#businessplan — Public Fediverse posts

AM Best Removes From Under Review With Negative Implications and Affirms Credit Ratings of Auto Club MAPFRE Insurance Company

OLDWICK, N.J., December 18, 2025–(BUSINESS WIRE)–AM Best has removed from under review with negative implications and affirmed the…
#Spain #ES #Europe #Europa #EU #Mapfre #balancesheet #businessplan #CreditRating #enterpriseriskmanagement #ERM #negativeimplications
https://www.europesays.com/spain/10328/

Strategische Neuausrichtung im Mittelstand: Der Businessplan als agiles Steuerungsinstrument - Hier Weiterlesen: https://www.mittelstand-nachrichten.de/unternehmerwissen/der-businessplan/ - #Businessplan #Mittelstand #Ratgeber #Startup

https://www.europesays.com/ie/423265/ This woman raided her 401(k) and her kids’ college fund to start a business. It’s now pulling in millions #Business #BusinessInsider #BusinessPlan #DaveRamsey #Éire #IE #Ireland #PersonalFinance #PersonalFinance #RetirementSavings #ShaneEvans #SmallBusiness #USChamberOfCommerce #WellnessRetreat

#today just finished reviewing and commenting on #lowCarbon #communityEnergy #businessPlan for my mentee; will now catch up with #NewScientist article splurge!

Business Plan Presentation Template: RedGiant’s Minimalist Adobe InDesign Solution Accelerates Pitch Deck Efficiency: https://weandthecolor.com/business-plan-presentation-template-redgiants-minimalist-adobe-indesign-solution-accelerates-pitch-deck-efficiency/208184

RedGiant’s minimalist business plan presentation template reframes pitch deck creation as a time-efficiency problem rather than a design challenge.

#businessplan #adobeindesign

🚨 OMG! Breaking news: someone's #Deutschlandtickets vanished into thin air! 🎟️💨 Apparently, ticket fraudsters are now working at an "industrial scale," proving that even ticket crimes can have a solid business plan. 🎭💼 Meanwhile, the article itself provides more podcast feed formats than you'd ever care to use. 💤📻
https://media.ccc.de/v/39c3-all-my-deutschlandtickets-gone-fraud-at-an-industrial-scale #ticketfraud #podcasting #news #businessplan #HackerNews #ngated

European vs. American Investors: Two Worlds, Two Mindsets

Over the past weeks, I had the opportunity to attend two major events shaping my entrepreneurial perspective: the Venture Days in Luxembourg and the Web Summit in Lisbon. Both were intense, inspiring and at times overwhelming, especially because I was wearing all the hats at once.

Building a solid business plan, compelling a pitch deck, developing the software, managing stakeholders and potential customers, while simultaneously running a fast-growing open-source project is challenging. But these events gave me invaluable insights into how differently European and American investors think and why this has such a deep impact on how we must communicate.

European Investors

Pragmatic. Detail-driven. Break-even focused.

In Luxembourg and other European settings, conversations consistently revolved around questions such as:

• How fast can you reach break-even?
• Show me the exact numbers, prices and sources.
• How precisely is the market researched?
• What is the unit economics structure?

European investors tend to value stability, caution and predictability. They expect detailed business plans where every calculation is documented in depth. Market research, pricing models, competitive matrices and break-even analyses carry significant weight.

What is often missing is ambition.
The desire to change the world is frequently overshadowed by a culture centered around minimizing risk. Radical innovation becomes rare. Founders are encouraged to think small, stay safe and avoid big leaps. As a result, Europe produces far fewer breakthrough technologies.

American Investors

Vision first. Details later.

The conversations I had with American investors, both in Luxembourg and Lisbon, felt dramatically different.

Their core interests centered around questions such as:

• How do you dominate the global market?
• What is the story and the movement you are building?
• How big can this become?
• What is the monopoly you are aiming for?

American-style investors think in terms of global market power, narrative, category creation and world-changing potential. They want to invest in huge visions and massive outcomes, even if the roadmap is not fully defined yet.

For them, communication must be bold, visionary and transformative.

This Creates a Communication Challenge

Switching between these mindsets is not easy. You cannot pitch the same story in Germany as you would in Silicon Valley.

