Category Archives: Advisor

Roland Sands New Blood Movie: Story of the Kenny Roberts V5 Tracker

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Roland Sands And “King” Kenny Roberts Story Of The V5 Tracker
“King” Kenny Roberts and his prestigious race team provided motorcycle designer Roland Sands one of their MotoGP KRV5 engines – the only MotoGP engine to leave the coveted paddock. Never before had a motorcycle designer had the chance to create a complete custom with such a highly-engineered engine.

It would prove trying, yet fruitful as Sands presented Kenny Roberts with a completed bike at Laguna Seca one year from the time they shook hands on the deal.

New Blood details the storied background of both Kenny Roberts and Roland Sands – including interviews from MotoGP Champion Nicky Hayden, Arlen Ness, Perry Sands, and Charlie Boorman.

New Blood provides a glimpse into the creative mind of Roland Sands and incorporates the history of MotoGP racing the drive to deliver this unique motorcycle.

>>Buy at Amazon.com
>>Xtremey Award Winner 2008
>>New York Times Listing

Smart Online First SaaS For Entrepreneurs

Smart Online, Inc. is a pioneer of Software-as-a-Service (SaaS) for emerging growth companies. The Company successfully completed their initial public offering in 2005, achieved a marketing capitalization of $150 million, and was listed on the NASDAQ stock market in April 2006.

Now with more than four million customers, the Company’s solutions sold through private label syndication on Fortune 2000 corporate Web sites, including JPMorgan Chase, Union Bank of California, BusinessWeek, Fast Company, and Inc. magazines, and through OEM distribution deals with Dell and Gateway Computers. Investors include Compaq, IBM, and Apollo Management.

Smart Online was Selected for 2006 Forbes Best of the Web Entrepreneurs List

Smart Online, Inc. delivers private-label, Software-as-a-Service (SaaS) applications designed to enable its corporate partners to acquire and retain small business customers. Smart Online’s applications help partners increase their recurring revenue, while aiding their small business customers to more efficiently start, manage and grow their businesses.

OneBiz is a suite of applications for small businesses to manage and grow their business. Track sales and customers, create invoices and pay bills, manage employees, and manage online employee calendars and contacts.

http://www.crunchbase.com/company/smart-online

Smart Online, Inc. develops and markets a range of mobile application software products and services to small businesses. It offers Software-as-a-Service (SaaS) applications for business management, Web marketing, and e-commerce. The company’s e-commerce applications enables customers to conduct transactions online; and include shopping cart, financial transactions, shipping, domain name registration, and business-to-business communication applications for small businesses, as well as consulting services, such as Website design and launch. The company also provides services that are designed to complement its product offerings and to create custom business solutions, including business consulting, graphic design, Website content syndication, specialized compensation calculations for organization members, online order management, domain name registration, personalized e-mail creation, and warehouse order fulfillment. In addition, it offers software business tools that assist customers in developing written content; services that assist not-for-profit organizations in their fundraising efforts; and mobile phone applications used to provide specialized communications and e-commerce opportunities for businesses and not-for-profit organizations. Further, it provides Website and mobile consulting services to businesses and not-for-profit organizations. Smart Online, Inc. sells its products and services directly to organizations, as well as through private-label marketing partners to end users. The company was founded in 1993 and is headquartered in Durham, North Carolina.

BZ Bodyboards, Inc.

– Launching new product line and new brand
– The company was started in 1984 and has been going strong ever since.
– Today BZ Bodyboards is considered one of the most popular professional bodyboard brands in the world.
– Their boards are the most technical of their kind.
– The high-end BZ bodyboard is made out of polypropene and can range from $150 to $280.
– They sponsor top name riders all around the world, including World Champ Jeff Hubbard.

Sunshine Makers Creators of Simple Green

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Creators of Simple Green Cleaners
– Assignment was developing and launching new line of industrial cleaners leveraging Simple Green product
– New products included: Simple Green d disinfectant, All-Purpose Wipes, and Safety Towels

Consultant to CEO & Chairman on creation of EGBAR foundation for social cause marketing. EGBAR is an acronym for Everything’s Gonna Be All Right. The company contributes a percentage of its annual sales of Simple Green products to the EGBAR Foundation. The Foundation’s basic goals are to: educate children throughout the world about the importance of protecting the environment; create greater awareness of community environmental clean-up needs; challenge all segments of the community to be responsive to these needs; and raise funds to affect action on projects that address these needs.

Business Plan Outline

The business plan is perhaps the most important written document you can ever create. It describes all critical internal and external elements and strategies for guiding the direction of your venture’s first several years as well as giving potential investors an idea of the venture’s structure, objectives, and future plans. It communicates important entrepreneurial management practices, such as how your venture will mitigate risk, and how your venture will manage uncertainty.

Our business plan outline simply follows the content and approach of our educational program.

We recommend that the total length of your business plan be no more than 15 to 20 pages. Each Value Driver should be one page (10 total pages) with 3 to 5 paragraphs for each page. Your financial section should be limited to 3 to 5 pages (the notes and assumptions can be embedded on the spreadsheets) and your Executive Summary should also be 3 to 5 pages.


