13%. This report estimates that the overseas share is 50%, and growing annually by 25%. Overall retail growth is only 2%, so there is no doubt that online retail is getting enormous traction.

The domestic online retail market is possibly beginning to move away from complete dominance by specialist online retailers as established retailers build multi-channel capabilities, and learn how to integrate online with existing operations. However, multi-channel distribution is not easy, since established businesses worry about cannibalisation, and it does little to address the high-cost structures of existing operations. Overseas online retailers are likely to grow in importance due to cost and range advantages, and are providing some localised features, such as AUD pricing, and Australian return addresses.


Competitor analysisA “strengths and weakness” assessment is meaningless unless it is relative tocompetitors. A standard GrowthPath business plan includes expert analysis ofkey competitors. The analysis is based on a number of key variables which areunique to the market and business opportunity.

The market and competitor analysis makes it clear where your business has anopportunity for positive differentiation, and what features need to exist to be acredible player in the target market.

The illustration below is a partial extract of a matrix-summary of a competitoranalysis.

Business Plan

P

4.9. Competitors: Market Positioning and Differentiation Color Coding significant point of difference

Required, otherwise a significant weakness

Needs further attention to decide significance

eBay Amazon myShopping.com.au

Fishpond.com A1outlet.com Online.Com Asia Pacific

Type Online marketplace, C2C and B2C

Online retailer, & marketplace B2C

Price comparison search engine B2C

Online retailer, & marketplace C2C

Online marketplace, C2C(?) and B2C

Online marketplace B2C

Country of domicile for sellers (APR region)

AU,NZ,JP JP AU AU,NZ None in APR AU,NZ

Monthly fees for 5000 SKU store

$500 $40 $0 $0 $0

Revenue model Fixed fee + sales commission

Fixed fee + sales commission

Pay per click Sales com5)mission

Sales commission Sales commission

Commission taken $525 + plus approx. $330 PayPal fees (2.4% + $0.30)

$1660 (includes payment commission)

$750 (10) $750 $750

Total fees $1355 (18%) $1700 (23%) $750 $750 (10%) $750 (10%)

Seller reputation management

Yes Yes No Yes No Yes

Seller regulation by market place

Weak (reactive supplier delisting)

Strong (Active monitoring of performance)

Weak No Very Weak Strong ?

Marketplace Offers fulfilment

No Yes No No No No

Mandated shipping fees No Yes No Yes No No (but given the appeal of free shipping to consumers, this could be considered)


Financial modelThe financial model is central to thebusiness plan. It enables many valuablefeatures of the GrowthPath IVNBusiness Plan package.

Unlike traditional Profit and Lossstatements, our financial model isbased on revenue and cost drivers: thefew key aspects your business needs tofocus on for profit and growth. The

traditional financial reports are important, but they are an output of the model,not the framework of the model

.

Revenue and cost driversRevenue and cost drivers are mapped into a tree, which forms the basis for thefinancial model. Revenue and cost drivers help you focus on what reallyinfluences profit and growth.


Cashflow model and scenariosThe business model is a spreadsheet with a customised model based on thecost and revenue drivers. It supports scenarios so you can see what happens ifkey assumptions change. The data all comes together in a central cashflow tab,and from there profit and loss and balance sheets tabs are automatically

derived.

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Financial StatementsThe standard financial model automatically produces three years of Profit &Loss, Balance Sheet statements.

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Valuation and Share Dilution ToolsOur standard financial model includes two valuation methods, and we canoptionally include a share dilution tool so existing shareholders can modeltheir dilution based on certain equity offers in one or two rounds.

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PricingA GrowthPath business plan is customised for each project. The point of abusiness plan is to show how a business is different from competitors, and howit uses that difference to create value. It’s self-defeating to attempt a convincinganalysis using a me-too, one-size-fits-all plan.

Such a strong business plan and financial model requires a considerableamount of effort. We need to work with the client to determine how muchexisting work can be re-used. We are strongly motivated to use existinginformation because it means we can quote more cheaply.

Business plans for our clients are usually in the range of $3000 to $10 000(before GST).

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