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The StratPad Business Planning Handbook!

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How to Quickly Create an Effective Business Plan,!
Including Detailed Financial Projections,!
Without Tears or Tantrums!

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by Alex Glassey!
www.StratPad.com

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WELCOME!!

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Welcome to “The StratPad Business Planning Handbook”!!
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We created this handbook to make it easier for ANYBODY to think critically about their business
and get those thoughts onto paper.!

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This handbook will help virtually anybody who is thinking about a business, running a business,
or managing a department in a corporation.!

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You’ll follow a step-by-step, structured approach. You’ll end up with greater clarity about your
business and you’ll have a document that you can use to communicate your ideas to your team.!

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You can also use the handbook with StratPad Business Planning Software. Enter the same
information in StratPad and it instantly creates 15 high quality reports including a business plan
and complete financial projections.!

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Again, welcome. Enjoy the process and let us know how you make out.!
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All the best,!

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Alex Glassey and the StratPad Team!
www.StratPad.com!

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Copyright © 2014 StratPad Inc.!
www.StratPad.com

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! www.stratpad.! ! If you’re stuck and need help.StratPad.com and sign up for a free 7-day trial.! ! Ready to get started? Turn the page and let’s start working on your business plan!
 Copyright © 2014 StratPad Inc. go through the handbook page by page.HOW TO USE THIS HANDBOOK! ! ! ! If you’re new to business planning.! ! If you want to jump right in. It’s got a special section called “StratPad U” with lessons on starting a business and understanding financial statements.com Page ii . Just click on it and ask whatever you like. text and tutorials right inside StratPad Cloud.! ! If you want to use StratPad Cloud in conjunction with the handbook. StratPad Cloud has a “Talk to Us!” section inside it. We’ll get right back to you.! ! If you’d like additional resources. we’ve got lots of videos. Page 15 has details on how to do this. skip to page 7 and start writing. You’ll be able to do all of the work in StratPad and it will instantly create the reports you need. go to www.

! www.StratPad.com Page iii . Project Management! 13! CONGRATULATIONS! Where do you go from here?! 15! APPENDIX 1: Project Worksheets! 16! APPENDIX 2: Objective Worksheets! 21! ! ! Copyright © 2014 StratPad Inc.! TABLE OF CONTENTS! WELCOME!! i! HOW TO USE THIS HANDBOOK! ii! INTRODUCTION! 1! THINK: Business Strategy for Entrepreneurs! 3! ASSESS: Evaluate Your Business Landscape! 5! DISCUSSION: Start Telling Your Story! 7! STRATEGY STATEMENT: Set Your Direction! 9! PROJECTS: Bring Your Plan to Life! 10! OBJECTIVES: Project Checklist.

”! ! ! ! ! ! “Risk.! ! To make sure this doesn’t happen to you let’s start by setting our expectations properly. “What’s your definition of an entrepreneur?” These answers typically include:! ! ! Quite different from the answers to the first question. and disillusionment.INTRODUCTION! ! When I teach workshops to startups and business owners I always begin with two questions.! ! Some experts define entrepreneurship as the art of turning “passion into profit” or “creativity into cash”. the model has a one-way arrow that suggests that the entrepreneur needs to pour everything they’ve got into their business to make it succeed. All too often their enthusiasm fades into a sea of long hours. They use a model like this:! This links the entrepreneur’s creative ideas with the business reality of customers and cash flow. in my most recent workshop.”! “Freedom. but they’re dominated by things like:! ! ! ! ! ! ! “Creativity.”! “Opportunity.! ! First. right? In fact. “Entrepreneurs are suckers. the first person to answer this question said.”! “Bottom line.! www. “Why did you start (or why do you want to start) your own business?”! ! The answers vary.StratPad.”! “Stress.! Copyright © 2014 StratPad Inc. Too many entrepreneurs do this only to find themselves exhausted and depleted.com Page 1 .”! “Sacrifice.”! ! Next I ask. a dwindling bank account.”! “Happiness. of course.! ! However.”! ! Most people who start their own business soon find that the self-employment dream they imagined is very different from the reality.”! “Hard work.”! “Control.

Running the business still includes hard work.! ! So. tells us that entrepreneurial creativity is the source of the business’s cash.com Page 2 .! www.I prefer this model:! It. too.! ! This creates a virtuous circle. what’s the first step in thinking differently? Let’s start with strategy…
 Copyright © 2014 StratPad Inc. But to be truly successful the business must generate enough cash to support the entrepreneur and their ongoing creativity.StratPad. This expectation causes him or her to think about the business differently right from the start. dedication and sacrifice – every entrepreneur expects that – but the entrepreneur also expects the business to return the favour.

! ! Here’s a definition:! ! Business strategy! is about! making you wealthier! by creating. your expertise may allow you to offer better service than the grocery store’s part-time staff.! ! Hmm…less business and lower prices: this is bad news. In fact. several things combine to create a unique customer experience. it creates focus for your team. It helps your customers understand you. right? But just what are “unique attributes”? And how do they help your business succeed?! ! Here’s an example. they won’t necessarily come to you.! ! In fact. You can be found easily. difficult to understand and something that’s only useful for large organizations. Nobody else in the mall sells flowers. strengthening and defending! your company’s unique attributes. for most businesses. ! Sounds good. what can your flower shop do better or differently than the grocery store?! ! Perhaps you can offer different varieties of flowers that are fresher. more vibrant or more exotic.! ! Simply. Therefore. Keeping that in mind. and it improves your profitability. Not. How can you possibly be unique now?! ! The good news is that uniqueness doesn’t necessarily come from a single thing. Anybody in the mall looking for flowers will be sent your way.StratPad.com Page 3 . business strategy is 100% relevant for smaller businesses. you’ve got a unique offering for the mall’s customers and this helps you in two powerful ways:! ! 1. but many entrepreneurs think “business strategy” is complex.! www. you might consider a delivery service.! 2. With competition you’ll immediately feel pressure to reduce your prices. True.! ! But what happens when the mall’s large grocery store also starts selling flowers? Now customers who want flowers have two choices.! THINK: Business Strategy for Entrepreneurs! It’s truly unfortunate. You have no direct competition. including startups. you may be able to sell hand-crafted bouquets. And so on. Let’s say that you own a retail flower store in a busy mall. You can set your prices pretty high so long as you’re not unreasonable.! ! Copyright © 2014 StratPad Inc.