That’s why I created a communication matrix that highlights the differences between the “German/European Approach” and the “American Approach”. It helps me stay conscious about how to communicate depending on the audience and their cultural expectations.

Pitching is not just about the product — it is about the mindset of the listener.

Why We Are Building Infinito.Nexus

Infinito.Nexus aims to become the universal platform for rapidly building sovereign IT infrastructure. Organizations should be able to operate an essentially unlimited number of SaaS applications behind a single SSO layer, fully sovereign, on any servers or providers they choose, without being exposed to monopoly pressure or external control.

Our vision extends to hardware. Laptops, servers and even smartphones will be delivered preconfigured, ready to use the very next day, and immediately integrated into a sovereign infrastructure. The platform becomes the foundation for sovereign IT by combining automated deployment, full application integration and ready-to-use hardware into one seamless ecosystem.

Different Expectations in the US and Europe

US investors respond strongly to the transformative scale of this vision. For them, we explicitly highlight that Infinito.Nexus aims to become the dominant platform for sovereign IT deployments worldwide. This may sound paradoxical in the context of sovereignty, yet it is entirely compatible. Everything remains open source and users remain free to host wherever they want, but they naturally stay with us because of convenience, automation and usability. The logic is identical to how people today choose Netflix instead of downloading movies or Spotify instead of pirating music. Convenience creates loyalty.

For US investors, we emphasize that this convenience-driven retention enables us to secure long-term platform dominance. In addition, we guarantee enterprise-level SLAs and large-scale managed deployment services when the infrastructure is provisioned through our platform, which further strengthens trust at the enterprise level and reinforces our strategic position.

European investors think differently. They place higher value on predictable steps, measurable risk management and immediate practical value. While they understand the long-term vision, they expect a grounded and incremental approach that fits the realities of the European market.

Adapting the European Narrative

For the European context we present a slower and more conservative scaling strategy. Instead of focusing immediately on global automation, we begin with B2B delivery teams that manually roll out sovereign environments for startups and technologically open young companies. This lowers perceived risk but increases operational cost and reduces speed, and it creates exposure to competitors who scale more aggressively. Nevertheless, this approach aligns with the European preference for reliability, trust-building and controlled expansion.

In addition, the European narrative places a much stronger emphasis on consulting. Unlike in the US narrative, where consulting is downplayed due to poor scalability, in Europe consulting is both expected and necessary. It gives us the ability to tailor environments more deeply to customer needs, particularly for complex ERP and CRM integrations that require significant customization. Consulting also reinforces the perception of reliability and competence, which is essential for conservative investors.

A Unified Perspective

Both narratives describe the same product and the same mission. The US approach highlights global market leadership, platform dominance supported by convenience retention and enterprise-level services. The European approach emphasizes concrete value, trust-building, customization and predictable growth. The difference is not in the substance of the platform, but in how the story is framed so each audience sees exactly why Infinito.Nexus fits their worldview and investment culture.

#americanInvestors #breakEvenAnalysis #businessPlan #cloudDeployment #digitalSovereignty #entrepreneurship #europeanInvestors #founderInsights #fundingStrategy #globalScaling #infinitoNexus #innovationMindset #investmentCulture #investorCommunication #itInfrastructureMarketplace #openSource #pitchStrategy #saasAutomation #sovereignCloud #startupEurope #startupFinancing #startupUsa #techEcosystem #unitEconomics #ventureCapital #ventureDaysLuxembourg #webSummitLisbon

European vs. American Investors: Two Worlds, Two Mindsets

Over the past weeks, I had the opportunity to attend two major events shaping my entrepreneurial perspective: the Venture Days in Luxembourg and the Web Summit in Lisbon. Both were intense, inspiring and at times overwhelming, especially because I was wearing all the hats at once.

Building a solid business plan, compelling a pitch deck, developing the software, managing stakeholders and potential customers, while simultaneously running a fast-growing open-source project is challenging. But these events gave me invaluable insights into how differently European and American investors think and why this has such a deep impact on how we must communicate.

European Investors

Pragmatic. Detail-driven. Break-even focused.

