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Invent Business Plan Template & Supporting Information

Business Plan Template
The business plan consists of a narrative and several financial worksheets. The narrative template is the
body of the business plan. It is divided into several sections. Work through the sections in any order that
you want, except for the Executive Summary, which should be done last. Skip any sections (s that do not
apply to your type of business. When you are finished writing your first draft, you!ll have a collection of
small essays on the various topics of the business plan. Then you!ll want to edit them into a smooth"
flowing narrative.
The total document should not exceed #$"%& pages in W'() and a few *xcel spreadsheets.
The real value of creating a business plan is not in having the finished document in hand+ rather, the value
lies in the process of researching and thinking about your business in a systematic way. The act of
planning helps you to think things through thoroughly, study and research if you are not sure of the facts,
and look at your ideas critically. It takes time now, but avoids costly, perhaps disastrous, mistakes later.
This following business plan template is a generic model suitable for all types of businesses. ,owever,
you should modify it to suit your particular circumstances. In addition wherever it talks about existing
company and existing customers, achievements, etc., in case, you are -ust starting then talk about the
proposed company, customers that you will get and milestones that you propose to achieve, etc.
It typically takes several weeks to complete a good plan. .ost of that time is spent in research and re"
thinking your ideas and assumptions. /ut then, that!s the value of the process. So make time to do the -ob
properly. Those who do, never regret the effort. 0nd finally, be sure to keep detailed notes on your
sources of information and on the assumptions underlying your financial data.
0 /usiness 1lan usually covers the following broad topics (we will show you a detailed template that will
expand these topics out further. /ut please note that IT IS NOT A MUST TO USE THIS TEMPLATE
or to cover all the sections, or to use it in exactly the same style or manner. 2ou will be fine as long as
you cover these broad topics3
1 Cover page: Includes the 4ompany name, address, telephone, email and website and the names of all
the /')s and team members. If the company is to be formed then mention the information on a
proposed basis.
E!e"utive Summar#: Write this last. It!s -ust two"three pages of highlights of the rest of the plan.
$ Compan# %es"ription: This describes the basic current business of the company. ,ow was the
company founded, how has it made money (outline the business model 5 who pays who6 7ist out
the customers and what problem do you solve for them. This section should also discuss your
channel strategy (who sells for you 5 how does your product reach the target customers. 0lso
describe your ma-or achievements so far. If the company is to be formed then mention the
information on a proposed basis.
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Invent Business Plan Template & Supporting Information
& Pro'u"ts an'(or Servi"es: )escribe what you!re selling so far. 8ocus on customer benefits and why
do they buy from you. If your products9services have not been offered in the markets so far then
mention the information on a proposed basis.
) Mar*et Anal#sis: 2ou need to know your market, customer needs, where they are, how to reach
them. Who are your current customers and why do they buy from you. Who else solves the same
problem6 ,ow are you different from your competitors6 If your products9services have not been
offered in the markets so far then mention the information on a proposed basis.
+ Strateg#: )escribe what is the business long"term 'ire"tion, which markets should a business
compete in and what kinds of activities are involved in such markets6 (Mar*ets+ s"ope, how can the
business perform better than the competition in those markets (A'vantage6 What resources (skills,
assets, finance, relationships, technical competence, and facilities are re:uired in order to be able to
compete (-esour"es6 What external, environmental factors affect the businesses; ability to compete
(Environment6 What are the values and expectations of those who have power in and around the
business (Sta*e.ol'ers/0
1 -is*s an' Mitigation Plans: <ulnerabilities of the business, what would make it not work,
what will be outside your control6 What are your mitigating plans to handle the risks6
2 Operational Summar#: 8or e"commerce, include discussion of website, development, operations,
sales and marketing strategies. 8or non web"related business it is the discussion of what you need to
run your operations. Infrastructure, supplier selection processes, delivery processes,
accounting methods and practices, auditing, customer management, etc.
3 Management Team: )escribe the organi=ation and the key management team members. Who are
the key players and what new players will be needed.
14 5inan"ial Anal#sis: .ake sure to include at the very least your pro-ected 1rofit and 7oss and 4ash
8low tables. 2ou will need to include at least a %"$ year profit and loss and cash flow statements.
