4. LEARNING OBJECTIVES
1. To define what the business plan is, who
prepares it, who reads it, and how it is evaluated
2. To understand the scope and value of the
business plan to investors, lenders, employees,
suppliers and customers
3. To identify information needs and sources for
each critical section of the business plan.
5. LEARNING OBJECTIVES
4. To enhance awareness of the ability of the
Internet as an information resources and
marketing tool
5. Step by step explanation of the business plan
6. To present helpful question for the entrepreneur
at each stage of the planning process
7. To understand how to monitor the business plan
6. ROAD MAP
1. Planning as part of business operation
2. What is the business plan?
3. Who should write the plan?
4. Scope and value of the business plan – who reads
the plan?
5. How do potential lenders and investors evaluate
the plan?
7. ROAD MAP
6. Presenting the plan
7. Information needs
8. Using the internet as a resource tool
9. Writing the business plan
10. Using and implementing the business plan
11. Why some business plans fail?
8. Planning as part of business operation
Extremely important in the early stage of new
venture
Planning continues even when start-ups evolve to
mature business
Short-term goals/long term goals
9. Planning as part of business operation
Types of plans
Financial plan, marketing plan, H.R. plans,
production plans, etc.
Long term/short term
Strategic/operational
Common purpose of any PLAN provide
guidance & structure to management
10. What is the business plan?
Written doc
Describes all external/internal elements
involved in start-ups
Integration of marketing / finance / H.R./
Production plans
Addresses long term/short term decision
making
11. What is the business plan?
Address the integration and coordination of
effective business objectives and strategies
Roadmap or gameplan
•Where am in now?
•Where am I going?
•How will I get there?
E.g. Kathmandu trip (controllable factors/
uncontrollable factors)
12. Who should write the plan?
YOU……..who else!
In consultation with lawyers, accountants,
marketing consultants, engineers, etc.
Internet (information, sample templates, outlines
for business planning)
Sources free, chargeable, partnerships
13. Who should write the plan?
Q. Which source/resource/consultant to use?
A. First assess your own skills
14. Skill Assessment
Fulfil your weak areas by relevant partnerships or
recruitments
SKILLS EXCELLENT GOOD FAIR POOR
ACCOUNTING
PLANNING
FORECASTING
MARKETING RESEARCH
SALES
PEOPLE MANAGEMENT
PRODUCT DESIGN
LEGAL ISSUES
ORGANISING
15. Scope and value of the business plan –
Who reads the plan?
Employees, bankers, investors, venture capitalists,
suppliers, customers, advisors, consultants
Each group will read B.P. for a different purpose
B.P. should address all issues & concerns
16. 3 Main Perspectives of B.P.
1. Entrepreneur’s perspective knows best the
creativity & technology involved in a new
venture
2. Marketing perspective view the business
through the eyes of the customer
3. Investor’s perspective sound financial
projections are required
17. 3 Main Perspectives of B.P.
Depth & detail in B.P. depends on size and scope
of business
E.g. apparel retail store vs. mobile recharge center
**B.P. is valuable to new personnel who has just
joined the firm
18. 3 Main Perspectives of B.P.
Information based on assumption should also be
included
Thinking process forces Entrepreneur …..
to assess issues like cash flow, etc.
to bring objectivity to the B.P.
19. 3 Main Perspectives of B.P.
a. Does the idea make sense?
b. Will it work?
c. Who is my customer?
d. Does it satisfy customer needs?
e. What’s the PLAN B against
COPYCATS?
f. Can I manage such a business?
g. Who will I compete with?
•Plan ways to avoid
obstacles.
•If obstacles can’t
be avoided……
•TERMINATE THE
B.P.
20. How do potential lenders & investors evaluate the
plan?
B.P. should reflect strength of management/
personnel, product/service & available resources
Investors pay attention to the entrepreneur’s
experience and their projection of the market place
Suppliers evaluate (components, etc.)
Customers evaluate (high tech. equipments, etc.)
21. How do potential lenders & investors evaluate the
plan?
Suppliers of capital (lenders or investors)
interested in your ability to payback (debt +
interest) within a stipulated period
BANK facts with objective analysis of
opportunity & risks in the new venture
22. How do potential lenders & investors evaluate the
plan?
Typically, lenders focus on 4 C’s of credit
1. Character (Entrepreneur’s credit history)
2. Cash flow (ability to meet debt & interest
payment)
3. Collateral (tangible assets secured for loan)
4. Equity contribution
23. How do potential lenders & investors evaluate the
plan?