In Luxembourg and other European settings, conversations consistently revolved around questions such as:

• How fast can you reach break-even?
• Show me the exact numbers, prices and sources.
• How precisely is the market researched?
• What is the unit economics structure?

European investors tend to value stability, caution and predictability. They expect detailed business plans where every calculation is documented in depth. Market research, pricing models, competitive matrices and break-even analyses carry significant weight.

What is often missing is ambition.
The desire to change the world is frequently overshadowed by a culture centered around minimizing risk. Radical innovation becomes rare. Founders are encouraged to think small, stay safe and avoid big leaps. As a result, Europe produces far fewer breakthrough technologies.

American Investors

Vision first. Details later.

The conversations I had with American investors, both in Luxembourg and Lisbon, felt dramatically different.

Their core interests centered around questions such as:

• How do you dominate the global market?
• What is the story and the movement you are building?
• How big can this become?
• What is the monopoly you are aiming for?

American-style investors think in terms of global market power, narrative, category creation and world-changing potential. They want to invest in huge visions and massive outcomes, even if the roadmap is not fully defined yet.

For them, communication must be bold, visionary and transformative.

This Creates a Communication Challenge

Switching between these mindsets is not easy. You cannot pitch the same story in Germany as you would in Silicon Valley.

That’s why I created a communication matrix that highlights the differences between the “German/European Approach” and the “American Approach”. It helps me stay conscious about how to communicate depending on the audience and their cultural expectations.

Pitching is not just about the product — it is about the mindset of the listener.

Why We Are Building Infinito.Nexus

Infinito.Nexus aims to become the universal platform for rapidly building sovereign IT infrastructure. Organizations should be able to operate an essentially unlimited number of SaaS applications behind a single SSO layer, fully sovereign, on any servers or providers they choose, without being exposed to monopoly pressure or external control.

Our vision extends to hardware. Laptops, servers and even smartphones will be delivered preconfigured, ready to use the very next day, and immediately integrated into a sovereign infrastructure. The platform becomes the foundation for sovereign IT by combining automated deployment, full application integration and ready-to-use hardware into one seamless ecosystem.

Different Expectations in the US and Europe

US investors respond strongly to the transformative scale of this vision. For them, we explicitly highlight that Infinito.Nexus aims to become the dominant platform for sovereign IT deployments worldwide. This may sound paradoxical in the context of sovereignty, yet it is entirely compatible. Everything remains open source and users remain free to host wherever they want, but they naturally stay with us because of convenience, automation and usability. The logic is identical to how people today choose Netflix instead of downloading movies or Spotify instead of pirating music. Convenience creates loyalty.

For US investors, we emphasize that this convenience-driven retention enables us to secure long-term platform dominance. In addition, we guarantee enterprise-level SLAs and large-scale managed deployment services when the infrastructure is provisioned through our platform, which further strengthens trust at the enterprise level and reinforces our strategic position.

European investors think differently. They place higher value on predictable steps, measurable risk management and immediate practical value. While they understand the long-term vision, they expect a grounded and incremental approach that fits the realities of the European market.

Adapting the European Narrative

For the European context we present a slower and more conservative scaling strategy. Instead of focusing immediately on global automation, we begin with B2B delivery teams that manually roll out sovereign environments for startups and technologically open young companies. This lowers perceived risk but increases operational cost and reduces speed, and it creates exposure to competitors who scale more aggressively. Nevertheless, this approach aligns with the European preference for reliability, trust-building and controlled expansion.

In addition, the European narrative places a much stronger emphasis on consulting. Unlike in the US narrative, where consulting is downplayed due to poor scalability, in Europe consulting is both expected and necessary. It gives us the ability to tailor environments more deeply to customer needs, particularly for complex ERP and CRM integrations that require significant customization. Consulting also reinforces the perception of reliability and competence, which is essential for conservative investors.

A Unified Perspective

Both narratives describe the same product and the same mission. The US approach highlights global market leadership, platform dominance supported by convenience retention and enterprise-level services. The European approach emphasizes concrete value, trust-building, customization and predictable growth. The difference is not in the substance of the platform, but in how the story is framed so each audience sees exactly why Infinito.Nexus fits their worldview and investment culture.

