PLEASE SEE ATTACHMENTS IN ADDITION TO INSTRUCTIONS FOR MORE GUIDANCE.
For this assignment you will be creating a crime prevention plan. This assignment will follow Lesson 4’s template of quadrants and seven columns, but applied to crime and tort. Think about customer and partner crimes and torts as well as those not associated with the business. The business will be a barber shop
1. List your Quadrant A crimes and torts
2. List your Quadrant B crimes and torts
3. List your Quadrant C crimes and torts
4. List your Quadrant D crimes and torts
5. Complete a Crime Prevention table (from the article Hirai, 2015):
a. The first column,
Crime Factors
, will derive from your four Quadrants of crimes and torts.
b. The second column,
Type
, is based on what type of crime it is.
c. The third column,
Likelihood
, is your decision of low, medium, or high potential of crimes and torts.
d. The fourth column,
Consequences
, is your description of what will happen to the company if that crime and tort comes to “life.” Be thoughtful, be realistic, be truthful, and be specific.
e. The fifth column,
Mitigation Tactics
, is a list of your ideas of what you can do to minimize the impact of the consequence (column 4) or to reduce the likelihood of it happening.
f. The sixth column,
Mitigation Costs
, is your determination of the cost(s) for each mitigating factor (column 5). The costs may not be solely financial. Think about the non-financial risks as well. Again, be thoughtful, be realistic, be truthful, and be specific.
g. The seventh column,
Status
, is your decision of which mitigating tactics (column 5) you will implement.
Your table would look like the following with the first risk factor as an example:
Crime Factors
Type
Likelihood
Consequences
Mitigation Tactics
Mitigation Costs
Status
Not paying sales taxes
Legal & Regulatory
Low
Government places lien on business, may be held personally liable for the taxes
Hire CPA to complete taxes, annually and quarterly; file taxes
$150-$400/hour, depending on work being done by CPA
In planning phase
Arson
Low
Aggravated Assault
Low
Trespassing/Soliciting
High
Unfair Competition
High
Burglary
Low
For this assignment you will be creating a crime prevention plan. This assignment will follow Lesson 4’s template of quadrants and seven columns, but applied to crime and tort. Think about customer and partner crimes and torts as well as those not associated with the business.
1. List your Quadrant A crimes and torts
2. List your Quadrant B crimes and torts
3. List your Quadrant C crimes and torts
4. List your Quadrant D crimes and torts
5. Complete a Crime Prevention table (from the article Hirai, 2015):
a. The first column, Crime Factors, will derive from your four Quadrants of crimes and torts.
b. The second column, Type, is based on what type of crime it is.
c. The third column, Likelihood, is your decision of low, medium, or high potential of crimes and torts.
d. The fourth column, Consequences, is your description of what will happen to the company if that crime and tort comes to “life.” Be thoughtful, be realistic, be truthful, and be specific.
e. The fifth column, Mitigation Tactics, is a list of your ideas of what you can do to minimize the impact of the consequence (column 4) or to reduce the likelihood of it happening.
f. The sixth column, Mitigation Costs, is your determination of the cost(s) for each mitigating factor (column 5). The costs may not be solely financial. Think about the non-financial risks as well. Again, be thoughtful, be realistic, be truthful, and be specific.
g. The seventh column, Status, is your decision of which mitigating tactics (column 5) you will implement.
Your table would look like the following with the first risk factor as an example:
Crime Factors
Type
Likelihood
Consequences
Mitigation Tactics
Mitigation Costs
Status
Not paying sales taxes
Legal & Regulatory
Low
Government places lien on business, may be held personally liable for the taxes
Hire CPA to complete taxes, annually and quarterly; file taxes
$150-$400/hour, depending on work being done by CPA
In planning phase
Arson
Low
Aggravated Assault
Low
Trespassing/Soliciting
High
Unfair Competition
High
Burglary
Low
What Kills Startups?
Sooner or later, disaster will strike. A disciplined approach to iden fying and mi ga ng risks
can help you beat the odds. Will you be ready?
