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How to Write a Business Plan
Seth YakatanKatan AssociatesMarch 2, 2011Calit2 Auditorium
2
Disclaimer
• My opinion
3
Our Business
• Strategic Consulting• Mergers and Acquisitions• Business Development and Partnering
and Other• Government and Industry Advisory
4
Our Team – Associates and Partners
EuropePeter Kalinka, PhD China
Jack ZhenTransworld Capital Group
IndiaBioEnterprise AsiaGurinder ShahiMeeta Patnaik, MD
TaiwanHun Chi Lin, PhDITRI
BrazilFundaçäo BiominasEduardo Soares
IsraelAlf Fischbein, MD
AustraliaAndy Gearing, PhDBiocomm2
JapanTsutomu MoriBiocomm2
North AmericaMarvin CollinJohn Tucker, PhD
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Seth Yakatan
• In excess of 20 years experience as a corporate finance professional
• In excess of 4 years on a direct investment basis as a venture capitalist
• In excess of 6 years as a merchant banker; part of a group with over $5 billion under management at Union Bank of California, N.A.
• Founded Katan eight years ago, completed:– Sale of assets of 9 biotechnology companies; transaction value
> $150.0 million– Advised on 4 successfully completed, early-stage, partnering
assignments, with value generated for clients in excess of $410.0 million
– For the past seven years, Mr. Yakatan has served as a faculty member for the BIO Annual Meeting Executive Workshop Series
• Mr. Yakatan holds a BS in History and Public Affairs from the University of Denver and a MBA from the University of California, Irvine, Graduate School of Management.
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Seth Yakatan Track Record page #1
Arranged financing for Private Equity Firm’s acquisition of this assetManaged Transaction00 -01UBOC Equity Sponsor TransactionKorea Times
Arranged financing for Private Equity Firm’s acquisition of this assetManaged Transaction00 -01UBOC Equity Sponsor TransactionCygnus Business Media
Divested Tower Communication Portfolio for $225.0 millionCo-Led Transaction99 -00Sell Side M&AClassic Cable, Inc.
Arranged financing for Private Equity Firm’s acquisition of this asset
Managed Transaction99- 00
UBOC Equity Sponsor Transaction
R&R Media, Inc.
Acquired by VoiceStream in 2001 for $300.0 million, 13.3x return 1100% IRRSourced, VP99 -00UBOC Private Equity InvestmentSol PCS
Acquired by Charter Communications in 2000Sourced, VP98 - 99UBOC Sub-Debt InvestmentHelicon Cable
Acquired by Rock-Tenn Co. in 2002Sourced, VP98 - 99UBOC Private Equity Investment
Heritage Marketing Group
Acquired by Pitney Bowes in 2004Assistant VP98 - 99UBOC Private Equity InvestmentAncora Management
Largest Private Hispanic Media Firm in USA
Negotiated, Advised Company on terms97 -98UBOC Sub-Debt InvestmentLBI Holdings II
Operates as SunCom; $1.1 billion market capAssistant VP96 - 97UBOC Private Equity InvestmentTriton PCS
Acquired by RCC, Inc, in 2001for $1.2 billionAssistant VP96 -97UBOC Private Equity InvestmentTriton Cellular
Acquired by PEMEX in 1996Associate93 - 95Sureste Ventures InvestmentANEW, Inc
IPO in 1994Analyst91 - 93Venture Growth Funds InvestmentBioCryst Pharmaceuticals, Inc.
Acquired by Cardiotronic Systems in 1994Analyst 91 - 93
Ventana Growth Funds Investment
R2 Medical Systems, Inc.
Company Description Vintage Role Status
8
Seth Yakatan Track Record page #2
Arranged $35. 0 million financingManaged Transaction05 -06Debt FacilityXL Tech Group
Assist in new company formation processAdvisor04 -Company formationPremiere US Institution
Assisted CEO in broad restructuring of companyAdvisor04 -07RestructuringNventa Pharmaceuticals
On goingExternal BOD04 -Business Development CompanyDCI USA
Acquired by Assay Designs in 2005M&A Advisor04 -05Katan M&A AdvisoryStressgen Reagents
On-goingNegotiated, Advised Company on terms03 -04Pharmaceutical PartnershipDermaTrends
Created 4 portfolio companiesAdvisor02 -03Regional Venture Capital FundBiocomm
Terminated post Sanofi MergerAdvisor02 - 03$40.0 million partnership with AventisMTI, Inc.
On-goingAdvisor01 - 02$203.0 million partnership with RocheStressgen, Inc.
Acquired by Milipore for 4.1x revenuesManaged Transaction01- 02Katan Sell-Side MandateCPG, Inc.