11 E!it Strateg#: 8uture plans e.g. expand by bringing in a strategic partner, merge with another
company, sell the company or go for I1' (Initial 1ublic 'ffer.
5ollo6ing is a "ompre.ensive template t.at "an 7e use' to 6rite out #our 7usiness plan8 It
is more 'etaile' t.an 6.at ma# #ou 6ant to 6rite, 7ut i9 #ou 9ollo6 t.is template it 6ill
provi'e a "ompre.ensive 9rame6or* 9or t.in*ing t.roug. #our 7usiness8 :ou ma# ".oose
to eliminate some se"tions8 I9 all se"tions 6ere t.oug.t t.roug. an' 6ritten out it 6ill 7e a
goo' plan an' it 6ill 7e 7ene9i"ial to #our 7usiness8 So 6e en"ourage #ou to 7e as "omplete
as possi7le8
But please note t.at IT IS NOT A MUST TO USE THIS TEMPLATE or to "over all t.e
se"tions, or to use it in e!a"tl# t.e same st#le or manner8 Ho6ever, an# BP template t.at
#ou use or .o6ever #ou 'evelop #our plan it 6oul' in"lu'e most o9 t.e areas "overe' in t.e
9ollo6ing template8
LAST ;O-%:
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Invent Business Plan Template & Supporting Information
;e see man# plans t.at are 6ritten in a .urr# an' it is ver# "lear t.at t.e team 'i' not
spen' su99i"ient time resear".ing, t.in*ing t.roug., 'e7ating an' agreeing on 6.at 9inal
6or's 6ill outline t.eir 7usiness plans8 Please note t.at t.is pro"ess is onl# to .elp :OU-
COMPAN: ACHIE<E ITS =OALS t.at #ou are setting8 Please 'on>t s.ort ".ange
#oursel98
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?5ill in t.e name o9 #our organi@ation .ereA
Business Plan
>Indicate )raft or 8inal as the case may be?
Team
>.ember @, )esignation, cell no, email address?
>.ember #, )esignation cell no, email address?
AAA
AAA
AAA
>.ember m, )esignation cell no, email address?
>4ompany 0ddress ?
>1hone Bumbers?
>*mail address?, >Website3 C(7?
-evision Histor#
%ate <ersion %es"ription Aut.or
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Ta7le o9 Contents
@ *xecutive Summary#########################################################################################5
# 4ompany Information#######################################################################################7
#.@ 4ompany )escription############################################################################################7
#.# 1roducts and Services############################################################################################7
#.% .arketing 0nalysis###############################################################################################$
% Strategy D 1lans############################################################################################12
%.@ 'verall Strategy#################################################################################################13
%.# .arketing Strategy##############################################################################################13
%.% Sales Strategy####################################################################################################1%
%.E 'perational 1lan Summary####################################################################################1%
%.$ .anagement 1lan Summary##################################################################################17
%.F (isks and .itigation 1lan#####################################################################################1$
%.G Strategic 0lliances##############################################################################################1&
%.H .ilestones#########################################################################################################1&
%.I 8inancial 1lan Summary#######################################################################################1&
%.@& *xit Strategy######################################################################################################20
E 0ppendices##################################################################################################20
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1 E!e"utive Summar#
• Write this section last.
• We suggest that you make it two"three pages covering the same topics as in business
plan except a short paragraph on each of the topics.
• Include everything that you would cover in a five"minute interview.
• If you are looking for funding, state clearly how much you want, precisely how you
are going to use it, and how the money will make your business more profitable,
thereby ensuring repayment.
1lease cover the following aspects
181 Overvie6
Brie'! e(plain t)e fun*amentals of !our +usiness#
18 Mar*et Nee':
What problems are you solving or are going to solve6
18$ Opportunit# Si@e:
J,ow big is the opportunity, i.e. how big is the target market6J
18& Competition:
JWho are your competitors and how are they attempting to satisfy the need6J
18& Our Solution:
K,ow are your product9services different from the competitors"What is your competitive
advantage6L
18) E"onomi" Bene9it:
JWhat is the value proposition of your solution or what is the economic benefit of solving
that problem6 " and can you :uantify it6J
18+ Current or Potential Customers
KWho are going to be your next ten customersL Identify current and potential customers.