#americanInvestors #breakEvenAnalysis #businessPlan #cloudDeployment #digitalSovereignty #entrepreneurship #europeanInvestors #founderInsights #fundingStrategy #globalScaling #infinitoNexus #innovationMindset #investmentCulture #investorCommunication #itInfrastructureMarketplace #openSource #pitchStrategy #saasAutomation #sovereignCloud #startupEurope #startupFinancing #startupUsa #techEcosystem #unitEconomics #ventureCapital #ventureDaysLuxembourg #webSummitLisbon

European vs. American Investors: Two Worlds, Two Mindsets

Over the past weeks, I had the opportunity to attend two major events shaping my entrepreneurial perspective: the Venture Days in Luxembourg and the Web Summit in Lisbon. Both were intense, inspiring and at times overwhelming, especially because I was wearing all the hats at once.

Building a solid business plan, compelling a pitch deck, developing the software, managing stakeholders and potential customers, while simultaneously running a fast-growing open-source project is challenging. But these events gave me invaluable insights into how differently European and American investors think and why this has such a deep impact on how we must communicate.

European Investors

Pragmatic. Detail-driven. Break-even focused.

In Luxembourg and other European settings, conversations consistently revolved around questions such as:

• How fast can you reach break-even?
• Show me the exact numbers, prices and sources.
• How precisely is the market researched?
• What is the unit economics structure?

European investors tend to value stability, caution and predictability. They expect detailed business plans where every calculation is documented in depth. Market research, pricing models, competitive matrices and break-even analyses carry significant weight.

What is often missing is ambition.
The desire to change the world is frequently overshadowed by a culture centered around minimizing risk. Radical innovation becomes rare. Founders are encouraged to think small, stay safe and avoid big leaps. As a result, Europe produces far fewer breakthrough technologies.

American Investors

Vision first. Details later.

The conversations I had with American investors, both in Luxembourg and Lisbon, felt dramatically different.

Their core interests centered around questions such as:

• How do you dominate the global market?
• What is the story and the movement you are building?
• How big can this become?
• What is the monopoly you are aiming for?

American-style investors think in terms of global market power, narrative, category creation and world-changing potential. They want to invest in huge visions and massive outcomes, even if the roadmap is not fully defined yet.

For them, communication must be bold, visionary and transformative.

This Creates a Communication Challenge

Switching between these mindsets is not easy. You cannot pitch the same story in Germany as you would in Silicon Valley.

That’s why I created a communication matrix that highlights the differences between the “German/European Approach” and the “American Approach”. It helps me stay conscious about how to communicate depending on the audience and their cultural expectations.

Pitching is not just about the product — it is about the mindset of the listener.

Why We Are Building Infinito.Nexus

Infinito.Nexus aims to become the universal platform for rapidly building sovereign IT infrastructure. Organizations should be able to operate an essentially unlimited number of SaaS applications behind a single SSO layer, fully sovereign, on any servers or providers they choose, without being exposed to monopoly pressure or external control.

Our vision extends to hardware. Laptops, servers and even smartphones will be delivered preconfigured, ready to use the very next day, and immediately integrated into a sovereign infrastructure. The platform becomes the foundation for sovereign IT by combining automated deployment, full application integration and ready-to-use hardware into one seamless ecosystem.

Different Expectations in the US and Europe

US investors respond strongly to the transformative scale of this vision. For them, we explicitly highlight that Infinito.Nexus aims to become the dominant platform for sovereign IT deployments worldwide. This may sound paradoxical in the context of sovereignty, yet it is entirely compatible. Everything remains open source and users remain free to host wherever they want, but they naturally stay with us because of convenience, automation and usability. The logic is identical to how people today choose Netflix instead of downloading movies or Spotify instead of pirating music. Convenience creates loyalty.

For US investors, we emphasize that this convenience-driven retention enables us to secure long-term platform dominance. In addition, we guarantee enterprise-level SLAs and large-scale managed deployment services when the infrastructure is provisioned through our platform, which further strengthens trust at the enterprise level and reinforces our strategic position.

European investors think differently. They place higher value on predictable steps, measurable risk management and immediate practical value. While they understand the long-term vision, they expect a grounded and incremental approach that fits the realities of the European market.