We’ve all heard the sta s c that half of all startups fail within their first five years. The actual
number is even bleaker. In a study of firms formed in 1998, only 44% were s ll around only
four years later, according to the Small Business Administra on.
In any given year, among firms with employees, almost as many firms close or go bankrupt, as
there are new startups:
e=es mate
Sources: U.S. Dept. of Commerce, Bureau of the Census; Administra ve Office of the U.S. Courts; U.S. Dept of Labor, Employment and Training Administra on.
Some firms close by choice: the owner elects to re re or move on to something new, for
example, and decides that it is easier to shut down the business than it is to try to sell it.
Most closures, however – even those that do not end in bankruptcy – are the result of
unforeseen circumstances. It seems that Murphy’s Law affects entrepreneurs
dispropor onately. O en, these disasters could have been avoided if company management
had paid more heed to the principles of risk management.
Risk and Reward
What do we mean when we talk about risk? Simply stated, risk exists in any situa on where
there is a possibility of an outcome that we would rather avoid.
Unforeseen circumstances and their nega ve consequences are the very essence of risk. If we
could predict the future, there would be no uncertainty, and there would be no risk.
Starts and Closures of Employer Firms, 2003‐2007
Category 2003 2004 2005 2006 2007
New Firms 612,296 628,917 644,122 640,800e 637,100e
Closures 540,658 541,047 565,745 587,800e 560,300e
Bankruptcies 35,037 34,317 39,201 19,695 28,322
About The Author
Akira Hirai is the founder
and CEO of Cayenne
Consul ng, a firm that
has helped hundreds of
entrepreneurs prepare
for the fund raising
process by cra ing
strategies, business
plans, financial forecasts,
and pitch decks.
Akira started two
technology companies in
Silicon Valley during the
dot com bubble. His
previous experience has
spanned investment
banking, management
consul ng, so ware
engineering, and sales
management. He earned
his A.B. in Engineering
Sciences at Harvard
University.
Akira Hirai
Cayenne Consul ng
714.TOP.PLAN
akira@caycon.com
@akira_hirai
www.caycon.com
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Risk surrounds us. With plumme ng home values, sinking stock prices, and frozen credit
markets, that fact is surely more evident today than ever before.
The flip side of risk is opportunity. There is a direct rela onship between risk and reward:
the greater the poten al upside, the greater the risks involved. (As an aside, it’s worth
no ng that the converse is not necessarily true: situa ons that involve great risk
some mes have li le or no upside. These are stupid risks to take.)
For entrepreneurs, this means that if you want to have a chance at success, you have to
take significant risks. Entrepreneurship is neither easy nor risk free. And that’s exactly why
more than half of all startups fail within a few years.
While risk is an integral part of entrepreneurship, it doesn’t have to get the be er of you.
Great entrepreneurs achieve success through keen awareness and management of risks.
The Risk Management Framework
“Risk Management” is the art and science of thinking about what could go wrong, and
what should be done to mi gate those risks in a cost‐effec ve manner.
In order to iden fy risks and figure out how best to mi gate them, we first need a
framework for classifying risks.
All risks have two dimensions to them: likelihood of occurrence, and severity of the
poten al consequences. These two dimensions form four quadrants, which in turn suggest
how we might a empt to mi gate those risks:
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Once we know the severity and likelihood of a given risk, we can answer the ques on: Does
the benefit of mi ga ng a risk outweigh the cost of doing so?
Quadrant A: Ignorable Risks
Cost effec veness is an important considera on in deciding how we face up to risks. Risks
with rela vely minor consequences and a rela vely low likelihood of occurring – those in
Quadrant A of our framework – obviously aren’t worth spending a lot of me worrying about.
An example of a low‐likelihood, minor‐consequence risk might be the possibility of ge ng a
flat re on your way to a rou ne mee ng. Assuming you service your car regularly and you
drive on maintained roads, a flat re might cause you to be late to a mee ng once every ten
years. It’s not a big deal.
