A complete guide to an audience friendly business plan for entrepreneurs

A COMPLETE GUIDE TO
AN AUDIENCE-FRIENDLY
BUSINESS PLAN
FOR ENTREPRENEURS
www.entrepreneurshipstrategies.org

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INDEX
1.0 Executive Summary
1.1 General Company Description
1.2 Objectives
1.3 Business Philosophy
1.4 Products & Services
1.5 Sector
1.6 Target Customers
1.7 Outsourcing
1.8 Management
1.9 Company Ownership

2.0 Business Idea
2.1 Situation Analysis (Regarding Entrepreneur’s sources and resources)
2.2 SWOT Analysis (Regarding Entrepreneur’s sources and resources)
2.3 Sectoral Prediction
2.4 PEST Analysis
2.5 Core Competencies
3.0 Business Model
3.1 CVP (Customer Value Proposition)
3.2 Profit Formula
3.3 Key Sources
3.4 Key Processes
3.5 Business Model Innovation
4.0 Business Strategies
4.1 Higher Purpose
4.2 Senior Management Strategy
4.3 Corporate Strategy
4.4 Competitive Strategy
4.4.1 Competitive Strength
4.4.2 Competitive Advantage
4.5 Functional Level Strategies
5.0 Feasibility
5.1 Sector Background
5.2 Market Research
5.2.1 Macro Environment
5.2.1.1 Demographic Environment
5.2.1.2 Natural Environment
5.2.1.3 Technological Environment
5.2.1.4 Politic & Legal Environment
5.2.1.5 Cultural Environment
5.2.2 Micro Environment
5.2.2.1 Corporation
5.2.2.2 Service Suppliers
5.2.2.3 Marketing Instruments
5.2.2.4 Customers
5.2.2.5 Competitors
5.2.2.6 Pressure Groups

5.3 Target Customers (Consumer Market)
5.3.1 Cunsumer Buying Behaviours
5.3.1.1 Personal Factors
5.3.1.1.1 Demographic Factors
5.3.1.1.2 Situational Factors
5.3.1.1.3 Interest Level
5.3.1.2 Psychological Factors
5.3.1.2.1 Learning
5.3.1.2.2 Motivating
5.3.1.2.3 Perception
5.3.1.2.4 Attitude
5.3.1.3 Socio-Cultural Factors
5.3.1.3.1 Consulting Groups
5.3.1.3.2 Social Stratification
5.3.1.3.3 Culture
6.1 Total Quality Management
6.2 Product & Services Mix
6.2.1 Product or Service Line
6.2.2 Product or Service Line Depth
7.0 Marketing Plan
7.1 Marketing Communication Mix
7.1.1 Marketing Materials
7.1.2 Advertisements
7.1.3 Customer Loyalty Materials
7.1.4 Public Relations
7.2 Distribution Channels
7.2.1 Direct Distribution Channels
7.2.1.1 Personal Networking
7.2.1.2 Online Marketing
7.2.1.2.1 E-mail Marketing
7.1.1.2.2 Content Marketing
7.2.1.3 Word Of Mouth Marketing
7.2.2 Indirect Distribution Channels
7.2.2.2 Companies
7.2.2.4 Foreign Associations
8.0 Implementation Plan
8.1 Hardware, Software, Facilities, Materials and Labor
8.2 Job Descriptions and Duty Assignments
9.0 Financial Plan
9.1 Start-Up Requirements
9.1.2 Total Start-Up Expenses
9.2 Sales Forecast
9.2.1 Pessimistic Sales Forecast
9.2.2 Ideal Sales Forecast
9.2.3 Optimistic Sales Forecast
9.3 Break-Even Analysis
9.4 Projected Profit & Loss
9.4.1 Monthly Profit
9.4.2 Annually Profit
9.4.3 Monthly Gross Margin
9.4.4 Annually Gross Margin
9.5 Projected Cash Flow
9.6 Proforma Balance Sheet
10.0 Appendix