Adapting the European Narrative

For the European context we present a slower and more conservative scaling strategy. Instead of focusing immediately on global automation, we begin with B2B delivery teams that manually roll out sovereign environments for startups and technologically open young companies. This lowers perceived risk but increases operational cost and reduces speed, and it creates exposure to competitors who scale more aggressively. Nevertheless, this approach aligns with the European preference for reliability, trust-building and controlled expansion.

In addition, the European narrative places a much stronger emphasis on consulting. Unlike in the US narrative, where consulting is downplayed due to poor scalability, in Europe consulting is both expected and necessary. It gives us the ability to tailor environments more deeply to customer needs, particularly for complex ERP and CRM integrations that require significant customization. Consulting also reinforces the perception of reliability and competence, which is essential for conservative investors.

A Unified Perspective

Both narratives describe the same product and the same mission. The US approach highlights global market leadership, platform dominance supported by convenience retention and enterprise-level services. The European approach emphasizes concrete value, trust-building, customization and predictable growth. The difference is not in the substance of the platform, but in how the story is framed so each audience sees exactly why Infinito.Nexus fits their worldview and investment culture.

European vs. American Investors: Two Worlds, Two Mindsets

Over the past weeks, I had the opportunity to attend two major events shaping my entrepreneurial perspective: the Venture Days in Luxembourg and the Web Summit in Lisbon. Both were intense, inspiring and at times overwhelming, especially because I was wearing all the hats at once.

Building a solid business plan, compelling a pitch deck, developing the software, managing stakeholders and potential customers, while simultaneously running a fast-growing open-source project is challenging. But these events gave me invaluable insights into how differently European and American investors think and why this has such a deep impact on how we must communicate.

European Investors

Pragmatic. Detail-driven. Break-even focused.

In Luxembourg and other European settings, conversations consistently revolved around questions such as:

• How fast can you reach break-even?
• Show me the exact numbers, prices and sources.
• How precisely is the market researched?
• What is the unit economics structure?

European investors tend to value stability, caution and predictability. They expect detailed business plans where every calculation is documented in depth. Market research, pricing models, competitive matrices and break-even analyses carry significant weight.

What is often missing is ambition.
The desire to change the world is frequently overshadowed by a culture centered around minimizing risk. Radical innovation becomes rare. Founders are encouraged to think small, stay safe and avoid big leaps. As a result, Europe produces far fewer breakthrough technologies.

American Investors

Vision first. Details later.

The conversations I had with American investors, both in Luxembourg and Lisbon, felt dramatically different.

Their core interests centered around questions such as:

• How do you dominate the global market?
• What is the story and the movement you are building?
• How big can this become?
• What is the monopoly you are aiming for?

American-style investors think in terms of global market power, narrative, category creation and world-changing potential. They want to invest in huge visions and massive outcomes, even if the roadmap is not fully defined yet.

For them, communication must be bold, visionary and transformative.

This Creates a Communication Challenge

Switching between these mindsets is not easy. You cannot pitch the same story in Germany as you would in Silicon Valley.

That’s why I created a communication matrix that highlights the differences between the “German/European Approach” and the “American Approach”. It helps me stay conscious about how to communicate depending on the audience and their cultural expectations.

Pitching is not just about the product — it is about the mindset of the listener.

Why We Are Building Infinito.Nexus

Infinito.Nexus aims to become the universal platform for rapidly building sovereign IT infrastructure. Organizations should be able to operate an essentially unlimited number of SaaS applications behind a single SSO layer, fully sovereign, on any servers or providers they choose, without being exposed to monopoly pressure or external control.

Our vision extends to hardware. Laptops, servers and even smartphones will be delivered preconfigured, ready to use the very next day, and immediately integrated into a sovereign infrastructure. The platform becomes the foundation for sovereign IT by combining automated deployment, full application integration and ready-to-use hardware into one seamless ecosystem.

Different Expectations in the US and Europe

US investors respond strongly to the transformative scale of this vision. For them, we explicitly highlight that Infinito.Nexus aims to become the dominant platform for sovereign IT deployments worldwide. This may sound paradoxical in the context of sovereignty, yet it is entirely compatible. Everything remains open source and users remain free to host wherever they want, but they naturally stay with us because of convenience, automation and usability. The logic is identical to how people today choose Netflix instead of downloading movies or Spotify instead of pirating music. Convenience creates loyalty.