Acquired by Harvard Bioscience, Inc.Sourced, Managed Transaction 01- 02Katan Sell-Side MandateInovio, Inc.
Company Description Vintage Role Status
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Agenda
• Risk & Milestones• How I Do It• Business Plan 101• Specific Criteria• A Few More Tips• Q&A
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Risks & Milestones
Seth YakatanKatan AssociatesMarch 2, 2010Calit2 Auditorium
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Milestones ???
12
Risk
Commercialization
Time
Value
”EarlyHype”
”Dissapointmentsand disillusion”
”Debugging”
Most new technologies go through a long maturity-this can take up to 20 years development cycle before they reach commercialization
Risk
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Milestones of Development
Taken from “Between Invention and Innovation An Analysis of Funding for Early-Stage Technology Development” Prepared for NIST Economic Assessment Office November 2002, page 33
Proof of Concept
Early-Stage Technology
DevelopmentBasic Research Product
DevelopmentProduction /
Marketing
IP CreationInvention:Functional
Business Validation
New Firm or Program
Viable Business
NSF, NIHCorporate ResearchSBIR Phase I
AngelsCorporationsTechnology LabsSBIR Phase II VC
EquityDebtCapital Markets
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An Example…
Copyright © 2007. All Rights Reserved. Confidential Property of GenXL LLC.
Milestone 1 Timeline
Selection of First Drug/Implant Selection for PK StudiesSelection of First Drug/Implant Selection for PK Studies
Insero Short-Term Milestones Q1 Q2 Q3 Q4 Q1 Q2 Q3 TotalUse of Funds 2009 2009 2009 2009 2010 2010 2010
Milestone 1Selection of First Drug/Implant Candidate for PK
Indapamide Feasibility Study 100,001 99,999 200,000
Enalapril Feasibility Study 99,999 100,001 200,000
Finalize license from Indevus 250,000 250,000Selection of 1st Drug/Implant Candiadte
200,000 200,000 250,000 650,000
Insero G&A Burn 52,000 46,000 52,000 0 0 0 0 150,000
Total 252,000 246,000 302,000 0 0 0 0 800,000
Cash-Post Series AInvestment of $1,750,000 1,498,000 1,252,000 950,000
Copyright © 2007. All Rights Reserved. Confidential Property of GenXL LLC.
Milestone 2 Timeline
Preparation of IND for First Drug/Implant CombinationPreparation of IND for First Drug/Implant Combination
Insero Short-Term Milestones Q1 Q2 Q3 Q4 Q1 Q2 Q3 TotalUse of Funds 2009 2009 2009 2009 2010 2010 2010
Milestone 2Preparation of IND for 1st Drug/Impant Combination
Retain regulatory consultant 6,000 9,000 9,000 9,000 33,000
Meet with Ethics Advisors 12,500 37,500 50,000
Optimization Studies 37,500 37,500 75,000
PK Study 39,267 117,800 78,533 235,600
Statistical Analysis 50,000 50,000
Complete Pre-IND Meeting with FDA/TGA 12,500 37,500 50,000Preparation of IND for 1st Drug/Implant
Milestone 2 Cash 43,500 98,267 176,800 175,033 493,600
Insero G&A Burn 0 59,500 57,000 57,000 57,000 230,500
Total 43,500 157,767 233,800 232,033 57,000 724,100
Cash-Post Series AInvestment of $1,750,000 906,500 748,733 514,933 282,900 225,900
Copyright © 2007. All Rights Reserved. Confidential Property of GenXL LLC.
Milestone 3 Timeline
IND Filing for First Drug/Implant CombinationIND Filing for First Drug/Implant Combination
Insero Short-Term Milestones Q1 Q2 Q3 Q4 Q1 Q2 Q3 TotalUse of Funds 2009 2009 2009 2009 2010 2010 2010
Milestone 3IND Filing
IND Submission 75,000 75,000IND Granted
Milestone 3 Cash 0 0 0 0 0 0 75,000 75,000
Cash-Post Series AInvestment of $1,750,000 150,900
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An Example…
Copyright © 2007. All Rights Reserved. Confidential Property of GenXL LLC.