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1.0 Executive Summary
Executive summary can be the only part that will be read by your target audience, that’s why you need
to think very carefully about what your target audience might want to be informed about. After deciding
what to highlight, you can follow the below path in the executive summary:
-Sector and market environment in which the business opportunity arised.
-Business opportunity. Define the consumers issue/problem/demand that your business will solve. In
other words, why would the business exist?
-Key strategies to success. Start with how your products/services differentiate from the competitors.
Define why would your products/services be preffered and explain the key strategies to support your
ideas. (Key strategies can involve business model innovation as well).
-Financial Potential. Explain the projected risks and rewards of your business.
-Management Team. Inform the audience about the individuals in management team with their duties.
-Required funds. State the required start-up funds as well as annual running costs to the audience.
1.1 General Company Description
Use the General Company Description section to inform the audience about the current situations. You
can easily create your General Company Description by answering the questions below:
-Explain in which life cycle your business is. Is your business idea in designing process? Is your business
idea a concept? Is your business idea already established and running? Is your business idea ready to
be established?
-Where will your business be located?
-What kind of products/services will your business offer?
-Who will run the business?
-What type of legal business structure you planned or existing legal structure of the company.
-Current financial situation.
1.2 Objectives
Define your short, mid and long term objectives and support them with numerical targets.
1.3 Business Philosophy
Since globalization, communities, countries and even continents got closer and closer. This process gave
birth to social aware people and social aware businesses. Therefore, in today’s world it is a necessity for
your audience to know your point of view and which kind of philosophy your business settles on. You can
start by defining your core values and code of conduct (ethics) then you can state why and how your
business is social aware. You can also write a sloganlike statement.
1.4 Products / Services
Till now your target audience had a brief information about your business idea, its now their time to dig
deeper to totally understand and evaluate your business model. Therefore, it will be useful to follow the
path below:
-Define the products/services.
-Define the product/service line.
-Define the product/service line depth.
*Please note that a brief information will be enough to form this section. You will provide the main
information later on in the Products/Services main part. Remember, our objective is creating an
audience-friendly plan; so providing maximum information in minimum time consumed is our aim.
1.5 Sector
Briefly define your sector and state the size and growth potential by using the information in your
feasibility study. You may mention about market and competitors as well, or you may not; to let your
audience think and be pulled deeper into your business plan.
1.6 Target Customers
Briefly define your target customers and where they are located.

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1.7 Outsourcing
Briefly define your outsourcing needs (if exist).
1.8 Management
Briefly define your organization model and structure. For instance: Functional organization model, Matrix
organization model etc. Break down your departments and management team as well.
1.9 Company Ownership
If your business is already established state your legal ownership type; if not, state the ownership/
partnership type that you are interested.
2.0 Business Idea
2.1 Situation Analysis (Regarding Entrepreneur’s sources and resources)
Analyse and Break down the current situation of the business, concerning inner environment such as:
Equities, Finished Products, Ongoing Tasks, Agreements, etc.
2.2 SWOT Analysis (Regarding Entrepreneur’s sources and resources)
Define the Strenghts, Weaknesses, Opportunities and Threads.
*Please note that a business idea can be implemented in many different ways. For instance, with a
bigger amount of investment or with a stronger network your business may reach to higher aims and
may bring higher income but in return involves higher risks. Therefore, swot analysis of your business
idea should be according to your own sources and resources, as if you will implement and establish
it only by yourself. Here comes the importance of understanding the targeted audiences, a less risky
plan may bring lesser profits and this might not excite the audiences or a higher risky plan may bring
higher profits but this might cause a possible investor to step down. Remember, the very minimized
risk of a business is what you can bear only by yourself depending on your own skills, talent, know-how,
education, experience, etc. Even labor and outsourcing are elements of risk as well as the required
investment amount.
2.3 PEST Analysis
Define the Political, Economic, Socio-Cultural and Technological facts that may effect your business.
*Please note that following the rise of green business; you can involve the following factors to your PEST
Analysis in accordance with your sector and/or products/services.
-Legal
-Environmental
-Ethics
-Regulatory
-Ecologic
2.4 Core Competencies
Core competencies are the capabilities and capacities which differentiates the business from the
competitors. Core competencies is a subpart of Competitive Strategies -> Competitive Advantage.
The main idea is describe what differentiates your business from the competitiors. For instance: If your
business is about physical production you can test and state your core competencies according to
Resource-based view and break down Key Resources:
-Valuable
-Rare
-In-imitable
-Non-substitutable
-Disponability
lf your business is about offering services and/or physical production but you are eager to make a
difference in terms of management and/or strategic management such as Business Model Innovation,
then you may break down the core competencies of the Organizational Culture or the Individuals. For
instance; if you own an Organizational Culture that involving skillful, experienced and versatile business
professionals, then you may be able to reduce the management and/or running costs by a big margin
comparing to the competitors. This as well an element of Core Competency.