For US investors, we emphasize that this convenience-driven retention enables us to secure long-term platform dominance. In addition, we guarantee enterprise-level SLAs and large-scale managed deployment services when the infrastructure is provisioned through our platform, which further strengthens trust at the enterprise level and reinforces our strategic position.

European investors think differently. They place higher value on predictable steps, measurable risk management and immediate practical value. While they understand the long-term vision, they expect a grounded and incremental approach that fits the realities of the European market.

Adapting the European Narrative

For the European context we present a slower and more conservative scaling strategy. Instead of focusing immediately on global automation, we begin with B2B delivery teams that manually roll out sovereign environments for startups and technologically open young companies. This lowers perceived risk but increases operational cost and reduces speed, and it creates exposure to competitors who scale more aggressively. Nevertheless, this approach aligns with the European preference for reliability, trust-building and controlled expansion.

In addition, the European narrative places a much stronger emphasis on consulting. Unlike in the US narrative, where consulting is downplayed due to poor scalability, in Europe consulting is both expected and necessary. It gives us the ability to tailor environments more deeply to customer needs, particularly for complex ERP and CRM integrations that require significant customization. Consulting also reinforces the perception of reliability and competence, which is essential for conservative investors.

A Unified Perspective

Both narratives describe the same product and the same mission. The US approach highlights global market leadership, platform dominance supported by convenience retention and enterprise-level services. The European approach emphasizes concrete value, trust-building, customization and predictable growth. The difference is not in the substance of the platform, but in how the story is framed so each audience sees exactly why Infinito.Nexus fits their worldview and investment culture.

New #job Business Plan Consultant at St Andrew's Church Boreham #EastofEngland as part of 'Saving a Church for All Seasons' #NLHF funded project Full details here: gem.org.uk/jobs/busines... Apply by 3 October 2025 #GEMJobs #BusinessPlan #Consultant #Freelance #HeritageJobs

Business Plan Consultant - GEM

👨‍💼Struggling to turn your business idea into a real plan?

HOW TO START A BUSINESS PLAN: Step-By Step Guide Business Plan Workbook, by Adam Books

Free until July 17th!

https://www.amazon.com/dp/B0F9XTQ582

#businessplan #workbook #businessplanner

Every now and then I remember the guy who told me all I needed to do to make big bucks was rent my own studio and teach bellydance full-time in Kitchener.

I was already teaching five classes a week in various places around the region, and classes weren't at capacity. He didn't believe me when I said there weren't enough people interested in studying dance to populate full-time classes.

He informed me I was wrong. That there were always people interested, and I just wasn't trying hard enough. So I invited him to be one of my students, but he declined. 🤷🏽‍♀️
#BusinessPlan #Dancer #GetRichQuick #ItDoesntWorkThatWay

@aj

DETAILS:

Phase 1: After taking vows of celibacy and abstinence and forgoing all of our material possessions for homespun robes, we (viz. appended resumes) will move into a modest complex of scavenged refrigerator boxes in the central Gobi Desert, where real estate is so cheap that we are actually being paid to occupy it, thereby enhancing shareholder value even before we have actually done anything. On a daily ration consisting of a handful of uncooked rice and a ladleful of water, we will [begin to do stuff].

Phase 2, 3, 4, . . . , n - 1: We will [do more stuff, steadily enhancing shareholder value in the process] unless [the earth is struck by an asteroid a thousand miles in diameter, in which case certain assumptions will have to be readjusted; refer to Spreadsheets 397-413].

Phase n: Before the ink on our Nobel Prize certificates is dry, we will confiscate the property of our competitors, including anyone foolish enough to have invested in their pathetic companies. We will sell all of these people into slavery. All proceeds will be redistributed among our shareholders, who will hardly notice, since Spreadsheet 265 demonstrates that, by this time, the company will be larger than the British Empire at its zenith.

SPREADSHEETS: [Pages and pages of numbers in tiny print, conveniently summarized by graphs that all seem to be exponential curves screaming heavenward, albeit with enough pseudo-random noise in them to lend plausibility].