Who are9will be the next ten customers for this company6 Individuals94ompanies, What
are their positions6 What will they spend6
181 Business Mo'el:
J,ow are you going to make money6J
182 =o to Mar*et Strateg#:
J,ow do you go to the market6J " Summari=e your sales and marketing plans, and explain
why these plans are credible.
18) Our Team:
KWho are the key people behind the venture and what are their credentials6 Include all
key management people+ is there a need to hire other key management people6J " *xplain
why you and your team are the right people to make the idea work.
18+ -is*s an' Mitigation Plans:
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Summarise, potential vulnerabilities of the business, what would make it not work and
what will be outside your control6 What are your mitigation plans for these risks6
181 Main a".ievement so 9ar an' 9uture Milestones:
Summarise, the main achievements (if any so far and give timelines for the ma-or
milestones.
1811 5inan"ials:
JWhat does the company expect to achieve in sales and profit (before tax in years @, #, %
and beyond6 ,ow much funding is needed (at various stages over the first % years6 0nd
what are the uses to which these funds will be applied6
181 E!it Strateg#
8uture plans e.g. expand by bringing in a strategic partner, merge with another company,
sell the company or go for I1' (Initial 1ublic 'ffer.
1lease address these issues in your executive summary " and provide appropriate backup material
in the body of your business plan and 0ppendices.
Compan# In9ormation
81 Compan# %es"ription
In this section, provide a detailed description of your business. 0n excellent :uestion to
ask your self is3 KWhat business am I in6 K In answering this :uestion include your
products, market and services as well as a thorough description of what makes your
business uni:ue. (emember, however, that as you develop your business plan, you may
have to modify this section.
#.@.@ What Business are you in?
What business are you in6
#.@.# To whom will you Market your Products and/or Services?
State it briefly hereMyou will do a more thorough explanation in the Marketing Plan
section.
#.@.% Describe your Industry:
Is it a growth industry6 What changes do you foresee in the industry, short term and long
term6 ,ow will your company be poised to take advantage of them6
#.@.E Describe om!any Stren"ths and ore om!etencies:
What factors will ensure success6 What do you think your ma-or competitive strengths
will be6 What background experience, skills, and strengths do your team brings to the
table6
#.@.$ Describe your Business Model
J,ow do you make money, who pays whom and how and how does the product and or
services reach the end customer6J
#.@.F Describe your achievements so #ar
)escribe the company!s main achievements (if any so far.
#.@.G $e"al %orm o# &wnershi!:
What type of legal form does your company has or will have i.e. Sole proprietorship,
1artnership, 4orporation, (1vt. 7td, etc6
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8 Pro'u"ts an' Servi"es
)escribe the benefits of your goods and services from your customer!s perspective.
Successful business owners know or at least have an idea of what their customers want or
expect from them. This type of anticipation can be helpful for beating the competition or
retaining your competitiveness.
#.#.@ Products and/or Services Details
)escribe the main features of your product and9or services. Technical specifications,
drawings, photos, sales brochures, and other bulky items belong in Appendices if at all.
#.#.# Bene'ts to the ustomers:
,ow your products and9or services will benefit the customer
#.#.% om!etitive (dvanta"e:
What factors give you competitive advantages or disadvantages6 *xamples include hold
on customers or customer base, customer reach or geographic coverage, first mover!s
advantage, level of :uality, prices or uni:ue or proprietary features, patents, etc.
#.#.E Pricin"/$icenses/%ee Structure:
What are the pricing, fee, or licensing structures of your products or services6
8$ Mar*eting Anal#sis
• Mar*et resear". B ;.#0
Bo matter how good your product and your service, the venture cannot succeed
without effective marketing. 0nd this begins with careful, systematic research. It is
very dangerous to assume that you already know about your intended market. 2ou
need to do market research to make sure you!re on track. Cse the business planning
process as your opportunity to uncover data and to :uestion your marketing efforts.
2our time will be well spent.
• Mar*et resear". B Ho60
There are two kinds of market research3 primar# and se"on'ar#8
Se"on'ar# resear". means using published information such as industry profiles,
trade -ournals, newspapers, maga=ines, census data, and demographic profiles. This
type of information is available in public libraries, industry associations, chambers of
commerce, from vendors who sell to your industry, and from government agencies.
Start with the Internet and9or your local library. Internet is vast knowledge base that
can be easily accessed using the various search engines. .ost librarians are pleased to
guide you through their business data collection. 2ou will be ama=ed at what is there.