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2.5 Sectoral Predictions
If to think that we are still inside Executive Summary main section, Sectoral Predictions is a very
important part. A possible investor would most probably evaluate you together with your business idea.
And, if to think that your business is not involved in the core sector of the investor, then he/she would
most probably be more interested reading through your predictions to find a common point of view
and to evaluate your capability.
Remember; An entrepreneur is not someone who has one project at hand. An entrepreneur is the one
who understands where the world is directed in terms of Consciousness, Technology and Economic
growth. Entrepreneurship essentially requires sustainable creativity, education, perfection and
knowledge.
3.0 Business Model
3.1 CVP (Customer Value Proposition)
Value = Quality(customer benefit) / Cost.
CVP in the inner environment starts with a Core Offering and followed by Marketing Mix (4P) Product,
Price, Place, Promotion. In the outer environment goes on with Service Offering: Delivery Services,
Aftersales Services, Other Services and, on the outermost layer ends with Extended Offering: Brand
and Reputation.
There are three common types of CVP:
1-All Benefits
Consists of: All benefits customers receive from a market offering.
Answers the customer question: “Why should our firm purchase your offering?”
Requires: Knowledge of own market offering.
Has the potential pitfall: Benefit assertion.
2-Favorable Points of Difference
Consists of: All favorable points of difference a market offering has relative to the next best alternative.
Answers the customer question: “Why should our firm purchase your offering instead of your
competitor’s?”
Requires: Knowledge of own market offering and next best alternative.
Has the potential pitfall: Value Presumption.
3-Resonating Focus
Consists of: The key points of difference whose improvement will deliver the greatest value to the
customer for the foreseeable future.
Answers the customer question: “What is most worthwhile for our firm to keep in mind about your
offering?”
Requires: Knowledge of how own market offering delivers superior value to customers, compared with
next best alternative.
Has the potential pitfall: Requires customer value research.
As an entrepreneur its always better to follow Resonating Focus to show the audience that your
business is born future-oriented.
3.2 Profit Formula
Actually there are some people that supports Profit Formula and Business Model are the same concepts.
However, even though you have a great offering, if the price is higher than the cunsumers’ bearable
cost, the demand to your offering will unfortunately decrease. At the other hand, if you to decrease
the price to a bearable level, than because of the costs your profitability will decrease. Therefore, the
elements of Profit Formula, such as: Cost, Profit Margin and Income Model are key to determine the
right sales price.

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3.3 Key Sources
First of all, don’t mix Key Sources with Key Resources. Key Resources were the facts concerning
Competitive Strategies. Key Sources are the essentials, musts, for your business model to properly
work. We can break down basic Key Source elements as follows:
-Labor
-Technology
-Products
-Facilities
-Equipments
-Intelligence
-Channels
-Alliances
-Partners
The main question you should be able to answer is; “Which sources will be used in which ways to
reach desired Customer Value Proposition, Business Value Proposition and which Profit Formula will be
achieved?”
3.4 Key Processes
Key Processes can be divided into two main categories:
1-Administrative: Company rules, indicators, norms etc.
2-Operational: Human Resources, Marketing, Planning, After Sales, Customer Relations, etc.
Define your essential, must Key Processes that will allow your Business Model to work properly.
3.5 Business Model Innovation
Business Model Innovation is changing the whole rules of an industry and create a new model of business.
Think about IKEA’s business model for instance, before noone was selling demounted furniture.
Your project may involve a Business Model Innovation, if so you can follow the below questions to form
this section:
-What is the consumers issue/problem/demand?
-What is your offering to solve it?
-Why the sector leaders or the main competitors do not solve it?
-If there is a reason why that the others can not solve it, how you will not be effected by the reason?
-How you will achieve customer awareness?
-What feedbacks you expect from customers? (For instance: Bearing higher costs, Higher satisfaction,
Brand loyalty, etc.)
-How you will protect your business from the stronger competitors in the new business model of yours?
(Assuming that they would intend to implement the same) Or with other words, What Competitive
Advantages will you have in the new business model of yours?
After answering these questions, you can merge your statement with Key Sources and Key Processes.
4.0 Business Strategies
4.1 Higher Purpose
Higher Purpose, mission and vision may be used interchangeably. Here we suggest to use Higher
Purpose. Purpose refers to the difference you’re trying to make in the world. From another angle,
Mission and Vision statements are used in the top sections of a business plan or even there are mission
statement based executive summaries as well. However, our purpose is to create an audience-friendly
project, and therefore we gave place to entrepreneur’s business philosophy instead of Higher Purpose,
Mission & Vision Statements in order to be more organic.

