A basic 10 step process to cover all the needs of a basic business plan. Be tactical. Be measurable. Have control.

1. Producing
a
business
plan
means
focusing
your
thinking
and
communica7ng
your
vision
to
others.
You
also
get
the
chance
to
provide
evidence
that
your
business
idea
is
financially
viable
Wri7ng
a
business
plan
requires
explaining
the
opportunity,
what
products
or
services
you
will
sell,
how
they’ll
be
marketed
and
sold,
which
customers
you’ll
target
&what
compe77on
you
face.
Wri7ng
a
start-­‐up
business
plan
can
expose
flaws
in
your
thinking,
which
enables
you
to
make
changes
before
you
go
ahead
and
launch
your
business.
A
business
plan
should
showcase
your
vision.
The
reader
should
know
where
you
want
to
take
your
business
(ie
your
goals)
and
how
you
plan
to
get
there
(ie
your
development
strategy).
A
TACTICAL
INNOVATICS
PLAN
TABLE OF CONTENTS
1. INTRODUCTION
2. EXECUTIVE SUMMARY
3. MISSION, VISION & STRATEGY
4. PRODUCTS & SERVICES
5. REVENUE SOURCES
6. FUTURE GROWTH
7. MARKETING PLAN
8. OPERATIONAL PLAN
9. ORGANISATIONAL PLAN
10. THE FINANCIAL PLAN
(BUDGETS AND FUNDING)
1. I N T R O D U C T I O N
Introduce
your
business
here
and
provide
a
high
level
overview.
Don’t
get
into
too
much
detail,
rather
think
of
this
sec7on
as
an
elevator
pitch.
Answer
ques7ons
such
as
business
name,
purpose,
target
market,
revenue
source(s),
structure
(CC,
Pty
etc.),
physical
loca7on
and
ownership.
This
sec7on
should
be
a
few
paragraphs
(about
half
a
page).
VISION
WHAT
HOW
WHO
WHY
A
vision
statement
is
where
you
present
a
clear
and
defined
descrip6on
of
the
desired
outcome
of
your
business.
The
first
sentence
of
your
vision
statement
should
be
a
short,
yet
powerful,
sentence
which
captures
the
overall
spirit
of
the
business.
The
vision
statement
can
be
one
paragraph,
or
several
paragraphs
MISSION
The
mission
statement
is
a
short
statement
of
the
purpose
of
the
business.
OBJECTIVES
The business objectives are statements defining the
tangible deliverables of the business and what they are
expected to achieve. The objectives should be concisely
written so they can be evaluated at a later date to see
whether they were achieved and to the extent they were
achieved
GOALS
When writing the objectives be sure that they are specific,
measurable, attainable, realistic and time bound. Start
out by stating the overreaching objective of the business
(the primary reason for chartering the project), then follow
it up with the more specific detailed objectives of the
business.
KEYS TO SUCCESS
In this section you need to identify the keys to success for
your business. What will make your business more likely
to succeed than other comparable businesses? What
makes your business special?
State
the
purpose
of
your
business.
Iden6fy
Ownership
Target
Market
&
Growth
Plans
Write
this
sec7on
last
as
it
is
a
high
level
summary
of
your
en7re
business
plan.
This
sec7on
is
read
by
high
level
execu7ves
who
have
a
need
to
know
about
your
business
but
don’t
necessarily
have
the
7me
to
read
all
the
specifics.
If
they
need
specifics
on
any
par7cular
topic,
they
will
go
to
that
sec7on
of
the
business
plan
2. E X E C U T I V E S U M M A R Y
Unique
Selling
Proposi7on
3. MISSION, VISION AND STRATEGY
10
EASY
STEPS