Executive Summary
– Be sure to have all your key contact information listed here
– Keep it brief (3–5 pages)
– Highlight only the most important discussions of your business plan


I. New Business Venture Opportunity and Analysis
 A. Opportunity Analysis and Opportunity Formation
1. Discuss your Eureka moment
2. Discuss the key strategic inflection point in your industry
3. What is the source of pain? Who says so?
4. What is your problem statement?
B. Industry Dynamics and Risk Analysis
1. Define your space
2. Describe competitor risk
3. Describe technology transition risk
4. Describe substitute risk
5. Describe customer risk
6. Describe resource risk
C. Discuss Your Work with Lead Users
1. Who has been integrated and why?
2. Discuss how you used lead user insights
3. Who can you sell to now?
D. Discuss Your Unique Solution
1. SWOT analysis
2. Competitor analysis
3. What is your solution statement?

II. Business Strategy and Competitive Advantage
 A. Your Business Strategy
1. Discuss your approach to crafting one
2. Discuss your performance metrics
3. Define your core competencies
4. Describe your strategic vision
B. Your Competitive Advantage
1. Discuss how it was selected
2. Discuss how it is sustainable
C. Your Business Model
1. What company do you model and why?
D. Your Intellectual Property
1. What is your IP?
2. How you intend to manage IP?
3. How you intend to profit from IP?

III. Venture Team Development and Management
 A. Discuss the Lead Entrepreneur and Founders
B. Discuss the Venture Team
1. How did it come together?
2. How is it structured?
3. How are the members compensated?
4. What are the gaps in the team?
5. How/when will the gaps be filled?
C. Venture Team Management Issues
1. Who makes the decisions?
2. How are they made?
3. How are conflicts handled?
D. Legal Issues
1. Describe the corporate structure
2. Describe the capital structure
E. Your External Team
1. Discuss your professional service providers
2. Discuss your board of advisors
3. Discuss your board of directors

IV. Controlling and Allocating Critical Capital Resources
 A. Product Development Issues
1. Technology strategy
2. Product specifications
3. Discuss your short-term objectives
B. Resources Required to Launch
1. Describe the exact resources required
2. Define clear milestones
3. Who is responsible for milestones and resources?
C. Describe Financing Strategy to Date
1. Bootstrapping and self-financing
2. Early sales
3. Strategic partnerships and alliances

V. Market Entry Strategy
 A. Discuss the Value Web in Your Industry
1. Discuss your value chain link by link
B. Your Market Entry Strategy
1. How was it selected?
2. What are others doing?
C. Discuss Your Value Map
1. Describe your traction
2. Describe your barriers to entry

VI. Marketing and Sales Strategies
 A. Discuss Your Objectives
1. Technical objectives
2. Strategic objectives
3. Financial objectives
B. Discuss Your Sales Crusader
1. If not the CEO, say why
2. Why selected?
3. How compensated?
C. Discuss Your Sales Tactics
1. Catalysis sales approach
2. Circling back to lead users
D. Your Revenue Model
1. Define and map out exactly when “the check clears”
2. Describe your sales titration process
3. Discuss your marketing and sales controls

VII. Managing Rapid Growth
 A. Discuss Your Growth Strategy
1. Why and how selected?
2. Discuss examples, models of similar success stories
B. Discuss Your Transition to Professional Management Structure
1. What are the changes on the horizon and why?
2. When are the changes on the horizon?
3. What are the expected results?
C. Discuss Growth Wall
1. What is the typical growth wall in your industry?
2. How do companies overcome the growth wall?
3. What are you doing today to prevent this stall?
D. Managing in High-Growth Environment
1. Discuss how you will become a recruiting machine
2. Discuss your compensation and stock packages for recruits
3. Discuss ideas on how to manage in difficult times

VIII. Managing the Networked Enterprise
 A. Discuss Your “Womb-to-Tomb” strategy of support
1. Enterprise specific
2. Customer specific
3. Strategic partner specific
B. Customer Collaboration
1. Discuss how you will collaborate via the Internet
C. Discuss Economics of Networking
1. Recurring revenues
2. Customer support
3. Time-to-market issues, new product development
4. Getting customer “lock-on”
D. Network Management
1. Discuss how it will be developed and maintained
2. Discuss objectives and milestones
3. Discuss costs and fees

IX. Financing Strategy
 A. Describe Your Path
1. How much is needed?
2. When is it needed?
3. How will it be used?
4. Who is being targeted?
5. What do they get?
B. Pro Forma Income Statement
C. Pro Forma Balance Sheet
D. Statement of Stockholders’ Equity
E. Capital Requirements
F. Assumptions and Notes to Financials
G. Discuss Your Valuation
1. Methodology used
2. Discuss comparables

X. Exit Strategy and Exit Goals
 A. Describe Your Options
B. Discuss Initial Public Offering
1. Activity and comparables in your space
C. Discuss Merger & Acquisition
1. Activity and comparables in your space
D. Discuss Triggering Events for Exiting
1. What are the goals and expectations for the venture team?

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