Investors (venture capitalists) expected to
cash out within 5-7 years
a. Place more emphasis on entrepreneur’s
character
b. Play important role in actual management of
business
c. Demand high rate of returns
24. PRESENTING THE PLAN
20-30 minute presentation
‘sell’ your business concept
MIT forum
‘ELEVATOR PLAN’
25. PRESENTING THE PLAN
Prepare what to say in a short span of time
a. Why this is a good opportunity
b. How the opportunity will convert into reality?
c. Sales & profits
d. Conclude with the possible risks and the back-
up plan
27. INFORMATION NEEDS
1. Market information
Market potential for product/service
Define the market (men/women, low/high
income, rural/urban)
Well defined TG helps to project market size and
subsequent market goals
28. INFORMATION NEEDS
1. Market information
For strong marketing plan with reasonable &
measurable market goals & objectives, the
entrepreneur has to gather information on
industry & market
How to begin?
30. INFORMATION NEEDS
1. Market information
What are the sources of data?
Analysis of the local competitive environment of
Patna. (observation, yellow pages, etc.)
SWOT of each local competitor (M.R./ competitor
– websites, ads, menu/local published article)
32. INFORMATION NEEDS
2. Operation information
Labour skills (skill needed, labour qty./skill, pay
rate, labour availability)
Space ( sq. ft. area, owned-leased?)
Overhead (tools, supplies, utilities, salaries, etc.)
33. INFORMATION NEEDS
3. Financial information
Budget include all expenditure (1 year)
include all revenue sources (sales,
external available funds, etc.)
Capital expenditure, direct operating expenses,
etc.
34. INFORMATION NEEDS
3. Financial information
identify benchmarks in the industry
establish reasonable assumptions of cost
for the new venture
To prepare budget
35. INFORMATION NEEDS
3. Financial information
Source for costs
fabric/accessories/packing material
rent/ad rates
Machines
labour/staff
utilities/insurance
36. Using the Internet as a Resource Tool
Industry analysis/competitor analysis/
measurement of market potential, etc.
Planning/decision making
Opportunities for online marketing strategy
Access to competitor’s website/their strategy
Gather info about market, competition, customers
Distribute, advertise, sell
Newsgroup
37. Writing the B.P.
1. Introductory page
a. Name and address of business
b. Name(s) and address(es) of principal(s)
c. Nature of business
d. Statement of financing needed
e. Statement of confidentiality of report
2. Executive summary – 3-4 pages summarising the complete
business plan
38. Writing the B.P.
3. Industry analysis
a. Future outlook and trends
b. Analysis of competitors
c. Market segmentation
d. Industry and market forecasts
4. Description of venture
a. Product(s)
b. Service(s)
c. Size of business
d. Office equipment and personnel
e. Background of entrepreneur
39. Writing the B.P.
5. Production plan
a. Manufacturing process (amount subcontracted)
b. Physical plant
c. Machinery and equipment
d. Names of suppliers of raw materials
6. Operational plan
a. Description of company’s operation
b. Flow of orders for goods and/or services
c. Technology utilisation
40. 7. Marketing plan
a. Pricing
b. Distribution
c. Promotion
d. Product forecasts
e. Controls
8. Organisational plan
a. Form of ownership
b. Identification of partners or principal shareholders
c. Authority of principals
d. Management-team background
e. Roles and responsibilities of members of organisation
Writing the B.P.
41. 9. Assessment of risk
a. Evaluate weakness of business
b. New technologies
c. Contingency plans
10. Financial plan
a. Pro forma income statement
b. Cash flow projections
c. Pro forma balance sheet
d. Break-even analysis
e. Sources and applications of funds
Writing the B.P.
42. 11. Appendix (contains backup material)
a. Letters
b. Market research data
c. Leases or contracts
d. Price lists from suppliers
Writing the B.P.
43. 1. INTRODUCTORY PAGE
Company/promoter details
Company description/nature of business
Amount of finance needed, may also mention the
offer (stock, debt, etc.)
Statement of confidentiality of the report
“TITLE PAGE sets out the basic concept of the
venture”
44. 2. Executive Summary
it is prepared after the total plan is written
2-3 pages in length
Should stimulate interest of potential investors
Investors read summary to determine if the
entire B.P. is worth reading
Should be concise + convincing + motivating
45. Executive summary should address most of the
basic questions/issues
What is the business concept/issue?
What’s the USP?
Who is(are) the Entrepreneur(s)? (previous
performance history)
How will they make money & how much?
2. Executive Summary
46. If venture has strong growth it should include
EXIT STRATEGY
Supporting evidence, data points from M.R.,
P.O./contracts
Executive summary is similar to “opening
statement by a lawyer” or an “introductory
statement by a salesperson”
2. Executive Summary
47. 3. Environmental & Industry Analysis
Environmental analysis
identify relevant trends and changes on local/
national/international level
1. Economy – GNP, unemployment, disposable
income, etc.
2. Culture – shifts in attitudes, changing values
48. Environmental analysis
3. Technology
gauge the potential technological
developments (resources employed by major
firms)
make careful short-term marketing decisions
BUT …….. be prepared with PLAN B
3. Environmental & Industry Analysis
49. Environmental analysis
4. Legal concerns
Be prepared for any future legislation that may
affect the marketing mix.
