*  Glossary of special terminology in this Ultimate Plan overview:

Many if not all the incremental parts of business planning which TechVest seeks to enhance are really oriented to doing a better job of selling the company, not the plan. To optimally sell any product, every quality must be known and made as obvious as possible. The subtleties of the impact of text in a log business plan are dependent on the reader, and their willingness to even read the text, so business plan presentations must rise above text presentations to "quality" presentations, by which we mean not the quality of the physical presentation but the quality of the elements being conveyed. This has to be "packaged" with memorable and logical take-always just like any other desirable product for sale.

• The following terminology is alphabetized, not in any otherwise intentional order that may be best for implementation:

Atomization *    breaking business prospects into atoms and molecules that constitute the essential  differentiation of the business formula and business model. That may include a secret sauce but  it refers to al of the elements that account for success and success prospects. These elements  are then featured and stressed in business plans that thereby improve focus and credibility and  actionability. This re-evaluation and re-focusing technique was taught to Executive MBA's at  Fuqua-Duke for 5 years.

Bootstrapping *   while this is an overused term already, it refers here to reducing dependency on  outside resources as much as possible, finding new creative ways to get the job done, perhaps  with partners but perhaps not. This also preserves ownership, though that is not the prime  reason for bootstrapping, which relates more to control of destiny and not outsourcing tasks too  early in the life of a project or company.

Cap Table Modeling for 5 years *   anyone should plan a Cap Table and Cap Structure just like financial  plans are projected and checked for proper dynamics and feasibility, yet it is seldom done.  Going into investment negotiations, an unfair advantage is knowing better than the other side  what the precise impacts of a change in current ownership is in the face of future projected  dilution. Not knowing is the most common misunderstanding and barrier to deal-making.

Immediate Foundations *   refers to all the actual and potential foundations that can be claimed or  established immediately, rather than in some longer term plan. This becomes the plan  foundation, but is not generally established by management teams as a disciplined set of non- financial assets  and liabilities. These foundations can be existing, strategic or tactical.

Implement Market Education *   in many cases, venture markets have not yet been established or  educated and this becomes a barrier to adoption and time-to-market. The PR and other more  expensive campaigns of information dissemination are joined by a plethora of twitter and blog  and app-rider tools that supplement traditional marketing. Education is often the best "free"  way to disseminate information that people will welcome and assimilate and pass on into the  larger future market space.

Internal Due Diligence *    is essentially a preliminary due diligence done BEFORE an outside diligence  proceeds. It to some extent "trains" the potential references, and also usually contains surprises  that may need to be avoided or fixed in actual diligence processes to come. The internal  diligence, if done by TechVest, generally reveals a lot of problematic detail, allowing formulation  of proper responses and explanations before it is too late. Results usually enhance the quality of   business plans.

Internal Skills Inventory *    the HR elements are usually neglected at early stages, though the CEO  usually has all this in mind, but in conveying team strengths in a business plan, scanning resumes  is usually not the best way to characterize a team. Team Skills Inventory lists and prioritizes  talents and achievements and contributions that are precisely tuned to the business plan and  possibly customized to the investing or customer audience.

IP Development Plan *    IP Intellectual Property tends to be focused on patents when it should be  focused on trade secrets and special techniques and unique skillsets that only this management  team has or practices. Often the patents are secondary, but ALL avenues to patentability and  protection need to be examined strategically, and this is unfortunately seldom possible through  patent attorneys. TechVest has access to all patent information and can examine ways to create  more tangible value among the intangibles, thus strengthening business plans and the value of  the client companies.

Market Strategic Tactics *   may at first sound like an oxymoron but is specifically chosen for its  combination of meanings that are typically separated but should not be. For example, "market"  here means market intelligence and data focusing on a specific market segment, not  "marketing." A distinct market strategy needs to be articulated to approach that specific market  for each TAM (total available market), SAM (specific available market), and PAM (projected  available market) featured in the business plan. These distinctions are extremely important to  investors and customers and all stakeholders, and tactical plans should exist for all.

Marketing-Sales Tactical Strategy *   is the counterpart of Market Strategic Tactics in applying the best  marketing-sales techniques in the overall strategy. The reason to split hairs in this regard is that  the process is seldom followed and investors and customers can have a field day picking apart  the gaps.

Media Strategy *   there is nothing unusual about this objective other than in context of its link to the  marketing and selling of the business plan itself, since this is our focus. It should be integral to  the Media Strategy of the company as well, and may even lead that overall media strategy in  testing it on stakeholders, investors, and customers. Here, we mean the media used to intensify  and fortify the impact of the presentations themselves, where there may be only a single shot at  conveying and selling the vision and plan. While it can refer to media embedded in powerpoints,  the point is that it is coordinated with messages being conveyed outside any specific  presentation.

Missioneering *   as contrasted with the usual Mission Statement which everyone now knows to do, the  actual results of such efforts still require a level of engineering and attention to detail that is  almost always neglected. The engineering refers to a far more intentional programmatic design  of the components of the mission statement to fit the rest of the company and the messages  needed to explain other priorities. For example, "Improving Family Delivery of Eldercare" is a  totally different mission than "Streamlining Eldercare Data to Improve Wellness Outcomes" but  both are correct. To properly engineer all these benefits and objectives (and more) requires  considerable group thinking.

Strategic Mnemonics *   Mnemonics is literally the study and development of systems for improving and  assisting the memory. In this context it is simply engineering the elements of the plan (AND the  company) to generate memorable impacts. This may be the single most important aspect of the  business plan and even the ultimate success of the company. Hiring a PR and advertising agency  is only a contributing piece of the puzzle, this needs to be applied to every conceivable selling  process.

Supply Chain Strategy *   refers for us to the "end-to-end" product components and channels and  partners in the process of developing every idea into every end-product. Strategy is distinct  from the operational aspects of ERM tracking of costs, and even optimization of supply chain  costs. The strategic value of supply chain partners may have little to do with the economics but  everything to do with improving the credibility of the overall business plan.

Visioneering *    much like Missioneering above, the engineering of a vision is not a geeky structure, but  a thematic (theme as a unifying, consistently reinforcing sequence) and mematic (meme as a  topical concept, often a "hot" topic within society at the moment), applied to the memorable  vision that is conveyed a the guiding objective. A vision must be shared, or at least well  understood.