2. For
many
of
us
entrepreneurs
it’s
difficult
to
iden7fy
their
strengths
and
weaknesses;
especially
our
weaknesses.
We
like
to
think
that
we
are
capable
of
most
anything
we
put
our
minds
to
and
that
we’re
experts
on
most
everything.
However,
successful
entrepreneurs
have
a
common
character
where
they
are
able
to
objec7vely
iden7fy
their
weaknesses
and
seek
outside
help
accordingly.
By
iden7fying
our
weaknesses
we
determine
where
we
need
to
improve
ourselves,
but
most
importantly
for
what
areas
we
should
look
to
outsource
to
someone
more
qualified.
Retrospec7vely,
by
iden7fying
our
strengths
we
then
know
what
can
be
leveraged
to
build
the
business
and
ensure
success
Strengths,
Weaknesses,
Opportunities and
Threats
(SWOTs)
4. Products and Services
Every business produces some sort
of product or service. In this section
you will identify and describe the
product and/or service your
business will provide.
STRATEGIES
The
strategies
sec7on
is
where
you
sit
down
and
develop
a
high
level
map
of
how
you’re
going
to
build
your
business.
The
strategies
should
be
developed
from
a
15,000
foot
view.
You’ll
use
this
sec7on
as
your
roadmap
to
building
the
business.
SALES
PROJECTIONS
Market
Analysis
COMPETITION
CUSTOMER
PROFILE
MARKET
SIZE
Describe
the
size
of
the
market
in
which
your
business
will
be
compe7ng.
Talk
about
sales
and
market
share
projec7ons
for
your
company.
ADVERTISING
Tradi7onal
:
print,
radio,
TV,
flyers,
billboards
Digital:
social
media,
website,
Google
PUBLIC RELATIONS
“Public relations is a strategic communication process that
builds mutually beneficial relationships between
organizations and their publics.”
8. OPERATIONS PLAN
Which locations?
What systems?
Which partners?
Which bank?
Loans and gearing?
9.THE ORGANISATIONAL PLAN
This section covers the ownership and management
structure of the company. It is okay to have the same
person fill multiple roles as this is common with many
small businesses.
What does the organogram and reporting lines look like?
The
primary
reason
to
start
a
business
is
to
make
money.
In
this
sec6on
you
will
iden6fy
how
your
business
will
generate
revenues.
In
what
way
will
you
generate
income?
We
entrepreneurs
know
that
business
is
dynamic
and
in
order
to
succeed
we
need
to
be
able
to
make
changes
to
the
business
according
to
market
demands.
This
sec7on
iden7fied
areas
which
the
business
can
expand
into.
5. R E V E N U E S O U R C E S
What
are
your
topline
Financial
projec7ons
over
the
next
5
years?
7. THE MARKETING PLAN
6. FUTURE GROWTH OPPORTUNTIES
SALES
STRATEGY
Sales
Strategy
is
where
we
discuss
what
methods
we
are
going
to
use
to
reach
clients,
what
resources
we
have
available
and
will
use,
and
our
compe77ve
edge
over
the
compe77on.

3. 10. THE FINANCIAL PLAN
• DECISION MAKING
• VOTING RIGHTS
• PROJECT MANAGEMENT
• RECORD KEEPING
• COMMUNICATION
COMPANY OWNERSHIP
PROJECTED CASH FLOW:
What are the funding requirements
and how will this money be spend and tracked?
UPDATING YOUR BUSINESS PLAN
COMPANY
OWNERSHIP
MANAGERIAL
STYLE
MANAGEMENT
ADMINISTRATION
START UP
BUDGETS
OPERATING
BUDGETS
ACCOUNTING
CONTROL
INVENTORY
CONTROL
CASH FLOW
PROJECTIONS
FINANCIAL
CHANGE
MARKET
CHANGE
FEEDBACK
NICHE
CHANGE
What’s the key to implementing a business plan successfully?
A business plan will be easier to implement if it’s simple, specific, realistic and
comprehensive. But even then, someone needs to take ownership for implementation
and monitoring of progress. In a small business, of course, this is usually the owner-
manager. They need the energy and drive to make the plan a success – otherwise it’s
unlikely to happen.
WHEN? ... HOW OFTEN? ... WHY?
www.growingpains.biz
brent@spillly.com