Business Plan Template

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A business planning templete that covers far more than just finance.

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Business Plan Template

  1. 1. OUTCOME BASED, ACTION FOCUSSED BUSINESS & INDIVIDUAL MANAGEMENT DEVELOPMENT PROGRAMMES BUSINESS & MANAGEMENT PLAN TEMPLATE
  2. 2. 2 CONTENTS PAGE No Title Page No. 1 SUMMARY AND BUSINESS INTRODUCTION 2 PRODUCT/SERVICE 3 RESOURCES 4 BUSINESS ANALYSIS 5 MARKET ANALYSIS 6 MARKETING 7 FINANCE 8 MANAGEMENT PLAN 9 SECTION REVIEW 10 APPENDIX 7 Key Strategies Goal and Action Planning
  3. 3. 3 1. SUMMARY AND BUSINESS INTRODUCTION 1.1 Business Description Give a brief description of the business, or business idea that you have. 1.2 Statement of Intended Purpose This should be short, specific and relevant to your business – examples have been provided in the appendix. Consider the SoIP as a ‘destination’ on a map. 1.3 Business Values Give a short descriptive list of your business values.
  4. 4. 4 1.4 Ethical Code If your business requires an Ethical code, or set of ethics, write them here. 1.5 Business Structure Will this be Sole trader/Partnership/Ltd Company? Seek legal advice if necessary. 1.6 Business Location Where will your business be run from – premises, home, etc. 1.7 Business Licences, indemnities, etc. Does your business need a licence/s, and/or indemnities, etc? 1.8 Business Finance What finance do you need and where will it come from?
  5. 5. 5 1.9 Personal details Brief description of you – leadership and management skills, experience, etc. 1.10 Further Training Give a summary of the types of further training that you have identified in the plan. 1.11 Professional Memberships What Professional memberships do you need? Personal notes
  6. 6. 6 2. PRODUCT/SERVICE 2.1 PRODUCT/SERVICE Description of benefits % of sales Describe your product, or service below and indicate the % of each one as a total of your full provision. Remember – Benefit, Benefit, Benefit – people buy benefit NOT spec.
  7. 7. 7 2.2 Product/Service Differentiation How is your product/service different from those suppliers already in the market? 2.3 Business Patents Does your business require any patents, etc? 2.4 Business Trademarks and/or copyrights? Does your business require any trademark or copyright registration – state them here. 2.5 Business Guarantees & warranties? Will you be providing any guarantees or warranties – state them here Personal notes
  8. 8. 8 3. RESOURCES 3.1 Type of resource Description. Premises Where will you work from, etc? Equipment What equipment do you need (have), etc? Materials What type, how much, supplied by, etc? People What staff do you need, how will they be managed, paid, etc?
  9. 9. 9 4. BUSINESS ANALYSIS 4.1 SWOT Analysis STRENGTHS (internal) WEAKNESSES (internal) (what are you good at) (what are you not so good at – is it worth concentrating on this area to improve or is it okay as it is?) OPPORTUNITIES (external) THREATS (external) (areas that you can attack – they offer earning potential) (areas you need to monitor and take action over if needed.)
  10. 10. 10 4.2 PEST Analysis POLITICAL ECONOMIC Change of Government Legal changes, etc Market changes Interest rates, etc. SOCIAL TECHNOLOGICAL Change in attitudes toward personal development. Cultural attitudes. Internet providers, etc.
  11. 11. 11 4.4 Business Issues. Are there any issues coming out of the SWOT & PEST analysis that you need to plan for? These should be reviewed each quarter. ISSUE DESCRIPTION Presence in the local market We have little presence in the local market which means we are not recognised as a quality provider. No one knows we are here.
  12. 12. 12 5. MARKET ANALYSIS 5.1 Customers. Who are your Customers and what do they require from you? CUSTOMERS/GROUPS Describe them in detail. CUSTOMERS/GROUPS REQUIREMENTS 5.2 Customer care Consider your quality, delivery and customer care performance against the competitions.
  13. 13. 13 5.3 Market research. How do you know if they need/want your product/service? What action are you going to take to find out? Customer group? Segment – niche? Action to take? When?
  14. 14. 14 5.4 Supplier analysis. SUPPLIER PRODUCT / SERVICE PRICE
  15. 15. 15 5.5 What are your alternatives if your main suppliers go out of business, etc?
  16. 16. 16 5.6 Competitor analysis. Your main Competitors are? Their strengths/weaknesses are? Their prices compared to yours are?
  17. 17. 17 6. MARKETING 6.1 Advertising & Promotion TARGET CUSTOMER GROUP PROMOTIONAL METHOD SPECIFY WHICH MONTHS YOU WILL TARGET YOUR CUSTOMER GROUPS.
