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Let yourself feel all of it. It's normal and it's how you get through it. Once these things are not as immediate and powerful, you may find that you are still very angry. You have every right to be. This person abused you, treated you badly and hurt you. Anger is important, as it is often the reason people leave relationships.

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This unit will present the outline of a business plan, explain the importance of each section, and provide you with guidance as to how you can craft this information for your own ventures. We will also cover the "do's and "don'ts of preparing a business plan. Lastly, this unit will emphasize how the business plan is not the business itself; it is only a step from idea to venture, and it is imperative that you understand how to articulate the business plan succinctly, cleanly, and carefully. In this lecture, Professor Maureen Burke discusses the do's and don'ts of writing a business plan. This lecture originally appeared on iTunes U. You can find the entire Yale Entrepreneurial Institute lecture series here.

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Earlier teaching awards include the Clyde Martz Award for Excellence in Teaching from the Rocky Mountain Mineral Law Foundation in 1998, and the Texas Excellence Teaching Award for the School of Law from the Ex Students Association in 2000. In the same year, Annual Institute of Oil, Gas and Mineral Law, which is co sponsored by the Texas State Bar Section on Oil, Gas and Energy Law and the University of Texas School of Law was re named the Ernest E. Smith Oil, Gas and Mineral Law Institute. The Ernest E. Smith Endowed Presidential Scholarship in Law was established in 1994, and the Ernest E. Smith Professorship in Law was established in 1996. Professor Smith teaches classes in the areas of property, oil and gas, international petroleum transactions, and wind energy law. A former Dean of the Law School, Professor Smith has also been a Visiting Professor at several law schools including Harvard. This book is a testament to the widespread affection and respect for Professor Smith among students and the oil and gas bar. Five leading energy law organizations have come together to sponsor this publication. In addition, twelve editors from the Texas Journal of Oil, Gas and Energy Law worked over the past year to compile, cite check, and reformat the articles.

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The following are "some" factors and steps that all franchisors and their legal counsel should be considering and discussing: a Litigation is Always a Balancing Act. Litigation should be viewed as nothing more than a "means to an end," that is, litigation must be subject to a thorough cost benefit analysis similar to that applied to business investments. When making this analysis it is critical to recognize that, in most litigation, once you are involved either as a plaintiff or defendant the advantages and benefits that may or may not stem from the outcome of the litigation may be outweighed by: i the legal fees that you will incur, ii lost productivity associated with your focus on the litigation as opposed to building your franchise, and iii the uncertainty that is inherent in all litigation no matter how strong your case is. b Long Term Legal Fees can be Reduced by Short Term Planning. Faced with the almost certain costs that you will incur in all litigation, the best course of action for franchisors is to establish with your legal counsel a continuous dialogue and plan focused on mitigating your "litigation risk". In addition to the critical task of managing your regulatory disclosures, as a franchisor, you must discuss and establish with your legal counsel a balanced relationship and system focused on the management of your day to day legal activities. Some of these activities should include: i The periodic evaluation and review of your trademarks and the filing of supplemental trademark applications; ii The establishment and enforcement of a specified and well documented "encroachment policy" respecting the grant of additional franchises; iii The establishment of a written policies respecting the negotiated modification of your franchise agreements; iv The establishment of standardized franchisee communications and compliance notices; v The review of vendor agreements; and vi The maintenance of strategic employment agreements with your management staff focused on the implementation fair and "enforceable" restrictive covenants. While establishing an on going day to day working relationship with your legal counsel may be more expensive for the moment than "doing nothing", the value of this dialogue and planning process will far outweigh the costs associated with avoidable litigation. Once tasks become standardized and well establish many activities may be incorporated into the tasks of your "in house" staff and, over time, serve to reduce your long term legal fees. About the Author: Charles N. Internicola is an author and franchise attorney.