The “Golden Egg” E-Portfolio and Venture Assessment provides an opportunity for you to demonstrate your potential as an entrepreneur in assessing the probability for success and a description of the “next steps” necessary to launch a successful small business venture. T

DUE NOVEMBER 13th!!!!!

The “Golden Egg” E-Portfolio and Venture Assessment provides an opportunity for you to demonstrate your potential as an entrepreneur in assessing the probability for success and a description of the “next steps” necessary to launch a successful small business venture. The assessment will be presented in the form of a final paper written assignment.

The objective of the final paper is to demonstrate the knowledge and skills you have gained from the lessons presented during the course. The paper may be used as the foundation for capstone course, BUS 437 Business Plan Development. Follow the instructions as given for completing the final paper assignment.

To assess the feasibility of your small business venture, you will analyze the key outcomes you have developed from engaging in the four phases of the entrepreneurial methodology—opportunity, solution, strategy, and value—as they relate to your business idea. As overall guidance for organizing your paper, the intent of the assignment is for you to synthesize the outcomes from your work during the course into a description and assessment of the feasibility of your business as outlined by the following five topical areas:

The Entrepreneur

The Purpose

The Plan

The Preparation

The Process

Based on the data and information developed during the course, you will create an eight- to 10-page APA-formatted Word document, with substantive analytical responses. In your paper,

Assess your capabilities as a prospective entrepreneur (ATTACHED Entrepreneur Profile Canvas).

Explain the potential value for addressing this opportunity (ATTACHED—Entrepreneurial Opportunity Canvas).

Describe the effectiveness of the chosen solution for resolving the challenge presented by the opportunity (ATTACHED—Business Model Canvas).

Explain the capabilities of the small business venture to deliver on its intended value (ATTACHED Venture Model Canvas).

Identify the desirability, feasibility, and viability of the small business venture (ATTACHED—Executive Summary and Feasibility Assessment).

Summarize the “next steps” of the process you envision for successfully launching your small business venture.

Attach any supporting documentation as appropriate, including your canvases and assessments, in an Appendix formatted according to APA style at the end of your paper.

The “The Golden Egg” E-Portfolio and Venture Assessment Final Paper

Must be eight to 10 double-spaced pages in length (not including title and references pages) and formatted according to APA style.

Must include a separate title page with the following:

Title of project

Student’s name

Course name and number

Instructor’s name

Date submitted

Must utilize academic voice.

Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

Must use at least five scholarly, peer-reviewed, sources in addition to the course text.

The Scholarly, Peer-Reviewed, and Other Credible Sources.

Must include a separate references page that is formatted according to APA style.

 

    • attachment

      VentureModelCanvasFINAL.pdf
    • attachment

      SmallBusinessVentureJournalFINAL.pdf
    • attachment

      BusinessModelCanvas-FINAL.pdf
    • attachment

      EntrepreneurialOpportunityCanvasFINAL.pdf
    • attachment

      EntrepreneurProfileCanvasEPC.pdf

 

 

Mission:

Vision:

Products/Services:

Organizational Design/Structure:

Organizational Culture:

Management Team:

Venture Oversight:Impact:

Financial:

Organizational:

Entry/Growth/Exit:

Industry/Market:

Competition:

Risk:

Networking:

Outsourcing:

Financing:

Venture Purpose Venture Management Venture Strategy

Venture Description Venture Support Venture Environment

Venture Model CanvasAU Designed by: Date: Revision:

 

 