Milestone 1 Timeline
Selection of First Drug/Implant Selection for PK StudiesSelection of First Drug/Implant Selection for PK Studies
Insero Short-Term Milestones Q1 Q2 Q3 Q4 Q1 Q2 Q3 TotalUse of Funds 2009 2009 2009 2009 2010 2010 2010
Milestone 1Selection of First Drug/Implant Candidate for PK
Indapamide Feasibility Study 100,001 99,999 200,000
Enalapril Feasibility Study 99,999 100,001 200,000
Finalize license from Indevus 250,000 250,000Selection of 1st Drug/Implant Candiadte
200,000 200,000 250,000 650,000
Insero G&A Burn 52,000 46,000 52,000 0 0 0 0 150,000
Total 252,000 246,000 302,000 0 0 0 0 800,000
Cash-Post Series AInvestment of $1,750,000 1,498,000 1,252,000 950,000
16
An Example…
Copyright © 2007. All Rights Reserved. Confidential Property of GenXL LLC.
Milestone 2 Timeline
Preparation of IND for First Drug/Implant CombinationPreparation of IND for First Drug/Implant Combination
Insero Short-Term Milestones Q1 Q2 Q3 Q4 Q1 Q2 Q3 TotalUse of Funds 2009 2009 2009 2009 2010 2010 2010
Milestone 2Preparation of IND for 1st Drug/Impant Combination
Retain regulatory consultant 6,000 9,000 9,000 9,000 33,000
Meet with Ethics Advisors 12,500 37,500 50,000
Optimization Studies 37,500 37,500 75,000
PK Study 39,267 117,800 78,533 235,600
Statistical Analysis 50,000 50,000
Complete Pre-IND Meeting with FDA/TGA 12,500 37,500 50,000Preparation of IND for 1st Drug/Implant
Milestone 2 Cash 43,500 98,267 176,800 175,033 493,600
Insero G&A Burn 0 59,500 57,000 57,000 57,000 230,500
Total 43,500 157,767 233,800 232,033 57,000 724,100
Cash-Post Series AInvestment of $1,750,000 906,500 748,733 514,933 282,900 225,900
17
An Example…
Copyright © 2007. All Rights Reserved. Confidential Property of GenXL LLC.
Milestone 3 Timeline
IND Filing for First Drug/Implant CombinationIND Filing for First Drug/Implant Combination
Insero Short-Term Milestones Q1 Q2 Q3 Q4 Q1 Q2 Q3 TotalUse of Funds 2009 2009 2009 2009 2010 2010 2010
Milestone 3IND Filing
IND Submission 75,000 75,000IND Granted
Milestone 3 Cash 0 0 0 0 0 0 75,000 75,000
Cash-Post Series AInvestment of $1,750,000 150,900
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Why are Milestones Important?
• Achievement of them de-risks projects
• Lower risk, higher value
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Are you ready to start today ?
• What do you have?• Why is it novel?• What is the market?• At what stage of development is it?• Can one technology support the formation of an entire
company?• Who can help ?• Where do I get $$$$$$$ ?
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DP’s Issues
• Inability to tell the story properly
• Failure to meet or respect the time frame
• Failure to explain the value proposition
• Failure to disclose issues up-front
• Lack of knowledge of the competitive landscape
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It IS a Tough Road
• There is a high failure rate in new ventures– Approximately 20% are successful in obtaining more than
1 round of capital
• VC’s strive for failure rates of 80% on investments– 5 in 10 investments fail – 3 in 10 investments breakeven
– 2 in 10 investments succeed • A 2009 report by PriceWaterhouseCoopers
indicates that only 10% to 30% of venture capital funds produce profit-generating firms
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Would You Have Invested?
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How I Do It
Seth YakatanKatan AssociatesMarch 2, 2010Calit2 Auditorium
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Our Criteria – K. I. S. S.
• Do we believe that the people involved can get the job done?
• Does the product/technology/company have a sustainable competitive advantage?
• Do we share similar expectations of value and outcomes?
• Can we add value to the company/process given our involvement?
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4 Easy Steps
• Elevator Pitch • Presentation• Executive Summary• Plan
– Executive Summary– Products or Services– Market Need (Marketing ??)– Market Potential– Competitive Advantage– Management– Financial Overview
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The Elevator Pitch
• Do we know what this is ???• An elevator pitch (or elevator speech) is a
brief overview of an idea for a product, service, or project.
• The pitch is so called because it can be delivered in the time span of an elevator ride (say, thirty seconds or 100-150 words).
• Part Mission Statement• Part Positioning Statement
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Presentation
• Use as a high level outline for the business plan– Executive Summary– Products or Services– Market Need– Market Potential– Competitive Advantage– Management– Financial Overview
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Executive Summary
• Most important piece of the Plan• Begin with the Elevator Pitch • Talk about product / service• Highlight Market• Promote Management• Use of Proceeds• Ask for the $$$• What is the value ?