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4.2 Senior Management Strategy
Senior Management Strategy, Business Strategy, Management Level Strategy are often mistaken with
Corporate Strategy.
Senior Management Strategies are the first strategies to plan and implement, they cover the whole
organization and products/services.
There are four main types of Senior Management Strategies:
1-Growth Strategy
2-Downsizing Strategy
3-Mixed Strategy
4-Stabile Strategy
In a start-up business the implemented strategy would most likely be growth strategy but if the business
plan refers to an established business then mixed and stabile strategies might be implemented.
For instance, the business is the manufacturer of production line a, after anticipating the arised
opportunity the business decided to manufacture another product line, product line b. However, for
many reasons manufacturing of production line a can not be cut so, here the business may choose to
apply stabile strategy or downsizing strategy for production line a; at the other hand a growth strategy
will be needed for the new products, production line b. If we sum up this strategic plan, we can say: A
Mixed Strategy will be planned and implemented as Senior Management Strategy (Business Strategy,
Management Level Strategy).
4.3 Corporate Strategy
Now its time to implement our selected Senior Management Strategy to the corporation.
For instance, if the above mentioned product line b is related with product line a, we should choose
-Related Diversification.
Common types of Corporate Strategy:
-Forward Integration.
Gaining ownership or increased control over distributors or retailers.
-Backward Integration.
Seeking ownership or increased control of a firm’s suppliers.
-Horizontal Integration.
Seeking ownership or increased control over competitors.
-Market Penetration.
Seeking increased market share for present products or services in present markets through greater
marketing efforts.
-Market Development.
Introducing present products or services into new geographic area.
-Product Development.
Seeking increased sales by improving present products or services or developing new ones.
-Diversification.
Adding new products or services in order to achieve bigger market share.
-Related Diversification.
Adding new but related products or services.
-Unrelated Diversification.
Adding new, unrelated products or services.
-Technology Retrenchment.
Regrouping through cost and asset reduction to reverse declining sales and profit.
-Divestiture.
Selling a division or part of an organization.
-Liquidation.
Selling all of a company’s assets, in parts, for their tangible worth.