RESUMES: Just recall the opening reel of The Magnificent Seven and you won’t have to bother with this part; you should crawl to us on hands and knees and beg us for the privilege of paying our salaries.

(2/2)

#Funny #Startups #BusinessPlan #Cryptonomicon

@aj The business plan from Neal Stephenson's Cryptonomicon:

MISSION: At [name of company] it is our conviction that [to do the stuff we want to do] and to increase shareholder value are not merely complementary activities—they are inextricably linked.

PURPOSE: To increase shareholder value by [doing stuff]

EXTREMELY SERIOUS WARNING (printed on a separate page, in red letters on a yellow background): Unless you are as smart as Johann Karl Friedrich Gauss, savvy as a half-blind Calcutta bootblack, tough as General William Tecumseh Sherman, rich as the Queen of England, emotionally resilient as a Red Sox fan, and as generally able to take care of yourself as the average nuclear missile submarine commander, you should never have been allowed near this document. Please dispose of it as you would any piece of high-level radioactive waste and then arrange with a qualified surgeon to amputate your arms at the elbows and gouge your eyes from their sockets. This warning is necessary because once, a hundred years ago, a little old lady in Kentucky put a hundred dollars into a dry goods company which went belly-up and only returned her ninety-nine dollars. Ever since then the government has been on our asses. If you ignore this warning, read on at your peril—you are dead certain to lose everything you’ve got and live out your final decades beating back waves of termites in a Mississippi Delta leper colony.

Still reading? Great. Now that we’ve scared off the lightweights, let’s get down to business.

EXECUTIVE SUMMARY: We will raise [some money], then [do some stuff] and increase shareholder value. Want details? Read on.

INTRODUCTION: [This trend], which everyone knows about, and [that trend], which is so incredibly arcane that you probably didn’t know about it until just now, and [this other trend over here] which might seem, at first blush, to be completely unrelated, when all taken together, lead us to the (proprietary, secret, heavily patented, trademarked, and NDAed) insight that we could increase shareholder value by [doing stuff]. We will need $ [a large number] and after [not too long] we will be able to realize an increase in value to $ [an even larger number], unless [hell freezes over in midsummer].

(1/2)

#Funny #Startups #BusinessPlan #Cryptonomicon

Financial Supervisory Service expresses skepticism over Woori Financial's insurance acquisition plans, requesting a revised business plan addressing concerns about capital adequacy and market competitiveness.
#YonhapInfomax #WooriFinancial #InsuranceAcquisition #FinancialSupervisoryService #CapitalAdequacy #BusinessPlan #Economics #FinancialMarkets #Banking #Securities #Bonds #StockMarket
https://en.infomaxai.com/news/articleView.html?idxno=52321

New Post: Innovator Founder Visa: Business Endorsement Requirements Explained https://immigrationbarrister.co.uk/innovator-founder-visa-business-endorsement-requirements-explained/ #Innovator #Businessplan #endorsement #innovation

Ik zou een artikel/blog schrijven, maar het is een #businessplan geworden.

Kent er iemand nog #ethisch #investeerders misschien?

Free business plan: an airline that costs twice as much, but your plane actually takes off on time.

#business #businessplan #greatideas #airlines

Business Startups from Scratch: The Ultimate Guide - Business startups from scratch can be overwhelming, but this ultimate guide breaks... - https://readwrite.com/business-startups-from-scratch-the-ultimate-guide/ #businessstartups #customerservice #securestartups #brandbuilding #business2023 #businessplan

Informix “incomplete information will get you precisely nowhere”

#SecretsOfSuccess #management
#BusinessPlan
#KnowledgeBase

#BusinessPlan #Corporation #Corporate #FinanceTips #LifeHack #Advice

Alexa von Tobel: Eliminating risk is the key to building a startup during an economic downturn - Launching a company, even in the best of times, is one of the most challenging exercises a person ca... - http://feedproxy.google.com/~r/Techcrunch/~3/S3-7mzJUWUA/ #harvardbusinessschool #northwesternmutual #entrepreneurship #fintechstartup #lehmanbrothers #alexavontobel #businessplan #roelofbotha #learnvest #startups #advisors #finance #economy #harvard #diver #tc