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Business Plan
• Executive Summary• Products or Services• Market Need• Market Potential• Competitive Advantage• Management• Financial Overview
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Business Plan 101
Seth YakatanKatan AssociatesMarch 2, 2010Calit2 Auditorium
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What is a Business Plan ??
• A business plan is any plan that works for a business to look ahead, allocate resources, focus on key points, and prepare for problems and opportunities
• Plans don't sell new business ideas to investors. People do. Investors invest in people, not ideas. The plan, though necessary, is only a way to present information
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Purpose
• Business planning is about results • You need to make the contents of your
plan match your purpose • Don't accept a standard outline just
because it's there
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Key Factors
• Simplicity• Believability• Focus• Management• Milestones
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Key Mistakes
• Management• Competition• Idea / Technology inflation • Belief in the market• Valuation or Lack of Valuation• Answering questions• Lack of milestones
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ABRAHAM LINCOLN
• 1831 Failed in Business• 1832 Lost bid for Illinois State Legislature• 1834 Failed in Business• 1835 Fiancé died• 1836 Suffered a nervous breakdown• 1843 Ran for Congress and Lost• 1848 Tried again for Congress and Lost• 1855 Ran for US Senate and Lost• 1856 Tried for Vice President and Lost• 1859 Lost bid for Senate again • 1860 Became 16th President of the US
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Specific Criteria
Seth YakatanKatan AssociatesMarch 2, 2010Calit2 Auditorium
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Business Plan
Katan’s Concepts• Executive Summary• Products or Services• Market Need• Market Potential• Competitive Advantage• Management• Financial Overview• Development pathway• IP• Technology overview• BOD• AB
Competition Requirements• Executive Summary• Products or Services• Market Need• Market Potential• Competitive Advantage• Management• Financials
38
Some things to consider…
• Does the plan explore an opportunity that is realistic?• Is the business model well thought out and have the potential to be effective?• Are there past benchmarks set that the plan can be measured against?• Is a significant initial investment required?• What is the length of the implementation process?• Does the business have the necessary tools to become a market leader?• Has a clear target customer been established?• Does the management team have the skills to succeed?• What are the projections for the venture to achieve profitability?• Is the plan concise and well written?• What will allow this business plan to have sustained success?
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Executive Summary
• What problem are you solving? • What is your business proposition for solving the
problem? • Who are your customers? • Who are your competitors? • How viable is your business? • How do you make money? • Executive Summary is clear & effective as a stand-alone
document
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Products or Services – What ?
• What is the product or service?
• What are its attributes?
• Advantages and potential drawbacks?
• Why/how is your product/service more compelling than existing ones or the competition? What is the stage of development?
• Do you have a proprietary position or intellectual property protection planned or in place?)
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Market Need – Why ?
• What specific conditions in the market have created the problem you are solving?
• How will your product/service take advantage of the opportunity?
• Who are your customers and what are their attributes?
• Clearly define your potential customers and why they will pay for your product or service
42
Market Potential – Why ??
• What are the characteristics of the market for your product or service?
• How will you reach the market? • How big is the market opportunity: number of potential
customers & annual sales? • Can you narrow the market to a manageable segment? • How will you dominate the market? e.g. through pricing,
quality, geography, etc? • Is there a market niche where you will have competitive
advantage?
43
Competitive Advantage – How ?
• Competitive Matrix: Who are your competitors?
• Their strengths & weaknesses?
• Your strengths & weaknesses?
• How will you close the gap?
• How easily can competition close gap?
44
Management – Who ?
• Who are key team members and their respective roles?
• What are their relevant experiences and accomplishments?
• What other areas of expertise are you lacking?
• When will you need additional team members?
45
Financials
• Income Statement
• Balance Sheet
• Funds Required & Uses
• Key Assumptions
• Financial Model
46
A Few More Tips…
Seth YakatanKatan AssociatesMarch 2, 2010Calit2 Auditorium
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I’m NOT That Smart…
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REALLY I’m NOT…
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Even Better Let Them Do the Work
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Clayton Christensen: Disruptive Technologies
• The term disruptive technology was coined by Clayton M. Christensen and described in his 1997 book The Innovator's Dilemma. Disruptive Technologies Displaced
steam engines and internal-combustion engines
horses and humans (for powering machines)
Hydraulic excavators Cable-operated excavators
mini steel mills vertically integrated Steel mills
minicomputers mainframes
Container ships and containerization
"Break cargo" ships and stevedores
desktop publishing traditional publishing
digital photography originally, instant photography, now increasingly all chemical photography
personal computers minicomputers, workstations
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Clayton Christensen: Disruptive Technologies
• Main Principals– 1. Companies listen to their customers, and strive
to bring to the market the products their customers ask for.