There are more online sources than you could possibly use. 2our chamber of
commerce has good information on the local area. Trade associations and trade
publications often have excellent industry"specific data.
Primar# resear". means gathering your own data. 8or example, you could do your
own traffic count at a proposed location, use the yellow pages to identify competitors,
and do surveys or focus"group interviews to learn about consumer preferences.
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1rofessional market research can be very costly, but there are many books that show
small business owners how to do effective research themselves.
In your marketing plan, be as specific as possible+ give statistics, numbers, and
sources. The marketing plan will be the basis, later on, of the all"important sales
pro-ection.
#.%.@ )conomics
8acts about your industry3
• What is the total si=e of your market6
• What percent share of the market will you have6 (This is important only if you think
you will be a ma-or player in the market.
• 4urrent demand in target market.
• Trends in target marketMgrowth trends, trends in consumer preferences, and trends in
product development.
• Nrowth potential and opportunity for a business of your si=e.
• What barriers to entry do you face in entering this market6 Some typical barriers are3
o ,igh capital costs
o ,igh production costs
o ,igh marketing costs
o 4onsumer acceptance and brand recognition
o Training and skills
o Cni:ue technology and patents
• 0nd of course, how will you overcome the barriers6
#.%.# Products and/or Services
In the Products and/or Services section, you described your products and services as you
see them. Bow describe them from your customers! point of view.
• 8eatures and /enefits
7ist all of your ma-or products or services.
8or each product or service3
• )escribe the most important features. What is special about it6
• )escribe the benefits. That is, what will the product do for the customer6
Bote the difference between features and benefits, and think about them. 8or example, a
house that gives shelter and lasts a long time is made with certain materials and to a
certain design+ those are its features. Its benefits include pride of ownership, financial
security, providing for the family, and inclusion in a neighborhood. 2ou build features
into your product so that you can sell the benefits.
What after"sale services will you give6 Some examples are delivery, warranty, service
contracts, support, follow"up, and refund policy.
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#.%.% ustomers
Identify your targeted customers, their characteristics, and their geographic locations,
otherwise known as their demographics.
The description will be completely different depending on whether you plan to sell to
other businesses or directly to consumers. If you sell a consumer product, but sell it
through a channel of distributors, wholesalers, and retailers, you must carefully analy=e
both the end consumer and the middleman businesses to which you sell.
2ou may have more than one customer group. Identify the most important groups. Then,
for each customer group, construct what is called a demographic profile3
• 0ge
• Nender
• 7ocation
• Income level
• Social class and occupation
• *ducation
• 'ther (specific to your industry
• 'ther (specific to your industry
The point here is that more you know who buys your product smarter you can be to target that
person through suitable marketing methods.
8or business customers, the demographic factors might be3
• Industry (or portion of an industry
• 7ocation
• Si=e of firm
• Ouality, technology, and price preferences
• 'ther (specific to your industry
• 'ther (specific to your industry
,ere you will benefit from who in an organi=ation buys your products, why do they buy,
what is the budget cycle or approval process that impacts their buying decision.
#.%.E om!etition
Bations compete for the consumer in the global marketplace as do individual business
owners. 0dvances in technology can send the profit margins of a successful business into
a tailspin causing them to plummet overnight or within a few hours. When considering
these and other factors, we can conclude that business is a highly competitive, volatile
arena. /ecause of this volatility and competitiveness, it is important to know your
competitors.
Ouestions like these can help you3
• Who are your five nearest direct competitors6
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• Who are your indirect competitors6
• ,ow are their businesses3 steady6 Increasing6 )ecreasing6
• What have you learned from their operations6 8rom their advertising6
• What are their strengths and weaknesses6
• ,ow do their products or services differ from yours6
What products and companies will compete with you6
7ist your ma-or competitors3
• Bames, addresses, website
• Will they compete with you across the board, or -ust for certain products, certain
customers, or in certain locations6
• Will you have important indirect competitors6 (8or example, video rental stores compete with
theaters, although they are different types of businesses.
• ,ow will your products or services compare with the competition6
Cse the Competitive Anal#sis table below to compare your company with your two most
important competitors. In the first column are key competitive factors. Since these vary
from one industry to another, you may want to customi=e the list of factors.
