Here you are returning to how you sustain your business in a stronger footing immediately as well as medium-to-long term, in terms of yourin existing but also growing, and the , in how you maintain and grow revenue streams.
This is where you must ensureare minimized and are minimized, or the latter certainly, driven out of the business. For example, if you're leasing an office or premises, is there a way of reducing that rent, or including the landlords into the business, or perhaps even to think of purchasing a premises as an . The UK's Pizza Express did this as part of their initial and long-term business value for the majority if not all of its key restaurant sites, thus creating fixed, , with property over the long-term.
Also, if you purchased new or used machinery, vehicles or other physically depreciating assets, selling and then releasing such assets would rid the depreciation and leasing/renting instead, would create, this reducing financial risk in the , though the balance sheet must .
But if your balance sheet doesn't balance, you MUST make every effort to identify what might be creating the imbalance. After having made every effort and the balance sheet still does not quite balance perfectly, you can create awith supporting rational and justifications as to why you think balancing was challenging and what the adjustment could represent. Businesses do this all the time with their accountants and auditors, but as entrepreneurs we must understand every penny into the business and every penny out. "If you look after your cents, the dollars look after themselves" and that business attitude works for every currency and country in the world. But only in the context of . Not just ! And risk can never be taken away. It's part of being a start-up and an entrepreneur.
In the sustainability section, you will be expected to increase your revenues and, not simply on revenues per month or even over x2 years worth of s, the 2nd providing you with extra marks potentially, but also the increased sources of revenues, e.g. from an additional product or service, an in-app purchase, accessories or charged consultation and advice fees for clients. And in your detail, are your variable costs increasing when , as well as creating extra revenue streams, but also , as would occur when producing with suppliers based on volume orders for example. That's your actual and potential .
sustainability for this final business plan requests minimally from you,
developed , a and
a . And