Quadrant B: Nuisance Risks
The next category of risks are those we call “nuisance risks” – li le things that o en seem to
go wrong, but whose impacts are easy enough to minimize through straigh orward changes
in behavior. There are countless examples of nuisance risks and simple solu ons:
The printer runs out of toner while you’re preparing the proposal for the customer
mee ng that starts in 30 minutes. Solu ons: don’t wait un l the last minute, and always
keep extra toner on hand.
Your lead engineer gets the flu three days before the scheduled release date of your first
customer beta. Solu ons: create a development process free of dependencies on any one
person, and build in con ngencies for the fact that almost everything seems to take twice
as long and cost twice as much as you originally expect.
You knock a mug of coffee into your laptop keyboard and coat your hard drive in cream
and sugar, making your marke ng plan inaccessible. Solu on: use so ware to perform
automated daily backups so that you’ll lose, at most, a day of work if you destroy your
computer.
With a li le common sense, nuisance risks shouldn’t cause any lost sleep.
Quadrant C: Insurable Risks
Risks that could have major consequences but are rela vely unlikely to happen are o en
insurable. Insurance is the prac ce of spreading the cost of an improbable loss across a group,
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
so that no single individual bears the en re cost of a disaster. Everybody pays a premium to
the insurance company, and the insurance company pays claim benefits when one of its
customers experiences an insured loss.
Here are a few common forms of insurance and the risks they cover:
Property & Casualty Insurance can mi gate losses from fire, the , and natural disasters;
Key Execu ve Insurance can mi gate losses from the death or incapacita on of a
management team member;
Liability Insurance can mi gate lawsuits resul ng from product defects or on‐site injuries
to visitors;
Errors & Omissions Insurance can mi gate lawsuits from disgruntled customers; and
Directors & Officers Insurance can mi gate lawsuits in cases of negligence, harassment, or
discrimina on.
Even uncommon risks are o en insurable. Some underwriters specialize in wri ng unusual
policies: event cancella ons due to adverse weather; or injury to specific body parts (early
examples include Jimmy Durante, who insured his nose for $50,000, and Fred Astaire, who
insured his legs for $75,000).
Quadrant D: The Company Killers
Now we come to the Company Killers: the risks with both a rela vely high likelihood of
occurrence and major consequences. These risks can sink startups and Fortune 500 companies
alike. The survival of your venture depends on your ability to iden fy and mi gate the
company killers.
The thing that makes company killers so deadly is that there are so many of them. Individually,
they may seem manageable, but collec vely, they represent a true challenge for any
entrepreneur.
For example, suppose you manage to dis ll your world down to just ten company killers and
you think you’ve eliminated 90% of the risk in each category:
1. There’s a 90% chance that you’ve iden fied a genuine market need;
2. There’s a 90% chance that your addressable market is as big as you think it is;
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
3. There’s a 90% chance that you can actually implement your innova on;
4. There’s a 90% chance that you can figure out how to sell it for more than it costs you
to make it;
5. There’s a 90% chance that you have assembled the right management team to do the
job;
6. There’s a 90% chance that you manage to stay one step ahead of the compe on;
7. There’s a 90% chance that you don’t get sued into bankruptcy;
8. There’s a 90% chance that you won’t get buried in regulatory red tape;
9. There’s a 90% chance that you don’t run out of money; and
10. There’s a 90% chance that nothing else goes wrong.
You might take comfort in the fact that any one of these risk factors presents only a 10%
chance of sinking the company.
However, the probability of surviving all ten risk factors (making a technical assump on that
the ten risk factors are sta s cally independent of each other1) is:
90% × 90% × 90% × 90% × 90% × 90% × 90% × 90% × 90% × 90% = 35%
The key insight here is that a company that is reasonably good at managing individual risks
might have a marginal chance of surviving overall. That’s why “reasonably good” isn’t good
enough – risk management must be among the entrepreneur’s core competencies.