In the column labeled Our Compan#, state how you honestly think you will stack up in
customers; minds. Then check whether you think this factor will be strength or a
weakness for you. Sometimes it is hard to analy=e our own weaknesses. Try to be very
honest here. /etter yet, get some disinterested strangers to assess you. This can be a real
eye"opener. 0nd remember that you cannot be all things to all people. In fact, trying to be
causes many business failures because efforts become scattered and diluted. 2ou want an
honest assessment of your firm;s strong and weak points.
Bow analy=e each ma-or competitor. In a few words, state how you think they compare.
In the final column, estimate the importance of each competitive factor to the customer.
@ P critical+ $ P not very important. (Bot all of these rows will apply to your business so
feel free to delete the ones that are not relevant.
Ta7le 1: Competitive Anal#sis
5ACTO- Our Compan# Strengt. ;ea*ness Competitor A Competitor B
Importan"e to
Customer
Pro'u"ts
Pri"e
Cualit#
Sele"tion
Servi"e
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5ACTO- Our Compan# Strengt. ;ea*ness Competitor A Competitor B
Importan"e to
Customer
-elia7ilit#
Sta7ilit#
E!pertise
Compan#
-eputation
Lo"ation
Appearan"e
Sales Met.o'
Cre'it
Poli"ies
A'vertising
Image
Bow, write a short paragraph stating your competitive advantages and disadvantages.
#.%.$ *iche
Bow that you have systematically analy=ed your industry, your product, your customers,
and the competition, you should have a clear picture of where your company fits into the
world.
In one short paragraph, define your niche, your uni:ue corner of the market.
$ Strateg# D Plans
)escribe what is the business long"term 'ire"tion, which markets should a business compete in
and what kinds of activities are involved in such markets6 (Mar*ets+ s"ope, how can the
business perform better than the competition in those markets (A'vantage6 What resources
(skills, assets, finance, relationships, technical competence, and facilities are re:uired in order to
be able to compete (-esour"es6 What external, environmental factors affect the businesses;
ability to compete (Environment6 What are the values and expectations of those who have
power in and around the business (Sta*e.ol'ers/0
8or each of the areas identified above address the following3
$81 Overall Strateg#
0 high level description of the strategy that highlights the key elements. 8or each element
describe the following3
%.@.@ Strateg# Elements
Strategy element description
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%.@.# =oals an' O7Ee"tives:
Noals are destinationsMwhere you want your business to be. 'b-ectives are progress
markers along the way to goal achievement. 8or example, a goal might be to have a
healthy, successful company that is a leader in customer service and that has a loyal
customer following. 'b-ectives might be annual sales targets and some specific measures
of customer satisfaction.
%.@.% Ta"ti"s8
8or each element of the Strategy sub"elements that would be needed to implement the
strategy.
%.@.E Programs
8or each tactic, actual initiatives that would aim to achieve the strategy.
%.@.$ <alue Proposition
Summary of overall economic benefits that your product and9or services provides or will
provide for the customers
%.@.F Competitive E'ge
The overall differentiated position that you have or will have that gives or will give you
edge over the competitors.
$8 Mar*eting Strateg#
.arketing plays a vital role in successful business ventures. ,ow well you market your
business, along with a few other considerations, will ultimately determine your degree of
success or failure. The key element of a successful marketing plan is to know your
customers 5 their likes, dislikes, expectations. /y identifying these factors, you can
develop a marketing strategy that will allow you to arouse and fulfill their needs.
$.E.@ Positioning
0 positioning provides direction or focus to a business or organi=ation. It is a no nonsense
statement of how your company is perceived in the minds of your target market. )evelop
your statement by following the steps below.
• Write down what business you are in.
• Think about and write down who your company serves. Who does your target market
represent6
• /rainstorm and write down what it is that your target market needs.
• .ake a list of your competitors.
• Write down and explain what makes your business different from your competitors.
• .ake a list of the uni:ue benefits that derive from your product or services.
• Cse the above information in coming up with your final statement.
*xamples of position are as follows3
• 8ollower versus leader
• Ouality versus price
• Innovator versus adaptor
• 4ustomer versus product
• International versus domestic
• 1rivate sector versus government
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$.E.# Pri"ing Strateg#
2our pricing strategy is another marketing techni:ue you can use to improve your overall
competitiveness. Net a feel for the pricing strategy your competitors are using. That way
you can determine if your prices are in line with competitors in your market area and if
they are in line with industry averages.