    1. Designed by: Kevin Sessions
    1. Revision: A
    1. Management Team: President VP of Sales VP of Operations VP of Resources Admin Partners (if applicable)
    1. Venture Oversight: Board of Directors
    1. Financing: Self-funded, bootstrapped
    1. Networking:
    1. Competition: An advantage over the larger entity’s the flexibility of rental terms and removal of contents.
    1. Organizational Culture: Goal-oriented, customer-focused growth mindset.
    1. Outsourcing: Equipment manufacturing
    1. Risk: Financial/compliance – Without adequate capital, growth is not possible.
    1. Icon:
    1. Vision: Be a world-class organization.
    1. Organizational: Strategic – maintenance, growth, competitive advantage, sustainability. Operational – effectiveness, efficiency, product/service quality Financial – revenues, expenses, profits, assets. liabilities.
    1. Mission: Provide all trailering needs to the customer.
    1. Impact: Create an environment of professionalism and volunteerism
    1. Products: All types of trailer rentals, products, and accessories.
    1. Organizational Design/Structure: Limited Liability Company with growth, become a franchisor.
    1. Financial: Applying needed capital to the operational aspects.
    1. Entry/Growth/Exit: Slowly but deliberately flood local markets as sales grow.
    1. Industry/Market: Market life cycle– Mature Market trends– Expanding State of the market– Open
    1. Date: 11/3/2022
    1. Mgt Team 2:

 

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BUS 435 Small Business Venture Journal 1

Entrepreneurial Potential Self-Assessment Results:

MEANS (who I am, who I know, what I know, what I have):

MOTIVATION (desires, passions, expectations, aspirations):

FEASIBILITY (strengths, weaknesses, constraints, contingencies, risk, affordable loss):

POTENTIALITY (self-confidence, perseverance, viability):

OVERALL ANALYSIS:

EPC:

Venture: _____________________Name: _________________

Week 1 – Entrepreneurial Profile Canvas (EPC)

Based on the information in your Entrepreneurial Profile Canvas (EPC), summarize your observations and conclusions in assessing your capabilities as a prospective entrepreneur of a small business venture.

 

 

 

BUS 435 Small Business Venture Journal 2

NOVELTY – The extent to which the opportunity idea is original and modifies the current mode of thought:

RELEVANCE – The extent to which the opportunity idea applies to a current need and will be effective:

SPECIFICITY – The extent to which the opportunity idea is clear and worked out in detail:

FEASIBILITY – The extent to which the opportunity idea is easily envisioned without exceeding known constraints:

POTENTIALITY – The extent to which the opportunity idea represents or portends future value and utility:

OVERALL ANALYSIS:

EOC: SBV Analysis:

Week 2 – Entrepreneurial Opportunity Canvas (EOC)

Based on the information in your Entrepreneurial Opportunity Canvas (EOC), summarize your observations and conclusions in assessing the opportunity idea for your small business venture relative to the following criteria:

 

 

 

BUS 435 Small Business Venture Journal 3

NOVELTY – The extent to which the solution idea is original and modifies the current mode of thought:

RELEVANCE – The extent to which the solution idea applies to the identified opportunity and will be effective:

SPECIFICITY – The extent to which the solution idea is clear and worked out in detail:

FEASIBILITY – The extent to which the solution idea is easily actualized without exceeding known constraints.

POTENTIALITY – The extent to which the solution idea represents or portends future value and utility:

OVERALL ANALYSIS:

BMC: SBV Analysis:

Week 3 – Business Model Canvas (BMC)

Based on the information in your Business Model Canvas (BMC), summarize your observations and conclusions in assessing the solution idea for your small business venture relative to the following criteria:

 

 

 

BUS 435 Small Business Venture Journal 4

Week 4 – Venture Model Canvas (VMC)

Based on the information in your Venture Model Canvas (VMC), summarize your observations and conclusions in assessing the strategy idea for your small business venture relative to the following criteria:

NOVELTY – The extent to which the strategy idea is original and modifies the current mode of thought:

RELEVANCE – The extent to which the strategy idea applies to the identified opportunity and will be effective:

SPECIFICITY – The extent to which the strategy idea is clear and worked out in detail:

FEASIBILITY – The extent to which the strategy idea is easily actualized without exceeding known constraints:

POTENTIALITY – The extent to which the strategy idea represents or portends future value and utility:

OVERALL ANALYSIS:

VMC: SBV Analysis:

 

 

 

BUS 435 Small Business Venture Journal 5

Week 5 – Venture Feasibility Assessment

Using the information documented in your EOC, BMC, and VMC, summarize your observations and conclusions in analyzing the overall feasibility of your small business venture.