– 2. Small Markets Don’t Solve the Growth Needs of Large Companies.
– 3. Markets that don’t exist can’t be analyzed: Get close to your customers, learn their needs.
– 4. Technology Supply May Not Equal Market demand.
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Valuation
„Trying to assess basic research by its practicality is like trying to judge Mozart by how much money the Salzburg Festival brings in each year.“
Konrad Lorenz
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“Of the 300-odd public companies in the biotechnology business,8 have meaningful earnings fromselling products. The rest trade onthe strength (or weakness)of their ideas. ”
M. Gianturco in Forbes
Valuation
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Definitions
Taken from “Understanding Valuation: a venture Investor’s perspective”Callow, etal, Boston Millenia Partners White Paper
Pre Money Valuation = notional amount of equity value prior to any equity investments
Pre Money Valuation + Invested Capital = Post Money Valuation
Price per share = Pre Money Valuation / Pre-Money Shares
$5 million pre-money
+ $5 million =
$10 million post money &50% ownership
55
Series A Valuations - Revealed
• Series A valuations are usually based on percentages - as in, how much of the company does the venture capital fund want to own
• Most established venture funds have an established strategy of owning a particular percentage of a company after a Series A investment
• A typical, good fund will look to own 20% to 33% of a company after the initial investment
• During a normal two-VC, syndicated Series A investment the startup sells around half the company to the VC
• Raising $4 million? Pre-money of $4 million• Raising $6 million? Pre-money of $6 million
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Summary
Type of valuation
What it gives you
Why people use it
Equity multipl
es(PE)
Enterprise
multiples
(Sales,EBIT,
EBITDA)
Tech. value
Leveraged
value
Common equity
value only
Easy to calculate
and understand
Firm value which can
be split into equity value
after deducting net debt
Avoids distortions
due to accounting
policies (D&A etc)
Value of products or
platform over and
above cash
Easy to calculate
and understand
How much debt a
company can support
To estimate how much a
financial buyer can
pay
However, life science companies are often loss making and not forecast to be profitable
over a 2-4 year time horizon
DCF
Fundamental value of a
company based on
cash flows
Dependent on business
plan not distorted by
market sentiment
How much a company
can be acquired for and possible routes of finance
Assesses impact on
shareholders
57
Enterprise value (US$ m) 70 80 90 100 110 120 130 140 150
Trading multiples
FV/sales 04
FV/EBIT 04
DCF (Implied FV/EBIT 04 multiple)
Precedent transactions
FV/sales 04
FV/EBIT 04
Implied multiples
US$ m Implied multiples
FV/sales 2004E 71.2 1.0x 1.1x 1.3x 1.4x 1.5x 1.7x 1.8x 2.0x 2.1x
2005E 73.7 0.9x 1.1x 1.2x 1.4x 1.5x 1.6x 1.8x 1.9x 2.0x
FV/EBIT 2004E 7.3 9.6x 11.0x 12.3x 13.7x 15.1x 16.4x 17.8x 19.2x 20.5x
2005E 10.1 6.9x 7.9x 8.9x 9.9x 10.9x 11.9x 12.9x 13.9x 14.9x
FV/EBIT 2004E 9.0 7.8x 8.9x 10.0x 11.1x 12.2x 13.3x 14.4x 15.6x 16.7x+restr. costs
1.0x 1.4x
1.2x
13.0x 10.0x
1.6x
11.0x
19.4x 13.5x
14.0x
Valuation overviewValuation overview
Valuation range
This leads to a core valuation range
Valuation – football field example
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DataFinancing Company
StageData Risk /
UncertaintyValue in Millions
Seed Incorporation / early Development
Soft / Value Proposition
Extremely High
$1+
Series A (First Inst Round)
Development Validation / Time to Market
Very High $3+
Series B Shipping product
Prelim Revenue
High $7.5+
Series C Shipping product
Predict Revenue
Moderate $10+
Mezz /Later Shipping product / Profitable
Hard Data, EBITDA, Net Income
Low $20 to $50+
Taken from “Understanding Valuation: a venture Investor’s perspective”Callow, etal, Boston Millenia Partners White Paper
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The Exit
• It there one ?
• How realistic is it ?
• What happens if there is none ?
• Is that okay ?
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Key Lessons for Success
• Products must have large and near-term markets• Compatible corporate team• Level of funding sufficient to meet goals• Observant – follow market – don’t discard anything• Confidence in common sense• Be prepared for competition – new product pipeline• Need luck and smart friends
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Q & A
Seth YakatanKatan AssociatesMarch 2, 2010Calit2 Auditorium
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