Some of the pricing strategies are3
• 4ompetitive position
• 1ricing below competition
• 1ricing above competition
• Service costs and pricing (for service businesses only
o Service components
o .aterial costs
o 7abor costs
o 'verhead costs
*stablish your pricing strategy by considering the following3
• *xplain your method or methods of setting prices. 8or most small businesses, having
the lowest price is not a good policy. It robs you of needed profit margin+ customers
may not care as much about price as you think+ and large competitors can under price
you anyway. Csually you will do better to have average prices and compete on
:uality and service.
• )oes your pricing strategy fit with what was revealed in your competitive analysis6
• 4ompare your prices with those of the competition. 0re they higher, lower, the same6
Why6
• ,ow important is price as a competitive factor6 )o your intended customers really
make their purchase decisions mostly on price6
• What will be your customer service and credit policies6
$.E.% Promotion Strateg#
,ow you advertise and promote your goods and services may make or break your
business. ,aving a good product or service and not advertising and promoting are like
not having a business at all. .any business owners operate under the mistaken concept
that the business will promote itself, and channel money that should be used for
advertising and promotions to other areas of the business. 0dvertising and promotions,
however, is the lifeline of a business and should be treated as such.
)evise a plan that uses advertising and networking as a means to promote your business.
)evelop short, descriptive material that clearly identifies your goods and services, its
location and price. Cse catchy phrases to arouse the interest of your readers, listeners or
viewers. (emember the more care and attention you devote to your marketing program,
the more successful your business will be.
Things that you need to consider are3
• ,ow will you get the word out to customers6
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• 0dvertising3 What media, why, and how often6 Why this mix and not some other6
• ,ave you identified low"cost methods to get the most out of your promotional
budget6
• Will you use methods other than paid advertising, such as trade shows, catalogs,
dealer incentives, word of mouth (how will you stimulate it6, and network of friends
or professionals6
• What image do you want to pro-ect6 ,ow do you want customers to see you6
• In addition to advertising, what plans do you have for graphic image support6 This
includes things like logo design, cards and letterhead, brochures, signage, and interior
design (if customers come to your place of business.
• Should you have a system to identify repeat customers and then systematically
contact them6
• 1romotional /udget
o ,ow much will you spend on the items listed above6
5#4#4 Compan# Lo"ation
• Is location of your business important to the kind of business you are doing6
• Is your location important to your customers6 If yes, how6 0naly=e your location
criteria as they will affect your customers.
• If customers come to your place of business3
o Is it convenient6 1arking6 Interior spaces6 Bot out of the way6
o Is it consistent with your image6
o Is it what customers want and expect6
• Where is the competition located6 Is the competition taking advantage of their
location6
$.E.$ %istri7ution Strateg#
• ,ow do you sell your products or services6
• (etail
• )irect (mail order, Web, catalog
• Wholesale
• 2our own sales force
• 0gents
• Independent representatives
• /id on contracts
$.E.F Mar*eting Programs
• .arketing initiatives that will ensure that all the marketing strategies are
implemented
$8$ Sales Strateg#
What will be your sales strategy6
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%.%.@ Sales Programs
• Sales initiatives that will ensure that all the sales strategies are implemented
%.%.# Sales 5ore"ast
Bow that you have described your products, services, customers, markets, and marketing
plans in detail, it!s time to attach some numbers to your plan. Cse a sales forecast
spreadsheet to prepare a month"by"month pro-ection. The forecast should be based on
your historical sales, the marketing and sales strategies that you have -ust described your
market research, and industry data, if available.
2ou may want to do two forecasts3 @ a Jbest guessJ, which is what you really expect, and
# a Jworst caseJ low estimate that you are confident you can reach no matter what
happens.
(emember to keep notes on your research and your assumptions as you build this sales
forecast and all subse:uent spreadsheets in the plan. This is critical if you are going to
present it to funding sources.
$8& Operational Plan Summar#
*xplain how the daily operation of the business is to be achieved+ things like order D
customer management, office expansion and or new location changes, new e:uipment,
new processes, new credit policies, website changes D maintenance, etc.