E.g. deregulation of prices, restriction on
advertising, safety regulations
3. Environmental & Industry Analysis
50. Industry analysis
*After environmental analysis we focus on specific
industry trends
1. Industry demand
Demand data often available from published
sources
Market is growing OR declining, no. of new
competitors, changes in consumer need/preference
M.R. gauge demand for Entrepreneur’s product
3. Environmental & Industry Analysis
51. Industry analysis
2. Competition
Who are the competitors?
Normally…..large corporations – biggest threat
What are their strengths & weaknesses?
Competitors can be identified from experience,
trade journal articles, advertisements, websites,
yellow pages
3. Environmental & Industry Analysis
52. Finally, focus on specific market, say Patna
Q1. Who is the customer?
Q2. What is the business environment like in specific
markets/areas?
3. Environmental & Industry Analysis
53. 1. What are the major economic, technological, legal,
and political trends on a national and I’nal level?
2. What are total industry sales over the past 5
years?
3. What is the anticipated growth in this industry?
4. How many new firms have entered this industry in
the past 3 years?
3. Environmental & Industry Analysis – Q’s
54. 5. What new products have been recently
introduced in this industry?
6. Who are the nearest competitors?
7. How will your business operation be better than
theirs?
8. Are the sales of each of your major competitors
growing, declining, or steady?
3. Environmental & Industry Analysis – Q’s
55. 9. What are the strengths and weaknesses of each
of your competitors?
10.What trends are occurring in your specific market
area?
11.What is the profile of your customers?
12.How does your customer profile differ from that
of your competitor?
3. Environmental & Industry Analysis – Q’s
56. 4. Description of Venture
This section should begin with mission statement/
company mission
This statement basically describes the nature of
business and what the firm hopes to achieve with
this business
It guides the firm in long-term decision making
Describe the product/service, location & size of
business, history of venture
57. 1. What is the mission of the new venture?
2. What are your reasons for going into business?
3. Why will you be successful in this venture?
4. What development work has been completed to
date?
5. What are your product(s) and/or service(s)?
6. Describe the product(s) and/or service(s),
including patent, copyright, or trademark status.
4. Description of Venture – Q’s
58. 7. Where will the business be located?
8. Is your building new? Old? In need of
renovation? (if renovation is needed, state costs)
9. Is the building leased or owned? (State the
terms)
10. Why is the building and location right for your
business?
4. Description of Venture – Q’s
59. 11. What office equipment will be needed?
12. Will equipment be purchased or leased?
13. What experience do you have and/or will you
need to successfully implement the business
plan?
4. Description of Venture – Q’s
60. Location
vital in case of retail
E.g. area, space, parking, accessibility from road,
access to customer, suppliers, distributors, delivery
rates, town regulations, zoning laws
E.g. Doughnut shop
61. Evaluation of Location
1. How much space is needed?
2. Buy Vs. Lease
3. Cost/sq.ft.
4. Is the site zoned for commercial use? Local
taxes?
5. What town restrictions exist for signs, parking,
etc.? billboards@Delhi
62. Evaluation of Location
6. Is renovation required?
7. Does the site have room for
expansion?
6. What is the economic/
demographic profile of the area?
6. Adequate labour pool?
7. Sewage, electricity, plumbing
If site decision involves legal issues, hire a lawyer?
63. Production plan
Describe the manufacturing process
In case of subcontracted processes, include sub-
contractor details + reasons for selection of sub-
contractor, details of completed contracts
Describe the physical plant layout
m/c + equipment
64. Production plan
details of raw materials + supplier details +
payment terms
costs of manufacturing
any future capital equipment needs
*if manufacturing is not involved, REMOVE this
section
65. Production plan
1. Will you be responsible for all or part of the
manufacturing operation?
2. If some manufacturing is subcontracted, who will be
the subcontractors? (Give names, addresses)
3. Why were these subcontractors selected?
4. What are the costs of subcontracted manufacturing?
(include copies of written contracts)
66. Production plan
5. What will be the layout of the production
process? (Illustrates steps if possible)
6. What equipment will be needed immediately for
manufacturing?
7. What raw materials will be needed immediately
for manufacturing?
8. Who are the suppliers of new materials and what
are the appropriate costs?
67. Production plan
9. What are the costs of manufacturing the
product?
10.What are the future capital equipment needs of
the venture?
In case of retail operation or service:
1. From whom will merchandise be purchased?
2. How will the inventory control system operate?
68. Production plan
If a retail operation or service:
3. What are the storage needs of the venture and
how will the venture be promoted?
4. How will the goods flow to the customer?
5. Chronologically, what are the steps involved in a
business transaction?