  18. 18. 18 6.2 Annual Marketing Plan MARKETING ACTIVITY SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG Web Site Launch Maintenance Maintain. Maintain. Maintain. Maintain. Update Maintain. Maintain. Maintain. Maintain. Maintain. Targeted Leaflets & Qualified Lists First number sent to main groups. Network members. Contacts. Network members. Contacts. New leaflets to groups covering Xmas Deal. Network members. Contacts. Network members. Contacts. Network members. Contacts. Network members. Contacts. New leaflets to groups covering Easter Deal. Network members. Contacts. Network members. Contacts. Network members. Contacts. Network members. Contacts. Network members. Contacts. New leaflets to groups covering Phoenix Life Coaching’s birthday. Network members. Contacts. Networking Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Each weekly meeting cards and information given. Referrals Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Develop clients and referrals. Free Taster sessions At any time At any time At any time At any time At any time At any time At any time At any time At any time At any time At any time At any time Teaser material Pre launch in August - - Pre Xmas holiday Follow up - - - Pre summer Follow up - - Business card provision At any time At any time At any time At any time At any time At any time At any time At any time At any time At any time At any time At any time Special events Launch BBQ Halloween party - Xmas party - - Spring event Easter event - Start of Summer event - -
  19. 19. 19 6.3 Summary of Marketing Plan
  20. 20. 20 7. FINANCE Complete the rest of the plan BEFORE you carry out this section. Pricing Cash flow Summary Income Sales – Cash Sales – Credit Owners Investment Expenditure Materials / Stock Insurance Rates, Rent, Heat & Light Repairs and Maintenance Postage and Stationery Advertising and Publicity Telephone Motor Expenses Professional Fees Personal Drawings Business Ratios
  21. 21. 21 MANAGEMENT PLAN
  22. 22. 22 8. MANAGEMENT PLAN The ‘how you are going to progress the business’ bit – add as many pages of these as you like. Business issue (from the business plan) Objective/s Task/s Performance Measure/s Target(s) for 2001-2002 Training requirements Progress Report 1/4ly basis Presence in the ‘local market’ To raise the profile of the [xxxxx] within the ‘local market’. To generate interest in [xxx] by the incorporation of news items into the local press. Number of articles. To have at least 3 positive items per year in the local press. PR & media skills Presence in the ‘local market’ To increase the membership. Hold open days. Number of visitors. Number of enquires. Number of new members. To have at least 30 visits per 1/4er. To have at least 5 enquires per member per 1/4er. To increase the membership by 5% each 1/4er.
  23. 23. 23 9. SECTION REVIEW. 1st quarter Date completed. 2nd quarter Date completed. 3rd quarter Date completed. 4th quarter Date completed. Signed
  24. 24. 24 10. APPENDIX SEVEN KEY STRATEGIES FOR CONTINUED BUSINESS EXCELLENCE. Introduction For a business to be successful, it needs to ensure it has effective processes in all key areas. In this paper, I set out seven such areas along with definitions of each one. I have also included some of the precursors to a business being successful as well as a tool to assist in the effective setting of goals. Strategy. The term Strategy used in this document means: 'The framework which guides those choices that determine the nature and direction of an organisation and includes the art of distributing and applying business means to fulfill the ends of considered vision.' Inherent to this approach is that the direction of the organisation is an essential precursor to setting strategy. Therefore, the 'vision' has to be set first and then strategies designed to enable the organisation to move toward that vision. I call this the ‘Statement of Intended Purpose’. What Is a Statement of Intended Purpose? ‘A big picture statement, describing a desired end-state (i.e. the transformed business or post- transformation steady state) and which is General in scope, not restrictive, and more than simply the current scenario with all problems solved. Below is a useful example: Examples. BLOOMING MARVELOUS – Arising out of our experiences, we intend to design, make and market a range of clothes for mothers-to-be that will make them feel they can still be fashionably dressed. We aim to serve a niche missed out by Mothercare, Marks & Spencer, etc. and so become a significant force in mail order fashion for the mothers-to-be market. SIMPLICITY COACHING - Arising out of our experiences, we intend, by 2017, to design and deliver specifically created, and client focussed, Executive and Business Coaching services to professional clients (non-industry specific) across the UK who are seeking management and leadership solutions. We aim to serve a niche missed out by mainstream training, coaching, mentoring and management development providers and so become a significant provider of action based, and outcome focussed professional, personal & business building solutions. Once the vision is established, the organisation then assesses its position to deliver the key components of that vision. Checking the position will enable gaps within the structures and approaches to be identified and corrected/developed/maintained according to the relevant business area. Cascade Effect. At all stages of development the organisation has to take into account the ‘cascade effect’ – that is, if a change is made in one area you have to consider what the corresponding changes will be that occur elsewhere, either by design or as an unforeseen consequence. Changes made in different
  25. 25. 25 areas in parallel that have not been thought through can have potentially damaging or fatal organisational effects. Changes based on incongruent values can also be dangerous. Critical Mass. This occurs when the organization has reached a position where it is nearing its maximum capacity. If it has not planned for the effects of reaching, or exceeding it’s capacity then negative critical mass will occur – big bang and very messy. If it has planned for critical mass then it will have taken on extra resource earlier to ensure a smooth transition from one position to the next. Whilst still a big bang it will not be a negatively messy one. Review and Evaluation. At each stage of the organisation's move toward the vision, it has to review that vision and confirm direction (at least annually). It should review the actions it took and evaluate their effectiveness, assessing the outcomes gives you a good idea of where your strengths are within the business as well as discovering areas that need some more work. Key Process. You need to use an effective process to deliver the outcomes. Goal planning is an essential model, which if utilised properly, will deliver success. The most effective model uses the SMART goal formula. Smart goals Any goal set by an organisation should be set in such a way as to be focussed and clear. Each individual’s job goals should be clearly aligned to those of the organisation so that they can see how their performance is adding to that of their company. The SMART mnemonic stands for: S = Specific M = Measurable A = Actionable R = Realisable T = Time framed EXAMPLES. The goal of: ‘To be profit making as soon as possible’ gives no idea of when, how, what, where or why. It could be restated as: ‘By 2010 we intend to have a turnover of £[xxx,xxx] increasing by [x]% on a year on year basis, this will be in parallel with a profit margin of [xx]% by the same date increasing by [x]% on a year on year basis. This is specific in that the amounts are stated by number and percentage.
