Starting Up

A business plan is a written summary and guide to starting and running a business. A well-written plan creates a blueprint for success and can help entrepreneurs obtain financing, create strategic plans, follow marketing and sales plans. For many people, a business plan is the first step in the process of deciding whether to start a business - determining if the plan "fails on paper" first can help prospective business owners avoid costly investments. 

A good business plan:

• Requires objective analysis and critical thinking - what seemed like a good idea can, under mature reflection, be exposed as a business lacking viability due to excess competition, a lack of sufficient funding, etc.
• Serves as a guide to operations for the first months and even years, creating a management blueprint.
• Communicates the company's purpose and vision, management responsibilities, personnel requirements, marketing plans, and competitive environment.
• Creates the foundation of a financing proposal for investors, lenders, etc.   

While each business plan is unique, all business plans share a few common elements.  The following are some of the key components of a well-crafted business plan.

Executive Summary
The Executive Summary (sometimes called a Vision Statement) is a brief outline of the company's purpose and goals.  While it can be tough to fit on one or two pages, a good summary includes:

• Brief description of products and services
• Business objectives
• The market space the business will inhabit
• Justification for viability (including a brief look at competition and competitive advantage)
• Growth potential
• Funding requirements   

For many people, the Executive Summary is the make-or-break section of a business plan.  Companies solve customer's problems; if the Summary cannot clearly describe how the business will solve a particular problem - and profit by doing so - in one or two pages, then it is very possible the opportunity does not exist... or the plan to take advantage of the opportunity has not been well developed.

In effect, an Executive Summary is where the sizzle must meet the steak.

Products and/or Services
Clearly describe the products and services the business will provide.  (Without products or services you have no company.)  Highly detailed or technical descriptions are unnecessary - use simple terms and avoid industry buzzwords.  Describing how the company's products and services will differ from the competition is critical; so too is describing how your products and services are needed if no market currently exists.  (For example, when Federal Express was formed overnight delivery was a niche business served by small companies, which required the company to define the opportunity for a new, large-scale service and to justify why customers needed - and would use - such a service.)

Patents, copyrights and trademarks owned or applied for should be listed.

Key questions to answer:

• Are products or services already on the market or still in development?
• What is the timeline for bringing new products and services to market?
• What makes the products or services different?  Are there competitive advantages compared to other offerings from other companies?  Are there competitive disadvantages that must be overcome in some other way?
• Is price an issue?  Will operating costs be low enough to allow a reasonable profit margin?

Think of it this way; Products and/or Services answers the "What?" question for a business. 

Market Opportunities
Market research is critical to business success.  A good business plan analyzes and evaluates customer demographics, purchasing habits, buying cycles, and willingness to adopt new products and services.

Key questions to answer:

• What is your market?  Include geographic descriptions, target demographics, company profiles (if business to business)... in other words, who are your customers?
• What part of your market will you focus on?  (In other words, what niche will you attempt to carve out?)  What percentage of that market do you hope to penetrate?
• What is the size of your intended market?  (Population, spending, etc.)
• Why do customers need - and will be willing to purchase - your products and services?
• How will you price your goods or services?  Will you focus on being the low cost provider, or on providing value-added services at a higher price?
• Will your market potentially grow?  Why?
• How can you increase your market share over time?

Market Opportunities answers the "Who?" question. 

Sales & Marketing
Offering great products and services is wonderful, but customers must know those products and services exist.  Marketing plans and strategies are critical to business success.

Key questions to answer:

• What is your budget for sales and marketing? 
• How will you determine whether marketing efforts are successful?  How will you adapt if initial marketing efforts are unsuccessful?
• Will you need sales representatives to promote your products?
• What public relations activities do you plan (if any?)

Some business plans include examples of marketing materials:  Website descriptions, print advertisement samples, etc.  While including samples is not necessary, the exercise of creating actual marketing materials can help focus and shape overall marketing plans and objectives.

Sales & Marketing answers the "How will I reach them?" question.

Competition
This section is devoted to analyzing the competition - whether the current competition, or potential competitors who will attempt to enter the space if the business is successful.

Key questions to answer:

• Who are the current competitors?  What is their market share?  How successful are they?
• What market do current competitors target?  Do they focus on a specific customer type, on serving the mass market, or on a particular niche?
• Are competing businesses growing or scaling back operations?  Why?
• How will your company be different from the competition?  What competitor weaknesses can you exploit?  What competitor strengths will you need to overcome to be successful?
• What will you do if competitors drop out of the marketplace?  What will you do to take advantage of the opportunity?
• What will you do if new competitors enter the marketplace?  How will you react to and overcome new challenges?

Competition answers the "Against who?" question.

Operations
Customers are necessary.  Products and services those customers need are necessary.  The next key step is to develop an operation plan to serve those customers while keeping operating costs in line to ensure profitability.  The Operations plan should detail plans for research and development, processing, manufacturing, staffing, managing... in short, how to run the business on a day to day basis.

Key questions to answer:

• What facilities, equipment, and supplies will you need?
• Is research and development necessary, either for start-up purposes or as a part of ongoing operations, and if so how?
• What are initial staffing needs?  When and how will you add staff?
• Who will you establish business relationships with (vendors, suppliers, etc?)  How will those relationships impact your day to day operations?
• How will your operations change as the company grows?  What steps will you take to cut costs if the company initially does not perform up to expectations?

Operations answers the "How?" question.

Management
Many investors and lenders feel the quality and experience of the management team is one of the most important factors for evaluating the potential for business success.   But this section is not just important for "outsiders"; a good business plan evaluates the skills, experiences, and resources the management team will need.  Addressing those needs during implementation will go a long way towards ensuring success.  

Key questions to answer:

• Who are the key leaders?  (If actual people have not been identified, describe the type of people needed.)  What are their experiences, educational backgrounds, and skills?
• Do your key leaders have industry experience?  If not, what experience do they bring to the business that is applicable?
• What duties will each position perform?  (Creating an organization chart can be helpful at this stage.)  What authority is granted to and responsibility expected of each position?
• What salary ranges will be required to attract qualified candidates for each position?  What is the salary structure for the company, by position?            

Management answers the "Who is in charge?" question.

Financial
When all is said and done, numbers tell the story.  Bottom line results indicate the success or failure of any business.  Financial projections and estimates help entrepreneurs and investors or lenders objectively evaluate a company's potential for success.  If a company seeks outside funding, comprehensive financial reports and analysis are critical.

Most business plans include four basic reports or projections:

• Balance Sheet:  Company cash position, including assets, liabilities, shareholders, and earnings retained to fund future operations or to serve as funding for expansion and growth.  Shows the financial health of a business.
• Income Statement:  Profit and loss statement listing projected revenue and expenses.  Shows whether a company is or will be profitable during a specific time period.
• Cash Flow Statement:  Projection of cash receipts and expense payments.  Shows how and when cash will flow through the business; without cash, payments (including salaries) cannot be made.
• Break-Even Analysis:  Projection of the revenue required to cover all fixed and variable expenses.  Shows when, under specific conditions, a business can expect to become profitable.

Financial answers the "What are the numbers?" question.

A final key point to keep in mind when developing a business plan: Every business faces challenges and opportunities.  A good business plan recognizes challenges exist and identifies and attempts to shows ways pitfalls or roadblocks will be overcome.  Recognize competition exists and find ways to overcome that competition.  If funding is an issue, identify boot-strapping or partnering opportunities.  If the management team lacks critical skills, identify those skills and develop a plan to improve weaknesses or bring in advisors or other assistance.  Don't just focus on how great an idea may be; focus on what could derail an otherwise great opportunity and how those challenges can be overcome.