6. What are the technology utilisation requirements
to service customers effectively?
69. Operations plan
Describe the flow of goods from production to the
customer
May include inventory/storage, shipping, CSD
*Explain the chronological steps in completing a
business transaction
E.g. internet retail sports clothing operation
Discuss the role of technology in business
transaction process
70. Operations plan
IN CASE OF SERVICES: the focus of operations plan
is the Process of delivering QUALITY service.
(reliability, responsiveness, assurance)
71. Marketing plan
Describe how products will be distributed, priced
& promoted.
THOSE data facts should be described based on
which critical marketing decision strategy has been
formulated
Specific forecasts should be indicated to project
profitability of the venture
72. Marketing plan
It should be clear to investor as to what are the
goals and what strategies will be implemented to
achieve the goals
Marketing planning is an annual requirement
which is monitored weekly/monthly
It acts as road map for short-term decision making
73. Organisation plan
Describes the venture’s form of ownership
Proprietorship, partnership, corporation
If partnership terms of partnership should be
included
Corporation shares of stock authorised, share
options, resumes of all directors
Organisation chart (authority/responsibility)
74. Organisation plan – Q’s
1. What is the form of ownership of the firm?
2. If a partnership, who are the partners and what
are the terms of agreement?
3. If incorporated, who are the principal
shareholders and how much stock do they own?
4. How many shares of voting or non-voting stock
have been issued and what type?
75. Organisation plan – Q’s
5. Who are the members of the boards of
directors? (give names, addresses, and resumes)
6. Who has the cheque-signing authority or control?
7. Who are the members of the management team
and what are their backgrounds?
8. What are the roles and responsibilities of each
member of the management team?
76. Organisation plan – Q’s
9. What are the salaries, bonuses, or other forms of
payment for each member of the management
team?
77. Assessment of risk
Indicate the potential risks
What if risks become reality?
Describe the strategy that’ll be employed to
prevent, minimise or respond to the risks
78. Assessment of risk
*Risks generally result from
i. competitor’s reaction
ii. gaps in marketing plan,
iii. flawed production/ management team,
iv. new technology rendering new products
obsolete
79. Financial plan
It determines the potential investment
commitment needed
Indicates whether the B.P. is economically feasible
3 financial areas are discussed in this section
1. Forecasted sales & approximate expenses
2. Cash flow
3. Projected balance sheet
80. Financial plan
1. Forecasted sales & approximate expenses
Summarise it for at least 3 years with first year’s
projection provided monthly
Includes forecasted sales, cost of goods sold,
general and administrative expenses
Estimate income tax, determine net profit after
tax
81. Financial plan
2. Cash flow
Cash flow figures - First 3 years with first year’s
projection provided monthly
short term borrowing to meet fixed expenses
*Sales may be irregular, receipts from customer,
bills have to be paid at different times of the year
82. Financial plan
3.Projected balance sheet
Shows financial condition at a specific time
It’s a summary of assets/liabilities of a business +
investment of Entrepreneur/ partners + retained
earnings(losses)
*Any assumptions considered for the balance sheet
should be mentioned for the benefit of potential
investors
83. Appendix
Contains back-up materials
Letters from customers, distributors, sub-
contractors
Relevant secondary + primary data
Lease, contracts, agreements
Price list of suppliers as well as those of
competitors
84. External resources/sources
Sources of information which support an
Entrepreneur in planning the new venture
Small Business Administration
Department of Commerce
Government information centers
Bureau of Census
State and Municipal governments
Banks
85. External resources/sources
Sources of information which support an
Entrepreneur in planning the new venture
Chambers of commerce
Trade associations
Trade journals
Libraries
Universities and community colleges
86. Measuring plan progress
B.P. projections are made on 12-month schedule
Entrepreneur can’t wait for 12 months to gauge P&L
Entrepreneur should determine when and how
often to monitor GOAL vs. Actual (1st or last day of
each month)
87. Measuring plan progress
Check P&L statement, cash flow projections,
information on inventory, production, quality, sales,
collection of a/c receivables, disbursements for
previous month
Feedback should be simple, timely
Should be provided to key members for CAP
88. Measuring plan progress
Some of the control elements are :
i. Inventory control – high/low
ii. Production control – cost of production
iii. Quality control
iv. Sales control – collection system
v. Disbursement – how much is being disbursed
and for what purpose
89. Updating the Plan
Changes in economy, customer preference,
technology, competition, ± key employees
necessitate change in B.P. (revisions are a MUST)
Maintain relevant reasonable targets & goals, keep
the venture on course
90. Why some business plans fail?
Unreasonable goals
Immeasurable goals
Entrepreneur has not made total commitment to
the business/family
Entrepreneur has no experience in the new
venture
91. Why some business plans fail?
Entrepreneur has no sense of potential threats/
weaknesses to the business
No customer need was established for the
proposed product/service