NOVELTY – The extent to which the business idea is original and modifies the current mode of thought:

RELEVANCE – The extent to which the business idea applies to the identified opportunity and will be effective in creating value:

SPECIFICITY – The extent to which the business idea is clear and worked out in detail:

FEASIBILITY – The extent to which the business idea is easily actualized without exceeding known constraints:

POTENTIALITY – The extent to which the business idea represents or portends future value and utility:

OVERALL ANALYSIS:

SBV Analysis:

 

 

    • Week 1 – Entrepreneurial Profile Canvas (EPC)

 

    • Week 2 – Entrepreneurial Opportunity Canvas (EOC)

 

    • Week 3 – Business Model Canvas (BMC)

 

    • Week 4 – Venture Model Canvas (VMC)

 

    • Week 5 – Venture Feasibility Assessment

 

    1. Potentiality – EOC: The potentiality. of the trailer rental business is poised to be a vast and opportunistic endeavor if the correct installation of the right market and not executed correctly.
    1. Novelty – BMC: The idea is nothing new; however, the application and availability are. It moves from the requirement of a specific tow vehicle and the obligation to remove the trailer’s content before returning it. The venture must have a social media presence, and more than targeted advertising as a website alone will be required.
    1. Relevance – BMC: Solutions must have a problem or conflict. The venture satisfies the customer who needs a trailer for a day or week. Removing the trailer’s contents is the coveted aspect of the trailer rental venture as it relieves the customer of the disposal burden.
    1. Overall Analysis – BMC: I realized I needed to structure the venture toward waste management and car rental entities. The trailer or sign on the local corner with a handmade sign is not how I envision the entity.
    1. Novelty – VMC: Bringing the “everything” trailer outlook changed the thought of what could be the beginning of the entity; many more options are present and readily available to exploit.
    1. Relevance – VMC: This week, the most helpful replies and suggestions came to my vision and clarified the vision and vector for the entity.
    1. Specificity – BMC: I could exploit additional revenue streams such as offering insurance or laborers as a point of sales add-on.
    1. Feasibility – BMC: There are few constraints to overcome to realize the venture. The investment of capital is the most significant constraint. I will not leverage my venture with debt as the risk is too considerable.
    1. Overall Analysis – VMC:
    1. Specificity – VMC: The who, what, when, where, why, and how or as i like to say who’s doing what by when, is solid and needs little adjustment to make it rock solid.
    1. Feasibility – VMC: I learned I need to find a way to raise the acceptability score as the lack of knowledge of the business segment is lost on more people than I thought. The board was able to provide great ways forward.
    1. Potentiality – VMC: The scalability of the entity is the most exciting factor of the whole effort. I can pivot to many different attributes of the trailering business and use the peaks and valleys of the fluctuating market. The low risk of the entity is reassuring as I don’t want to put the entity in a spot where the viability or solvency is something I must face as the president.
    1. Novelty – EOC: The idea and its originality are nothing the public has not seen or used. The novelty is the modification or the untieing of the truck and trailer to just the trailer.
    1. Relevance – EOC: The need for the trailer niche in the market is significant and mainly unmatched by the customer’s demand. The niche segment is where the trailer rental market can flourish.
    1. Specificity – EOC: The level of specificity is critical and understood to avoid under or over-anticipating the market demand and managing inventory stagnation.
    1. Feasibility – EOC: The homeowner’s or construction site’s natural environmental need is prime with opportunity, and resources are easily scalable.
    1. Overall Analysis – EOC:
    1. Novelty – SBV:
    1. Relevance – SBV:
    1. Specificity – SBV:
    1. Feasibility – SBV:
    1. Potentiality – SBV:
    1. Overall Analysis – SBV:
    1. ENTREPRENEURIAL POTENTIAL SELF-ASSESSMENT RESULTS: The self-assemsment was expected. The score of 175 was on par with the answers to the questions posed.
    1. OVERALL ANALYSIS – EPC:
    1. MEANS – EPC: I’am a dedicated, smart, loyal, family-centered, growth minded, firm but fair leader. I will not associate nor invest with dishonost, closed minded, and lazy individuals or business’s. I do not find software developing / engineering or any form of decorating interesting. Personal: Any Family member and friends. Social: My church and Business acquaintances. Professional: My mentorship contacts and coworkers. I have completed 5 Years of Trade School for Heating, Ventilating, Air Conditioning, and Refrigerant (HVA/CR) and am 12 Credits away from completing my BS in Business Administration and Entrepreneurship. he University of Arizona alums and individuals willing and ready to hear my business ideas as potential investors. I will try everything in my power not to leverage my business with debt, so a slow and steady investment in the company will be my approach.
    1. MOTIVATION – EPC: I wish to become debt free with an active and passive income stream from multiple sources to lessen the risk to my financial portfolio. I expect this to take 5-10 years to be sound in the income stream(s). My aspiration to own, run, and eventually sell (preferably to a family member) is the end goal. Financing the establishment of my entity is the most significant constraint I face now, as I refuse to incur debt.
    1. FEASIBILITY – EPC: My strengths learned from years of experience in the workforce and my education provide me a vector to achieve success.
    1. POTENTIALITY -EPC: My potential is my self’s ability to unlock my internal thoughts that will ultimately block and hinder my ability to be successful in business. I will persevere until I succeed!!
    1. Clear Page:
    1. Potentiality – BMC: The venture’s utility is on stable footing. The do-it-yourself (DIY) market is vast, and the number of home improvement giants can provide a path to customers for weekend warriors. The potential for general contractors is even more promising.
    1. EPC Link:
    1. EOC Link:
    1. SBV EOC Link:
    1. BMC Link:
    1. SBV BMC Link:
    1. VMC Link:
    1. SBV VMC Link:
    1. SBV SBV Link:
    1. Name: Kevin Sessions
    1. Business: Trailer Rental