1In reality, these factors are not sta s cally independent and there’s probably some overlap among these factors – I’m just using this to illustrate a point,
so don’t take these numbers literally.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Iden fying & Mi ga ng the Company Killers
Companies flatline when the cash runs out and total current liabili es (i.e., bills due now)
exceed total liquid assets. Risk management is all about iden fying and mi ga ng the
uncertain es – especially the company killers – that surround cash flows.
Uncertainty plagues businesses in countless ways, but we can group most company killers into
the following categories:
Market Risks
Compe ve Risks
Technology & Opera onal Risks
Financial Risks
People Risks
Legal & Regulatory Risks
Systemic Risks
These categories are neither exhaus ve nor mutually exclusive. Some risks span several
categories. Let’s look at some examples.
Market Risks
Market risks refer to whether or not there is sufficient demand for what you have to offer at
the price you set. Many inventors have died penniless, clinging to the belief that the market
would beat a path to his door if he designed the be er mousetrap.
Fortune 500 companies spend billions on market research, and every year, they introduce
products that are an instant flop. On the other hand, in 1943, the president of IBM allegedly
predicted, “I think there is a world market for maybe five computers.”
Unless what you sell is a commodity, there is no easy way to know how the market will
receive any new product. Feedback from friends, surveys of poten al customers, focus group
tes ng, and beta tes ng are all useful techniques for helping to gauge market acceptance.
However, nobody – not you, not your best friend, not your venture capitalist – can know for
sure whether people will spend money on your solu on un l you actually try to sell it.
Entrepreneurs are, by defini on,
risk takers. Strong risk
management is an important
source of compe ve advantage.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
One way for entrepreneurs to mi gate market risk is to avoid perfec on. It’s a fallacy to think
that any product will ever be “finished” in the sense that it will make all users completely
happy. When your product becomes good enough to make some customers reasonably
happy, get it into the market where it can start genera ng cash flow and feedback.
As Steve Jobs put it, “Real ar sts ship.” Un l real customers start using and talking about your
actual product – as opposed to some mock‐up you test in a focus group – you have no real
way of knowing what you are doing right and what you are doing wrong. Release – observe –
improve – repeat.
Compe ve Risks
Every venture has more compe tors and fewer compe ve advantages than it thinks. If there
is money to be made by sa sfying a pressing need in the marketplace (is there any other way
to make money?), you can be sure that plenty of others are gunning for that same consumer
dollar.
Business is a contact sport, and some of your compe tors will play rough. They’ll copy your
business model. They’ll try to out‐innovate you. They’ll try to out‐spend you on marke ng.
They’ll start price wars. They’ll start rumors about your product. They’ll try to do an end‐run
around your patents. They’ll try to steal your trade secrets. They‘ll try to poach your best
people. Just because you’re paranoid, it doesn’t mean they’re not out to get you.
To stay ahead of your compe on, you must con nuously ask yourself – and your trusted
advisors – what others might do to try to beat you, and then develop appropriate defenses.
Know your Strengths, Weaknesses, Opportuni es, and Threats – S.W.O.T analysis isn’t just a
business school exercise. Figure out what you do be er than all of your compe tors –
whether it be price, features, quality, or some other advantage – and focus on maintaining
your leadership in that category.
Technology & Opera onal Risks
It’s one thing to say you’re going into the business of making and selling widgets. It’s quite
another thing to master the actual mechanics of making and selling widgets.
Technology and opera onal risks broadly cover everything having to do with execu on: Can
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
your team finalize the product design on a limited R&D budget? Will your product work as
intended? Can you find reliable vendors? Can you manufacture it? Can you op mize the
logis cs of product distribu on? Can you create an effec ve product support infrastructure?
Will your firewall prevent hackers from stealing customer credit card numbers? Do you have a
backup plan to keep your company running when an accident destroys some key equipment
in your data center?
When it comes to execu on, there’s no subs tute for experience. It’s all about careful
planning and watchful management by people who know what they’re doing. Businesses
started by rookie entrepreneurs blow up dispropor onately because they don’t know how to
avoid even some more obvious land mines.
Mistakes are inevitable; we all learn from our mistakes and become be er over me.
