BUSINESS PLAN TEMPLATE

ELEMENTS OF A BUSINESS PLAN 1. Summary 2. General Information 3. Key personnel 4. Operation 5. Marketing 6. Financial Plan
SUMMARY The purpose of a resume is to provide a quick and concise overview of the company (in one or two pages). Although this section is the first in order, it should be written last. The summary should highlight the essential elements of the overall business plan, including: - The objectives of the company (mission statement) - Your products or services, by focusing on what distinguishes them from other market needs and they meet - Your estimate of your potential market and competition assessment - The experience and talent of your management team - The manufacturing or service delivery - Forecasts of Financial Results - The amount necessary and use - The expected return on investment

GENERAL INFORMATION - The kind of business you are doing or are planning to - General information about your business, including the launch date and highlights its progress - Any previous funding and the donor - The current owners or your company ESSENTIAL PERSONNEL - Explain the organization of the management team within your company and describe the role that each team member plays. If necessary, use an organizational chart. - Show how the skills of team members complement each other. Show the balance of skills in marketing, finance, management and production, as well as experience with the product or service you develop. Key managers Write a brief summary of each key manager, including the following: - The duties and responsibilities - Highlights of his career - Significant achievements that demonstrate the ability to perform the necessary tasks - Include a resume attached. Resumes should include enough detail for future verification from a financial institution, an investor, a government agency, etc.. - This section should also explain any obvious weakness in your management team. Are there any essential skills lacking? If so, how this gap will be filled she? Through training? Recruiting? External advisors? Compensation and proprietary - Indicate the ways in which each person will be paid (for pay? Bonus? Profit sharing?), And how much each person have invested in the company. Include a list of shareholders and the number of shares of each. - Name the members of your board (if any) and briefly explain how each contributes to the development of your company. Indicate any investments have done the board in your company.

OPERATION This section should cover issues such as: - The location and capacity - Costing and cost control - Employees (staff, unions, etc.). - Sources of - Purchases (machinery - new or used, tools, dies, molds, etc.). - Facilities and equipment (Describe the facilities and equipment that will be needed. How will they cost? The will rent you or will you buy? Explain future needs.) - Describe the manufacturing process or method of service delivery. - Describe the labor of your operation. What are the costs? Are there a sufficient labor force available with the right skills? Will there additional training? How much does it cost? Labor union is she or will she likely in the future?
MARKETING Marketing research is the most important part of any business plan as it determines not only the demand for power and the target market, but sales levels anticipated, future opportunities in the market, the number of employees that will be needed, etc.. Essentially, the marketing plan is the foundation of a good business plan. This section should show that you understand how to segment your market and you have the ability to sell and deliver your product or hire your service and make the provision effectively and that, by targeting the right targets. This is an opportunity to show the reason why customers buy from your company. The following briefly describes the items to be included, including: Market History - Information about the development and growth history. By examining past trends, it is often possible to predict future opportunities in the market. Target Market - Determine your or your target markets. It is important to segment and target market properly, something that new companies often overlook. Focus your resources on the needs of a particular segment and position itself can mean the difference between success and failure. Competition - Study the competition. Know which are direct and indirect competitors, what is their pricing strategy, what is their competitive advantage, etc.. If you understand your own strengths and weaknesses compared to your competition, you will be better able to turn some of your weaknesses into opportunities. Market Share - Estimate the market share and sales volume you think you can reach in two or three years. Indicate which part of your estimate represents commitments to purchase "hard" and present this data in tabular form. Pricing - Explain the strategy and policy on pricing your product or service. The show or how your pricing method will allow you to enter the market, maintain and increase market share, and make a profit. Sales Plan - Explain or how you plan to sell and distribute your product or service and the place or places where you intend to do so. - Will you use a direct sales staff? How many salespeople will you need? Will they be paid salary or commission? What training and experience you require and how you will you take to find and attract good salespeople? - At what level of efficiency in sales can you expect? How many official visits or calls prospecting will he produce an order and what will be the size of an average order? Advertisement - Explain the ways or you will be aware of your product or service to your potential customers. What promotional activities will you use - public relations, trade shows, sales incentives, professional literature, media, etc.. - These costs amount to an large percentage of the total? If yes, explain how much they are and when they are likely to be incurred.

  FINANCIAL PLAN You should include the financial statements and financial forecasts for the past and for the next three to five years, including: - Financial statements for the last three years of operation - Forecasts of cash flow per month for the coming year - Balance sheets and projected financial statements for the next three years - Analysis of break-even Consider using a computer application to help you make your forecasts based on your assumptions. Financial models can answer the questions "what if ..." and show the likely outcomes under various scenarios. Your forecast should be according to your market expectations. It is important to clearly state the expectations you have used to prepare the forecasts. Your financial analysis should identify and support the amount you are looking for potential investors or financial institutions. The preparation of financial forecasts requires knowledge and financial accounting. If none of your team is trained in this area, get outside help.
Funds This section of your plan should indicate the amount you need, when you need it and what it will. Answer questions such as: - How much money do you need today? - How much do you need over the next three to five years and when? - What will you do if you have underestimated the amount you need? - What will you use the initial funding? - What do you offer financial structure for financing (ie d. Which parts of the funds which will be debt and equity?) - What are the conditions? - Are you eligible for government assistance?

  ANNEXES Include appendices to provide additional details that help clarify your project. These may include: - Marketing studies - Information on patents - Photographs or drawings of your product or service - The resumes of key executives
ORGANISATION PLAN Organize your plan so it is easy for readers to find specific sections. Many readers will read only selected sections according to their particular information needs. Your plan should have a table of contents. Consider also set tabs to indicate the main sections.
OBJECTIVE EXAMINATION After writing your business plan, ask others to review it before sending it to potential investors or potential donors. Those most able to give constructive feedback include business consultants, other entrepreneurs, accountants and business advisors you and your lawyers.
TO CONSIDER ENDING IN Your plan will contain sensitive and confidential information. Therefore, you should carefully limit the distribution. Here is a great site to get an Interactive Business www.cbsc.org/ibp/