  26. 26. 26 It can be measured as they are clearly stated by number and percentage. It is actionable in that you will now put the processes in place to move you toward those numbers. It is realisable, although stretching (a goal that does not stretch the company or person is of limited value). It is time framed in that there are definite dates set. The next step is then to set action points to start you moving toward delivering the goal. I have designed a form for you to use at Appendix 1. The next thing for you to do is to consider each of the strategies below and start setting goals in each area as you see fit. The Seven Strategies Are: 1. Having a consolidated view and understanding of the company's business. 2. Having effective processes and systems in place. 3. Having established purpose, goals, values, and ethics in place. 4. Having a transparent financial and resource plan in place. 5. Having effective people relationships and balance of responsibilities and accountabilities across the organisation in place. 6. Having open and dynamic communications systems in place. 7. Having an effective and dynamic marketing plan in place. Each strategy is defined according to the essential elements of the business. These will be added to as the system develops. Presently these are defined as follows: 1. Having a consolidated view and understanding of the company's business. What business is it the company is in? Statement of company goals and targets in each area. A statement of what the individual's goals are compared to those of the company and what the resultant actions are to be. 2. Having effective processes and systems in place. Includes: HR (team, individual, development, reporting, grievance, handbook, induction, etc), H&S, Energy, Planning (strategy, operational, tactical, contingency & ‘what if’ scenario planning, etc), Business scripts (calls, sales, networking, etc) Business process documents – the system that is used to do [xxx] is [xxxx]. 3. Having established purpose, goals, values, and ethics in place. Includes: Statement of Intended Purpose, strategies, goals, objectives, tasks, statement of values, and statement of ethics. 4. Having a transparent financial and resource plan in place. Each section should incorporate cost/benefit analysis, and cover ratios (Income Profitability; Liquidity; Working Capital; Bankruptcy; Long-Term Analysis; Coverage & Leverage. Any staff costs should be set out showing hourly rate, super ann, pensions, etc. 5. Having effective people relationships and balance of responsibilities and accountabilities across the organisation in place.
  27. 27. 27 Includes management & staff structures in place, statement of job roles, responsibilities and accountabilities (including associated manual of systems for each role), staff rotation, development, and training plans in place, reward systems, & competences. 6. Having open and dynamic communications systems in place. How do you talk to your people (staff and customer/clients)? Team briefing structure, suggestion schemes, email/letter/report protocols, notice boards, electronic boards, plain English guide, templates, desk instructions, dress codes, SOPs, etc. Instead of email in office go talk. 7. Having an effective and dynamic marketing plan in place. Product/service description, market description (segment, niche, etc) benefit description, competitor analysis, supplier analysis, clarity of activity, direct comms with sales, consistency of message and company brand. The list above is not fully inclusive and as businesses grow and develop so will the contents of each strategic area. By reviewing and evaluating regularly, you will be able to identify necessary changes before it becomes too late. Peter Mackechnie Simplicity Coaching www.simplicitycoaching.co.uk info@simplicitycoaching.co.uk 07881 598671 0845 458 2549
  28. 28. 28 Appendix 10a Goal Planner Statement Of Intended Purpose: Strategy To Meet The Statement (Select One From The 7 Key Strategies) Hierarchical Goal/S Date/S To Achieve Short Term (1 Week – 3mths) Medium Term (3mths – 12mths) Long Term (1yr ->Yrs) Potential Barriers Resources Resources Needed Are: 1. 2. 3. 4. 5. 6. Support Team: 1. 2. 3. 4. 5. 6. How Will You Review Progress? How Will You Evaluate The Outcomes?
  29. 29. 29 Action Plan Actions to take – break into sub sections if necessary and use continuation sheet. Priority 1, 2, 3, 4 Start date End date

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