%.E.@ Or'er Management an' 5ul9illment
%.E.# Customer Management
%.E.% Pro'u"tion
4hanges in how and where are your products or services produced6
4hanges in your methods of3
• 1roduction techni:ues and costs
• Ouality control
• 4ustomer service
• Inventory control
• 1roduct development
%.E.E O99i"e Lo"ation an' Si@e C.anges
1hysical re:uirements3
• 0mount of space
• Type of building
• 1ower and other utilities
%.E.$ Legal -eFuirements
)escribe if there is any legal re:uirement and how you are going to meet these
re:uirements
%.E.F Suppliers o9 Pro'u"ts an' Servi"es
)escribe the suppliers of products and services that you would need to run your
operations
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[ompan! name" Business Plan
%.E.G Cre'it Poli"ies
)escribe your credit policies
%.E.H Internet Mar*eting Strateg#
)escribe your Internet marketing strategy.
%.E.I ;e7site C.anges an' Maintenan"e
)escribe your website re:uirements.
$8) Management Plan Summar#
.anaging a business re:uires more than -ust the desire to be your own boss. It demands
dedication, persistence, an ability to make decisions and manage both employees and
finances. 2our management plan, along with your marketing and financial management
plans, sets the foundation for and facilitates the success of your business.
7ike plant and e:uipment, people are resources 5 they are the most valuable assets a
business has. 2ou will soon discover that employees and staff will play an important role
in the total operation of your business. 4onse:uently, it!s imperative that you know what
skills you possess and those you lack since you will have to hire personnel to supply the
skills that you lack. 0dditionally, it is imperative that you know how to manage and treat
your employees. .ake them a part of the team. Qeep them informed of, and get their
feedback regarding, changes. *mployees often have excellent ideas that can lead to new
market areas, innovations to existing products or services or new product lines or services
that can improve your overall competitiveness.
2our management plan should consider the following3
• 'rgani=ational chart showing the management hierarchy and who is responsible for key
functions.
• Who will manage the business on a day"to"day basis6 What experience do these persons
bring to the business6 What special or distinctive competencies6 Is there a plan for
continuation of the business if these people are lost or incapacitated6
• Include position descriptions for key employees. Include resumes of owners and key
employees in appendices.
• Include the 1rofessional and 0dvisory support
• What are your current personnel needs6
• What are your plans for hiring and training personnel6
%.$.@ Pro9essional an' A'visor# Support
7ist the following3
• /oard of directors
• .anagement advisory board
• 4onsultant or consultants
• .entors and key advisors
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[ompan! name" Business Plan
%.$.# Organi@ational Stru"ture
%.$.% Management Team
%.$.E Management Team =aps (if any
%.$.$ Personnel Plan
)escribe your 1lan for the personnel3
7ist current and expected future employees over the current year and next % years
(positions and starting months in the following table+ indicate K8ullL time status if the
employee is paid for more than %& hours per week+ otherwise indicate K1artL time status.
0dd rows as re:uired.
$8+
-is*s an' Mitigation Plan
7ist out new and existing ma-or (ones that have the potential of causing maximum
damage risks and also describe what your risk mitigation plans are.
Bote3 (isk is a possible event (which may or may not occur which, if it occurs,
negatively impacts your business. *xamples are3 2our key employees leaving the
organi=ation+ your business is impacted by (upee"dollar rate fluctuations+ law and order,
power availability, internet connectivity, etc
,ere are some :uestions you may ask to identify risks3
• ,ow could the following impact the operations of your company6
o 4hange in technology
o 4hange in government regulations
o 4hange in the economy
o 4hange in your industry
o .ain competitors9new entrants copy your solutions and nullify your competitive
advantage.
o 7aw and order problems
o 1akistan!s Image in the world
o Shortage of skilled manpower
o 2our key people decide to leave your company
o )ifficulty in getting <isas for serving global clients
o 1ower, Internet connectivity problems
o 4urrency fluctuations
Invent Business Plan Template ver 1Page 7/15/2014
Title or -ole o9 top e!e"utive team
mem7ers
Current
:ear
:ear 1 :ear :ear$
Total emplo#ee "ount
@
#
%
E
15
[ompan! name" Business Plan
o ,t-#
$81 Strategi" Allian"es
)escribe all the alliances that you would be have to be made to implement your strategy.