However, research by Gompers, Kovner, Lerner, and Scharfstein (Performance Persistence in
Entrepreneurship, Harvard University, 2008) suggests that entrepreneurs with a track record
of success have a much higher probability of future success (30%) than first‐ me
entrepreneurs (18%). (The paper studied entrepreneurs who raised venture capital, and
defined “success” as having or registering for an IPO.) Learning from past mistakes is
important, but if you really want to increase your chances of success, then find some co‐
founders who have succeeded in the past.
Financial Risks
The end of the road for any business is running out of cash. Some days, when you’re an
entrepreneur, it seems like all roads lead there.
For startups, the biggest financial risk stems from not having a Plan B in case investors and
lenders say no (or don’t say yes quickly enough). Many entrepreneurs fail because they make
the mistake of be ng everything on being able to secure outside financing.
It’s true that many types of capital‐intensive businesses do require significant startup funding.
But if you’re a rookie entrepreneur, the odds of finding an investor willing to take a huge risk
on you are slim. It may be more prudent to start a business that requires a more modest
amount of ini al funding. You’ll also want to have two separate business plans: one for
growing the business if you happen to succeed at finding an investor, and one for
bootstrapping the business if you have to go it alone.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
If you do succeed at raising capital, the next trick is to figure out how to start genera ng
enough revenues to cover your costs before you run out of money. If you thought raising
capital was tough, you’re in for a surprise.
Financial risks don’t disappear once your business is up and running. Any number of things can
adversely affect the cash flows of opera ng ventures: Customers can default on your invoices
(credit risk). The cost of your raw materials could skyrocket (commodity price risk). A
strengthening dollar can reduce the net profits from your interna onal customers, or a
weakening dollar can jack up the cost of your offshore manufacturing opera ons (exchange
rate risk). A spike in interest rates could raise the cost of your working capital (interest rate
risk). A plunge in the value of stocks or real estate you pledged as collateral could cause your
bank to cut your credit lines (asset price risk).
Entrepreneurs quickly discover that it’s impossible to raise money when you need it, and
everybody wants to give you money when you don’t need it. One way to mi gate financial
and other risks is to take funding when it’s available and keeping it in reserve for a rainy day.
People Risks
People are, at the same me, the most crucial and least predictable element of any business.
The right combina on of experience, contacts, and temperament among the founding team
can vastly increase a venture’s odds of success. Failure to recruit, mo vate, and retain the
right partners can spell doom.
Companies fall apart when it develops major ri s: when one fac on wants to move one way,
while others seek a different result.
As an entrepreneur, one of your most important responsibili es is to establish a clear vision
and culture that the en re team can rally behind. Everybody needs to row in the same
direc on. Everybody needs to be able to tolerate each other for eighty hours a week. You
must manage strong egos, mediate personality clashes and disagreements, and rein in rogue
team members.
A company is only as strong as its weakest link. Don’t let personal rela onships cloud your
judgment: your old college roommate might be a good marketer, but she may not be the best
person to market your specific product to your specific target market. If you discover that a
member of your team isn’t going to work out, you need to fix it quickly before the situa on
gets worse.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Legal & Regulatory Risks
Lawyers get paid the big bucks to keep you out of trouble. So do other specialists, if you
happen to be in a heavily regulated industry like pharmaceu cals or air travel.
The list of possible problems with legal or regulatory roots is almost endless: tax complica ons
stemming from your choice of legal en ty or state of incorpora on; disputes arising from
poorly structured agreements; lawsuits filed by a compe tor alleging misappropria on of
trade secrets by one of the hotshot programmers you recently recruited from them.
The first step towards mi ga ng legal and regulatory risk is to learn enough about the subject
so that you can fully appreciate what you don’t know. The Entrepreneur’s Guide to Business
Law by Constance Bagley and Craig Dauchy is a great place to start.