4.4 Competitive Strategy
Competitive Strategy is about how we will reach the targeted income, sales volume or how our business
model may gain advantage comparing to our competitiors.
There are three main types of Competitive Strategies:
1-Cost Leadership.
Cost Leadership means our business provides the lowest cost amongst our competitiors in the market.
Cost Leadership is oftenly implemented together with Market Penetration.
2-Differentiation.
Differentiation means that our business provides unique products or services that our competitiors do
not or can not provide. Differentiation usually offers premium costs and usually relies on the strength
obtained from Forward or Backward integration.
3-Focus.
The generic strategy of focus rests on the choice of a narrow competitive scope within an industry. The
focuser selects a segment or group of segments in the industry and tailors its strategy to serving them
to the exclusion of others.
4.4.1 Competitive Strength
Define why and how your business will gain strength comparing to your competitors.
For instance, lowest production cost, better distribution channels, better brand equity, etc.
4.4.2 Competitive Advantage
lf to compare with Competitive Strength, Competitive Advantage should be sustainable.
According to Michael Porter Competitive Advantage of a company relies on the operational ability of
performing primary and secondary activities which also forms the Value Chain.
According to Michael Porter (1985), the primary activities are:
-Inbound Logistics.
Inbound Logistics involve relationships with suppliers and include all the activities required to receive,
store, and disseminate inputs.
-Operations.
Operations are all the activities required to transform inputs into outputs (products and services).
-Outbound Logistics.
Outbound Logistics include all the activities required to collect, store, and distribute the output.
-Marketing and Sales.
Marketing and sales activities inform buyers about products and services, induce buyers to purchase
them, and facilitate their purchase.
-Service.
Service includes all the activities required to keep the product or service working effectively for the
buyer after it is sold and delivered.
Secondary activities are:
-Procurement.
Procurement is the acquisition of inputs, or resources, for the firm.
-Human Resource Management.
Human Resource Management consists of all activities involved in recruiting, hiring, training, developing,
compensating and (if necessary) dismissing or laying off personnel.
-Technological Development.
Technological Development pertains to the equipment, hardware, software, procedures and technical
knowledge brought to bear in the firm’s transformation of inputs into outputs.
-Infrastructure.
Infrastructure serves the company’s needs and ties its various parts together, it consists of functions
or departments such as accounting, legal, finance, planning, public affairs, government relations, quality
assurance and general management.
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The ones who would like to dig deeper and form a widespread Competitive Advantage, can benefit
from Michael Porter’s Five Forces of Competitive Position Analysis:
1. Supplier power. An assessment of how easy it is for suppliers to drive up prices. This is driven by the:
number of suppliers of each essential input; uniqueness of their product or service; relative size and
strength of the supplier; and cost of switching from one supplier to another.
2. Buyer power. An assessment of how easy it is for buyers to drive prices down. This is driven by the:
number of buyers in the market; importance of each individual buyer to the organisation; and cost to
the buyer of switching from one supplier to another. If a business has just a few powerful buyers, they
are often able to dictate terms.
3. Competitive rivalry. The main driver is the number and capability of competitors in the market. Many
competitors, offering undifferentiated products and services, will reduce market attractiveness.
4. Threat of substitution. Where close substitute products exist in a market, it increases the likelihood
of customers switching to alternatives in response to price increases. This reduces both the power of
suppliers and the attractiveness of the market.
5. Threat of new entry. Profitable markets attract new entrants, which erodes profitability. Unless
incumbents have strong and durable barriers to entry, for example, patents, economies of scale, capital
requirements or government policies, then profitability will decline to a competitive rate.
Arguably, regulation, taxation and trade policies make government a sixth force for many industries.
Please note that, Marketing Function Strategies / Plan takes place in this business plan.
4.5 Functional Level Strategies
In accordance with implemented Corporate and Competitive Strategies, Functional Level Strategies
should be implemented to Mid and Lower Mid Management Levels to apply the choosen functional
decisions and politics.
Functional Level Strategies are commonly applied to the following functions of the company:
-Marketing.
Marketing Strategy covers the decisions and politics of; Product Mix, Marketing Communication Mix,
Distribution Channels, Sales Promotions.
-Finance.
Finance Strategy covers the decisions and politics of; Capital Structure, Debt Politics, Asset Management,
Distribution of Benefits.
-Production.
Production Strategy covers the decisions and politics of: Quality, Eficiency, Production Planning, Legal
Regulations, Technology.
-Human Resources.
Human Resources Strategy covers the decisions and politics of; Labor, Legal Regulations, Training.
-R&D.
R&D Strategy covers the decisions and politics of; Product / Service innovations, Technologic Predictions,
Patents and Licenses.
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5.0 Feasibility
Please note that, in this business plan we will talk about the results of our feasibility study, therefore; Legal,
Financial / Economic, Technologic researches as well as competitors took place in Macro Environment
section. This type of gradual feasibilty is audience-friendly and easy to follow.
5.1 Sector Background
Briefly define the sector that your business will enter. Give a brief information about the history of the
sector as well as growth capacity. Talk with letters but always support with numbers.
5.2 Market Research
5.2.1 Macro Environment
5.2.1.1 Demographic Environment
Demography: Is the study of human populations in terms of size, density, location, age, gender, race
occupation, and other statistics.
Briefly define the Demographic Environment of your business.
*Tip: After defining every part of Market Research Section; you may add your notes related to your
business idea, business model or strategies. For instance, the defining part can be the cause and the
relation between cause and the base your busines idea, business model or strategies rest can be the
effect. From another point of view, you can form each section as SWOT analysis, but don’t forget to
write a summary type paragraph.
5.2.1.2 Natural Environment
Briefly define the Natural Environment of your business.
5.2.1.3 Technological Environment
Briefly define the Technologic Environment of your business.
5.2.1.4 Politic & Legal Environment
Briefly define the Politic & Legal Environment of your business.
5.2.1.5 Cultural Environment
Briefly define the Cultural Environment of your business.
5.2.2 Micro Environment
5.2.2.1 Corporation
Briefly define the inner corporation environment of your business. For instance, strong departments,
weak departments.
5.2.2.2 Service Suppliers
Break down the service suppliers of your business one by one. Talk about pros and cons.
*Keep in mind: Michael Porter’s five forces; Supplier Power.
5.2.2.3 Marketing Agents
Break down the wholesalers and retailers of your business one by one. Talk about pros and cons.
5.2.2.4 Customers
Define your target customers. Be specific.
5.2.2.5 Competitors
Break down the main competitors of your business. Talk about their strengths and weaknesses.
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5.2.2.6 Pressure Groups
Talk about the pressure groups that your business might be effected and how you will keep them under
control.
For instance, Financials as pressure groups, Media as pressure groups, Government as pressure groups.
5.3 Target Customers (Consumer Market)
5.3.1 Cunsumer Buying Behaviours
5.3.1.1 Personal Factors
5.3.1.1.1 Demographic Factors
Talk about why and how the demographic factors of your targeted consumers will influence their buying
behaviours towards your products/services side.
5.3.1.1.2 Situational Factors
Situational Factors for instance, buying an umbrella while being left under the rain or taking financial
precautions in economic crisis. Talk about in which situations and why your targeted consumers will
choose your products/services
5.3.1.1.3 Interest Level
Interest Level has an emotional aspect. For instance, people perceive Apple as more than a technological
brand. Talk about your targeted consumers’ interest level to your products/services and how you will
create an emotional dimension.
5.3.1.2 Psychological Factors
5.3.1.2.1 Learning
Learning involves Brand Loyalty and means automatized buying behaviour. For instance, in supermarkets
consumers are automatically directed to the brands that they knew, learnt and got used to purchasing.
Talk about your target consumers’ learnt buying behaviours and how you will create a strong brand
loyalty towards your business.
5.3.1.2.2 Motivating
Motivation is the main energy of buying behaviours. For instance, need of prestige directs consumers to
buying well-known premium brands. Talk about how you will motivate your targeted consumers towards
your business.
5.3.1.2.3 Perception
Perception is the personal impressions of the consumers towards a brand. The brand image represents
and individual personality. For instance, you may decide your brand to represent a responsible
personality, a smart personality, an elite personality. But the decision has to lean onto a structured
idea. Define how your consumers perceive your main competitors and why your represented brand
image will be choosen.
5.3.1.2.4 Attitude
Attitude is the behaving version of beliefs and information. Consumers may evaluate your business
according to their received information or beliefs. Pressure Groups are the key elements of consumers’
attitude. Define how your target consumers’ attitudes towards your competitors and talk about how
you will create and control a consumer attitude that will direct consumers to your business.
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5.3.1.3 Socio-cultural Factors
5.3.1.3.1 Consulting Groups
Consulting Groups covers the groups that consumer is involved. For instance, colleagues. Consulting
groups may have some norms and, whomever behaves differently may be excluded. Therefore
consulting groups have a pressure group effect on the consumers. Define the consulting groups of your
targeted consumers and talk about how your business will be acknowledged by them.
5.3.1.3.2 Social Stratification
Can be mentioned as Social Class; is centered on models of socio-economic classes in which people
are grouped into a set of hierarchical social categories. We can break down the categories as follows:
-Global Elites
-Social Elites
-New Riches
-Upper-mids
-Lower-mids
Define in which social classes your targeted consumers are involved. Talk about how you will catch their
interest.
5.3.1.3.3 Culture
Concantrate on sub-cultures and write down which sub-cultures preffers which of your competitors.
Talk about to which sub-cultures your business will address and how your business will be acknowledged.
6.1 Total Quality Management (In refer to Manufacturing Approach)
Here briefly define your business’s manufacturing philosophy. Break down of manufacturing approaches
are as follows:
-Total Quality Management
-Lean
-Process Focus
-JIT (Just in Time)
-Six Sigma
-CAM (Computer Aided Manufacturing)
6.2 Product / Services Mix
Break down and describe all your products/services, with designs and data sheets or catalogues,
according to Line and Line Depth.
6.2.1 Product or Service Line
Define the product/service lines with brief information of the products.
6.2.2 Product or Service Line Depth
Define the products/services by product/service line depth.
14