0lso describe how you would ensure that these alliances are established and maintained.
$82 Milestones
)escribe in brief how you plan to implement your strategy. 0lso present a milestone diagram
showing all the important milestones that are re:uired to implement your strategy.
$83 5inan"ial Plan Summar#
%.I.@ Important Assumptions
7ist here all of the assumptions you are making as you build your financial pro-ections,
and the basis of the assumption.
8or example3
Assumption: (ent P R@,$&& per month+ Basis: I need #&& s:uare feet of space and I
called several places with space to rent and the average :uote I got was for RG.$& per
s:uare foot.
Assumption Basis
1

N
%.I.# Ge# 5inan"ial In'i"ators
In the following table, list the key financial indicators for the past two years, current year,
and the next % years.
5inan"ial
ProEe"tions
#ears
ago
Last #ear Current
:ear
:ear 1 :ear :ear $
Total -evenues
=ross Pro9it
Net In"ome
Capital investe'
;or*ing Capital
Invent Business Plan Template ver 1Page 7/15/2014 1%
[ompan! name" Business Plan
%.I.% ProEe"te' Pro9it an' Loss an' Balan"e S.eets
Nive detailed sheets, for three years pro-ections, in the appendices from which the above
table has been filled.
%.I.E ProEe"te' Cas. 5lo6
Nive detailed sheets, for three years pro-ections, in the appendices.
$814 E!it Strateg#
8uture plans e.g. expand by bringing in a strategic partner, merge with another company,
sell the company or go for I1' (Initial 1ublic 'ffer.
& Appen'i"es
Include details and studies used in your business plan (if needed+ for example3
• 0wards and acclamations
• 4ustomer!s testimonials.
• 4ertifications such as IS' I&&&, 4..I, etc.
• )etailed financial tables e.g. cash flows, 1D7 and balance sheet
• /rochures and advertising materials
• Industry studies
• /lueprints and plans
• .aps and photos of location
• .aga=ine or other articles
• 0ny other materials needed to support the assumptions in this plan
• .arket research studies
• 0ny other material that may of interest.
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Invent 2010 Invent BP Template Supporting Information
Ot.er Tools 9or Strateg# Buil'ing Hnot reFuire' 9or Business Plan/
The following tools may also be used for developing the acceleration strategy3
Anso99 Pro'u"tBMar*et Matri!
The 0nsoff product"market matrix helps to understand and assess marketing or business
development strategy. 0ny business, or part of a business can choose which strategy to employ,
or which mix of strategic options to use. This is one simple way of looking at strategic
development options3
)+istin" !roducts *ew !roducts
)+istin"
markets
Market
!enetration
Product
develo!ment
*ew markets
Market
develo!ment
Diversi'cation
Boston Matri!
The /oston matrix model is a tool for assessing existing and development products in terms of
their market potential, and thereby implying strategic action for products and services in each
category.
$ow market share ,i"h market share
-rowin"
market
Problem child ./isin"0 star
Mature
market
Do" ash cow
Customer Matri!
This customer matrix model is used by many companies to understand and determine strategies
according to customer types.
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Invent 2010 Invent BP Template Supporting Information
-ood !roducts *ot so "ood !roducts
-ood
customers
*evelop an* .n* more
-ustomers li/e t)ese 0 allo-ate
!our +est resour-es to t)ese
e(isting -ustomers an* to
prospe-tive -ustomers
mat-)ing t)is pro.le
e*u-ate an* -onvert t)ese
-ustomers to goo* pro*u-ts if
+ene.-ial to t)em1 failing
2)i-)1 maintain -ustomers via
a--ount management
*ot so "ood
customers
invest -autiousl! to *evelop
an* improve relations)ip1
failing 2)i-)1 maintain
-ustomers via a--ount
management
assess feasi+ilit! of moving
t)ese -ustomers left or up1
failing 2)i-)1 2it)*ra2 from
suppl!ing sensitivel!
Pri"e(Cualit# Matri!
Quality
High Medium Low
High “Rolls Royce”
Strategy
“We try harder”
Strategy
“Best buy” Strategy
Price Medium “Out performs”
Strategy
“Piece of the rock”
Strategy
“Smart shopper”
Strategy
Low “Feature Packed”
Strategy
“Keeps on ticking”
Strategy
“Bargain hunter”
Strategy
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