The second step is to retain the right a orneys – usually, one for corporate ma ers and
another for intellectual property ma ers. You must manage them effec vely and follow their
counsel when it makes sense (many legal decisions come with degrees of risk and reward that
you need to balance). Finally, you must keep your a orneys informed of what’s happening in
the business so that they can address poten al problems before they get out of control.
Systemic Risks
Systemic risks are those that threaten the viability of en re markets, not just a single firm
within a market.
For example, rising default rates in the subprime mortgage market, and the subsequent
domino effect among financial ins tu ons created by linkages embedded in mortgage‐backed
securi es and credit default swaps, have had a profound impact on the global financial
system.
There are plenty of less widespread, but no less real, examples: A spike in the cost of fuel is
squeezing the en re passenger airline industry. The availability of low‐cost skilled labor in
emerging economies is challenging the viability of many domes c manufacturing businesses.
A suspected case of mad cow disease can corral beef sales for months or years.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Pragma c Risk Management
Crea ng a pragma c risk management plan is straigh orward in concept, if not in execu on.
Prepare a table with the following seven columns:
1. Risk Factor: List anything you can think of that could cause substan al harm to your
business.
2. Type: Assign the risk to one of the categories described above, e.g. market risk, com‐
pe ve risk, technology & opera onal risk, etc. Assigning a type can suggest who
might be best qualified to manage that par cular risk (for example, your CFO might be
responsible for looking a er your firm’s financial risks).
3. Likelihood: Think of the rela ve likelihood of manifes ng this par cular risk factor.
Simple descriptors like high, medium, and low should be sufficient.
4. Consequences: Describe what would happen to the company if this risk factor mani‐
fests itself.
5. Mi ga on Tac cs: List the things you can do either reduce the likelihood or minimize
the impact of the consequences if this risk factor manifests itself. Note that just be‐
cause a tac c is available, it doesn’t mean you should employ it.
6. Mi ga on Costs: For each mi ga on tac c, think about the implementa on cost.
7. Status: Once you have assembled the first six columns, you need to decide which mi ‐
ga ng tac cs, if any, you need to implement. Your choices will depend on your per‐
sonal risk tolerance – there’s no right or wrong answer. Whatever ac ons you do take,
you should document them in the Status column of your risk management plan.
As you develop your risk management plan, you should obtain input from your en re senior
management team, as well as from your advisors and board members. We’ve all made
different mistakes and learned different lessons, so it will be helpful to obtain mul ple
perspec ves. Like your business plan, your risk management plan is a living document. You
should review and revise it regularly as your circumstances evolve.
Finally, although it’s important to develop a risk management plan, you shouldn’t obsess over
it. An cipa ng every possible risk factor is neither possible nor prac cal. That’s because no
ma er how smart we are, and no ma er how carefully we assess the situa on, we can’t think
of everything.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Consider the startups that manage to a ract venture capital: these are promising firms, flush
with cash, opera ng in a “hot” and growing market, run by gi ed entrepreneurs, with a
demonstrated ability to meet important milestones, carefully chosen through a highly
compe ve selec on process by experienced venture capital investors, watched over and
mentored by advisors and Board members who have “been there and done that.” With all of
these factors going in their favor, the majority of VC‐backed firms s ll fail!
Pragma c risk management isn’t about trying to an cipate and mi gate every possible source
of risk. It’s really about two things:
Engaging common sense to recognize and mi gate the most obvious risks in a cost
effec ve manner, using some of the techniques described in this ar cle; and
Developing a culture of responding to unan cipated developments – that is, pu ng out
fires – in a calm, ra onal way.
Don’t let risk paralyze you. Entrepreneurs are, by defini on, risk takers. Strong risk
management is an important source of compe ve advantage. You can beat the odds and
build a thriving and rewarding venture by learning to recognize and mi gate risks.
Hot Sauce! Secret Sauce for Entrepreneurs
CAYENNECONSULTING
innovate | grow | succeed © 2010 Cayenne Consul ng LLC
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Achiever Papers is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Dissertation Writing Service Works
First, you will need to complete an order form. It's not difficult but, if anything is unclear, you may always chat with us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download