 

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Solution

Key Resources

Key Activities

Market Profile

Value Proposition

Key Channels

Customer Profile

Key Suppliers Profit/Cost Structure Revenue Streams

Business Model Canvas Designed by: Date: Revision:

 

 

    1. Designed by: Kevin Sessions
    1. Date: 10/27/2022
    1. Revision: A
    1. Revenue Streams: Professional Services via cash or credit/debit card(s).
    1. Solution: More equipment allows for more revenue but increases investment. The option to lease the equipment will provide reliability and removal of maintenance requirements and a fixed equipment cost.
    1. Key Resources: With the additional equipment, the human capital is not adversely effected until the fixed rental or seasonality of the market provides the control to avoid over-staffing.
    1. Value Proposition: The most prevalent job is refuse/waste removal from a residential property. Customer Value: Removes the need to acquire equipment. Business Value: Revenue generated by daily rental. Social Value: Expendable income.
    1. Key Activities: Acquisition of five or more trailers provides the opportunity to acquire at a lower cost per asset; however, it requires additional capital to purchase.
    1. Key Suppliers: In my local area, there is no assumption of future affiliation or patronage. Suppliers: Trailer Manufacturers, Tow Vehicle(s), and Office Supplies.
    1. ProfitCost Structure: Pricing structure: Equipment type and rental days. Cost structure: Mainly direct likened to car rental entities. Margin model: $50-$250 per transaction.
    1. Key Channels: The critical channel is marketing, to make potential customers aware of the services they could purchase.
    1. Market Profile: Niche market with the option of general laborers to assist the customer (as required). The market competition is sole proprietor single trailer rentals. Advertising could be a challenge.
    1. Customer Profile: The most important customer is the long-term rental agreements such as general contractors; however, the value is also realized in the typical homeowner.
    1. Icon:

 

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Insight Statement:

Opportunity/Problem Description:

Inspirational Value:

Personal Value:

Nature of the Business:

Type of Business:

Primary:

Secondary:

Opportunity Identification Venture ConceptDesired Value

Key StakeholdersEntrepreneurial Perspective Impact Statement

Solution Criteria:

Entrepreneurial Opportunity CanvasAU Designed by: Date: Revision:

 

 

    1. Designed by: Kevin Sessions
    1. Date: 10/20/2022
    1. Revision: A
    1. Inspirational Value: The customer would not have to own a specific vehicle class to use a trailer. The cost savings and availability to accomplish they trailer goals without the purchase.
    1. Nature of the Business: Logistics/transportation
    1. Personal Value: Gaining the customer’s business otherwise realized competitors that require a specific tow vehicle. Customers who do not own a trailer can realize the options trailer utilization brings.
    1. Type of Business: Private – solely owned Partnership Franchise Full-time or part-time
    1. Primary Stakeholders: Investors
    1. Secondary Stakeholders: Community
    1. Icon:
    1. Insight Statement: Being willing and able to see the opportunity of merging or creating new ideas or innovating removes the friction of opportunities, needs, and desires. “How might we use trailers without a tow vehicle?”
    1. Opportunity/Problem Description: 1)-Providing the trailer type required without the requirement to purchase it. 2)-Availability of trailers without a specific vehicle capable of transporting the trailer. 3)-Overpriced retailers can exploit the occasional need for towing vehicles.
    1. Impact Statement: Customer projects, vacations, and anything requiring a trailer will now be available. Becoming an owner of a franchise is an option to better their economic position.
    1. Solution Criteria: 1)-Provide trailer(s) in a timely manner. 2)-Trailer options for the customer. 3)-The rental rate of the fleet. 4)-Rental cost, availability, demand.

 

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Entrepreneur Profile CanvasAU

My EnvironmentWho I Am What I Do

My expectations

My Constraints

My ContingenciesWhat I Excel At

My Expectations

What I Have

What I Know

Who I Know

Designed by: Date: Revision:

 

 

    1. Designed by: Kevin Sessions
    1. Date: 10/13/2022
    1. What I KnowRow1: I have completed 5 Years of Trade School for Heating, Ventilating, Air Conditioning, and Refrigerant (HVA/CR) and am 12 Credits away from completing my BS in Business Administration and Entrepreneurship.
    1. Icon:
    1. What I Have: The University of Arizona alums and individuals willing and ready to hear my business ideas as potential investors. I will try everything in my power not to leverage my business with debt, so a slow and steady investment in the company will be my approach.
    1. Rev: A
    1. Who I Am: I’am a dedicated, smart, loyal, family-centered, growth minded, firm but fair leader. I will not associate nor invest with dishonost, closed minded, and lazy individuals or business’s. I do not find software developing / engineering or any form of decorating interesting.
    1. Who I Know: Personal: Any Family member and friends. Social: My church and Business acquaintances. Professional: My mentorship contacts and coworkers.
    1. What I Excel At: I am an expert in the HVA/CR and construction fields and all facets of production. I have earned many accolades in my employment tenure; however, the most important one I received was the meritorious service award.
    1. My Contingencies: Capital. 1- Capital Investments 2- Asset aquasition 3- Entity recognition.
    1. My Constraints: One financial business cycle or less, or employees to move on. The cost of entry is high and could pose an issue for growth. The financial backing to weather the lows.
    1. My Expectations: I expect to endure long nights and work weeks until the business is sustainable without vast amounts of input. To see the company be a resounding success and garner employees’ faith to stay with the entity for a career.
    1. What I Do: I am the Production Support Chief in the 531st CMXS squadron for the United States Air Force. It is knowing and executing the lessons learned by becoming a leader and not being a boss.
    1. My Environment: I live in a lovely home in a nice neighborhood. I work in an industrial area, although I have my own office. Non-Volatile, certain, rather complex, and ambiguous. In a word, I have 90% freedom in decision-making. Regulations drive the other 10%.
    1. USEFUL NOTES FOR:

The “Golden Egg” E-Portfolio and Venture Assessment provides an opportunity for you to demonstrate your potential as an entrepreneur in assessing the probability for success and a description of the “next steps” necessary to launch a successful small business venture. The assessment will be presented in the form of a final paper written assignment.