In this business plan, we decided to give place to Marketing Plan, However, you may need or preffer to
add a Production Plan as well.
7.0 Marketing Plan
7.1 Marketing Communication Mix
Marketing Communication Mix covers all the marketing materials, designs, packages, colors, branding of
the products/services. This is how your business receives first impression. In order to form a structured
impression, your marketing mix has to be in accordance with the followings:
-Business Philosophy
-Higher Purpose
-Customer Value Proposition
-Functional Level Strategies -> Marketing.
7.1.1 Marketing Materials
Break down digital and printed marketing materials and costs by dividing as Start-up and Annual costs.
7.1.2 Advertisements
Break down advertisements and costs by dividing as Start-up and Annual costs.
7.1.3 Customer Loyalty Materials
Customer Loyalty Materials covers pre and post sales promotions, gifts, etc. Break down the materials
and costs by dividing as Start-up and Annual costs.
Please note that, Customer Loyalty Materials’ costs are variable costs. To determine a realistic amount,
you need to first determine annual sales target.
7.1.4 Public Relations
Break down Public Relation projects (if exist) and divide the costs as Start-up and Annual.
7.2 Distribution Channels
Break down all the marketing distribution channels that you plan to use as follows and, divide the costs
as Start-up and Annual.
Please note that, below distribution channels are written to form examples, you can add or erase
according to your own plan.
7.2.1 Direct Distribution Channels
7.2.1.1 Personal Networking
7.2.1.2 Online Marketing
7.2.1.2.1 E-mail Marketing
7.1.1.2.2 Content Marketing
7.2.1.3 Word Of Mouth Marketing
7.2.2 Indirect Distribution Channels
7.2.2.2 Companies
7.2.2.4 Foreign Associations
15

8.0 Implementation Plan
You can break down all the processes as the below table indicates.
Please note that this section is very important for the audience to see if your business project is
matured or not.
Department Task Description Start Finish Cost Responsible Process
Marketing Printed marketing materials 01.01.2015 12.01.2015 $2.000USD Mr. Xy Inserts sent to be printed
*Oursourced Webdesign 01.01.2015 20.01.2015 $500USD VZ Digitals Layout completed
8.1 Hardware, Software, Facilities, Materials and Labor
Break down all the hardware, software, facility, materials and labor needs as the below table indicates.
Need Related Function Motive Source Cost Importance Level (1-5)
Min. 4 room office in
XX area.
Management To run managerial
functions of the
business.
Xy Real Estate
Address:
Contact:
$2.500USD
one time.
$1.500USD
monthly
5
CRM Software Marketing & PR
Department
-> Customer
Relationship
Management
To implement
customer loyalty
programs.
VX IT Inc.
Address:
Contact:
$120USD
monthly. Plus
$50USD for
one time
training.
3
lf not, with a heavier
workload we can program
MS Office till we reach
higher sales volume.
8.2 Job Descriptions and Duty Assignments
Write down all the Human Resource need with Job Descriptions and Duty Assignments.
You can find sample forms in the following pages.
16

XX LLC
-SAMPLE-
JOB DESCRIPTION
SECTION/DEPARTMENT
LOCATION
JOB TITLE
REPORTING
TO
TITLE
LEVEL/DEGREE JOB TYPE:
PART TIME
INTERN
HOURS ________ / WEEK
RESPONSIBILITY
GENERAL DESCRIPTION
JOB EXPERIENCE NEEDS
EDUCATION NEEDS
REVIEWED BY TITLE
APPROVED BY TITLE
DATE POSTED
EMPLOYMENT
DATE
17