Introduction

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<u>Introduction</u>

The “Golden Egg” E-Portfolio and Venture Assessment provides an opportunity for you to demonstrate your potential as an entrepreneur in assessing the probability for success and a description of the “next steps” necessary to launch a successful small business venture. The assessment will be presented in the form of a final paper written assignment.

The purpose of this assignment is twofold: First, it will help guide students toward their educational goals, while also providing practice in writing an academic paper – something that many students struggle with at this stage of their education; second, by giving them insight into what they need to do next (i.e., sell their idea), it may lead them down new paths which could ultimately lead them toward success!

<u>Course Objectives</u>

Course Objectives:

To provide students with a conceptual understanding of the entrepreneurial process.

To introduce students to the business environment, including legal considerations and market analysis.

To provide students with an opportunity to apply their knowledge through developing a business plan and preparing it for submission or pitch.

By the end of the course, the student will be able to:<br>

By the end of this course, you will be able to:

Identify a specific market opportunity.

Identify a customer base that can be targeted.

Develop a business plan including key elements of strategy, marketing, finance and operations. You will also learn about how to identify financial resources and funding necessary to implement your ideas into reality (e.g., money).

1. Determine a specific market opportunity and identify a customer base that can be targeted. <br>

Determine a specific market opportunity and identify a customer base that can be targeted.

Identify the size of the market, including both existing customers and potential customers within that market area.

Calculate the growth potential for each type of customer (i.e., new customers or repeat purchases) based on current sales trends, population growth rates and other factors such as demographics, purchasing habits etc..

2. Develop a business plan including key elements of strategy, marketing, finance and operations. <br>

A business plan is a detailed description of your proposed venture, including its purpose and market opportunity. It should provide details on how you intend to achieve your goals through the use of financial projections and other information. A well-written business plan can help investors evaluate potential investments in your business, while also helping you develop a clear picture of what it will take for you to succeed as an entrepreneur.

A good start would be to define exactly what a “business plan” is by identifying key elements such as:

Strategy – How do we make money? How much capital are we putting towards this project? What are our goals? How will we reach those goals by using resources available within our company (e.g., employees)? The answers here should include everything related from marketing strategies all the way down into operations like hiring new employees or purchasing equipment needed for production purposes.

3. Identify financial resources and funding necessary to implement the business plan.<br>

Having identified the resources and funding necessary to implement your business plan, you are now ready to identify potential investors. Before approaching potential investors, it is important that you do some research on how much money they can realistically invest in your venture. You should also consider the risk associated with investing in your company. For example, does your idea have any legal issues that might prevent it from being profitable?

Identifying prospective investors will require researching potential sources of funding including:

Bank loans or lines of credit from banks;

Investors who may invest capital into start-up companies (e.g., angel investors);

Venture capitalists who specialize in helping entrepreneurs launch new businesses; and * Private equity firms (or PE firms) which provide capital primarily through investments rather than loans.

4. Employ team-based and leadership skills in developing a business plan that supports a successful launch of a new venture.<br><br>

The final paper assignment will consist of two parts:

A team-based business plan that supports a successful launch of a new venture

An assessment of your leadership skills, as described below.In this section, you will be asked to demonstrate your ability to employ team-based and leadership skills in developing a business plan that supports a successful launch of a new venture. This is an opportunity for you to demonstrate your potential as an entrepreneur.Team-Based Business PlansThe first part asks you to develop a cohesive and unified strategy for launching your venture. You’ll need to identify target markets (including geographic locations) and define how they can be served by the product or service being offered by your organization.

Conclusion

The “Golden Egg” E-Portfolio and Venture Assessment provides an opportunity for you to demonstrate your potential as an entrepreneur in assessing the probability for success and a description of the “next steps” necessary to launch a successful small business venture. The assessment will be presented in the form of a final paper written assignment.

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