1
-SAMPLE-
General Manager Job Description
Job Code: 001
Job Title: General Manager XX Hotels
Reports To: XX Hotels LLC CEO – XX Hotels LLC Vice-President
Prepared Date: January 2015
SUMMARY: Oversees all aspects of Property Management, including maximization of financial performance, guest
satisfaction, and staff development within established quality standards. Responsible for the hiring, training and discipline
of all hotel staff.
QUALIFICATIONS: To perform this job successfully, the individual must be able to perform each essential duty
and responsibility in a safe and satisfactory manner, and the individual must be punctual and have a good
attendance record, and have reliable means of transportation to work. The requirements listed below are
representative of the knowledge, skill, and/or ability required.
*Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
- Planning and Organising accommodation, catering and other hotel services;
- Promoting and Marketing the business;
- Managing budgets and Financial plans as well as controlling expenditure;
- Maintaining statistical and Financial records;
- Setting and Achieving sales and profit targets;
- Analysing sales figures and Devising marketing and Revenue Management strategies;
- Recruiting, Training and Monitoring staff;
- Planning work schedules for individuals and teams;
- Dealing with customer complaints and comments;
- Addressing problems and troubleshooting;
- Supervising maintenance and supplies;
- Dealing with contractors and suppliers;
- Ensuring security is effective;
- Carrying out inspections of property and services;
- Ensuring compliance with licensing laws, health and safety and other statutory regulations.
- Understands the government regulations affecting hotel’s operations, ensuring hotel is operated in compliance with all
applicable laws, ordinances, regulations, and requirements of any federal, state or municipal authority.
- Deals with the general public, customers, employees, union and government officials with tact and courtesy.
- Accepts full responsibility for managing an activity.
* Other duties may be assigned.
SUPERVISORY RESPONSIBILITIES: Typically, directly supervises 2 to10 employees at the hotel, including all
department heads. Indirectly supervises all hotel personnel. Responsibilities include recruiting, interviewing,
hiring, and training employees; planning, assigning, and directing work; appraising performance; rewarding and
disciplining employees; addressing complaints and resolving problems.
EDUCATION and/or EXPERIENCE:
- University degree in Business Administration, Economics or Hospitality Management. Masters degree is a plus.
- A Certified Hospitality Administrator designation is preferred.
- Minimum 10 years of experience in five star hotels. Minimum 3 years of experience as General Manager or parallel titles.
18

2
LANGUAGE SKILLS:
- English ILR Level4 or equal.
COMPUTER SKILLS:
Microsoft Word
Microsoft Excel
Yield Management Systems programs
Property Management System (PMS) programs
Daily Revenue System (DRS) programs
Central Reservation System programs
Payroll programs
REASONING ABILITY: General Managers must have developed reasoning abilities to the point to be able to:
Apply common sense understanding to carry out instructions furnished in written, oral, or diagram form.
Use mathematical skills to interpret financial information and prepare budgets.
Read and interpret business records and statistical reports.
Make business decisions based on production reports and similar facts, as well as on your own
experience and personal opinions.
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. While performing the duties of this job, the
employee is regularly required to stand; walk; use hands to finger, handle, or feel; reach with hands and arms; stoop,
kneel, crouch, or crawl; and talk or hear. The employee must regularly lift and/or move up to 10 pounds and
frequently lift and/or move up to 25 pounds. The employee must be able to see differences in widths and lengths of
lines such as those on graphs.
*Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
ENVIRONMENTAL CONDITIONS: Inside: Protection from weather conditions but not necessarily from temperature
changes. A job is considered "inside" if the worker spends approximately 75 percent or more of the time inside.
WORK ENVIRONMENT: The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
Must be able to work effectively in a stressful environment, communicate well with others, effectively deal with
guests, and accept constructive criticism from supervisors.
Must be able to change activity frequently and cope with interruptions.
IMPORTANT NOTE: Essential functions of this job are described under the headings above. The job requirements
and features are subject to change from time to time due to the then-current needs and requirements of the Company.
19

9.0 Financial Plan
9.1 Start-Up Requirements
9.1.2 Total Start-Up Expenses
9.2 Sales Forecast
9.2.1 Pessimistic Sales Forecast
9.2.2 Ideal Sales Forecast
9.2.3 Optimistic Sales Forecast
9.3 Break-Even Analysis
9.4 Projected Profit & Loss
9.4.1 Monthly Profit
9.4.2 Annually Profit
9.4.3 Monthly Gross Margin
9.4.4 Annually Gross Margin
9.5 Projected Cash Flow
9.6 Proforma Balance Sheet
*Soon you can find Financial Plan Tips in our webpage.
10.0 Appendix
In 2.2 SWOT Analysis section we had mentioned that a business can be planned in many different
ways; some carries more risks, some carries lesser risks and lesser income, etc.
Now its time to talk about the different plans.
For instance: lf the investment amount would be raised around 50%, we will be able to activate x and
y distribution channels and gain a much better competitive advantage; in this way, we project around
%25 raise in annual sales volume.
Its always an advantage to have plan b and c.
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