that uniqueness. and then tell the world about them.! ! Yes.! ! But many other mall customers come to you for your expertise. is business strategy in a nutshell. forms your strategic sweet spot. the grocery store is going to sell some flowers and you’ll almost certainly lose some customers to them. your beautiful floral arrangements and your personalized service.
 Copyright © 2014 StratPad Inc.Your job as an entrepreneur is to find that combination of products and services that your customers want and that your competitors can’t offer. get even better at those differences. After all.! ! The last sentence. Those differences.! www.StratPad.! ! Next: How to develop your sweet spot. You must understand those differences.com Page 4 . by the way. they offer convenience as well as a lower price on basic flower arrangements and this will attract some people.

your staff. Don’t they sell Valentine’s Day and Mother’s Day gifts.! ! The three circles overlap and create eight regions. the grocery store that sells flowers.
 ! On the following page we go through each region and ask some questions that you may wish to consider as you think about your business. Note that it’s not “Things that your target customers WANT” or “Things that your target customers LIKE. Your competitors’ offerings. Your offerings. Things that your target customers will pay for. There are ALWAYS competitors. Evaluate each region separately.! www.ASSESS: Evaluate Your Business Landscape! ! The last chapter introduced business strategy. It is your answer to three key questions:! ! • What makes you different?! • How will you defend that difference from your competitors?! • How will you make money from that difference?! ! Strategy is about creating a unique experience that your customers will pay for. just like you?
 ! C. This unique customer experience is your “sweet spot” and it lies at the center of this diagram (marked as 1 and 2):! The three circles are:! ! A.
 ! B. key advisors and even customers and suppliers in these discussions.com Page 5 . then you must re-think your offering.StratPad. They can be direct competitors (ie. A competitor is anyone with an alternative offering. If you can’t get enough cash. just like you) or they can be indirect competitors like the chocolate store beside you.” Your business must create offerings that you will exchange for enough cash to make a profit. Involve your management team.! ! Copyright © 2014 StratPad Inc. Any product or service that you sell. ask questions of each one and thoroughly discuss them.

Things that customers will pay for where we have an offering along with some competition.
 
 What do our competitors know that we don’t? Are these new offerings or out-dated offerings?! ! Are you enjoying the process so far? With all this thinking behind you. it will expand our region 1. Things that customers will pay for but for which there is no satisfactory offering. Should we consider moving into that region? How would they respond? Is it part of our core business?
 ! 6.
 
 Can we move our offerings from region 2 to region 1? How can we strengthen this area? Should we abandon it?
 ! 3.
 
 Can we move into this region profitably? If so.
 
 This is still part of our sweet spot but we’ll have some downward price pressure due to competition.
 
 This is our “super sweet spot”.StratPad. our customers see our offerings as unique and we can charge more.! www. We have to spend more on marketing to stand out among our competition. Our offerings for which we don’t have any customers or competitors.
 
 How do we protect this area? Can we expand it?
 ! 2. Offerings where we have competition but no customers.
 
 Is this the future? Can we build something (like the iPad in 2009) that we think will get us a “first-mover advantage”? Is this too risky?
 ! 8. Our competitor has products that we don’t have and that customers aren’t buying.
 
 Are these offerings part of the future or part of the past? Should we change them or stop offering them?
 ! 7. Why aren’t there offerings in here? What don’t we know about this area?
 ! 4.
 
 Why won’t our customers pay for these items? Should we change them? Stop selling them?
 ! 5.
 
 These are likely their most profitable offerings. Turn the page and start telling your story…
 Copyright © 2014 StratPad Inc. Things that customers will pay for where we have an offering and little competition. you’re now ready to start preparing your business plan.1. A region that nobody has thought much about. Our competitor’s “super sweet spot”.com Page 6 .

e.! ! Start telling your story by answering these seven questions:! ! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! 1. What are your products and/ or services (i.DISCUSSION: Start Telling Your Story! ! Your business plan starts with an introduction to the key elements of your business:! ! • What problem or opportunity have you seen?! • Why is it so important?! • How do you plan to address it (what product or service will you offer)?! • Who will pay you for your product or service? Why? How much will they pay?! • How will you find those customers and convince them to buy from you?! • Who is the competition and how will you win against them?! • Do you have any ideas for future revenue sources or expansion?! ! The trick here is to write briefly and clearly using plain language. your offerings)?! How do they address your customers’ problems/ opportunities? Copyright © 2014 StratPad Inc. Describe your target customer(s)/client(s).! www.StratPad. What are the key problem(s) or opportunity(ies) that you address for your customers?! Do you save them time? Money? Aggravation? How much time.com Page 7 . money or aggravation? 3.! Be specific: Who are they? Where are they? What’s important to them? 2.

Are there other potential expansion or revenue opportunities you might consider in the future? !! !! !! !! !! ! !! !! !! !! !! ! !! !! !! !! !! ! !! !! !! !! !! ! Copyright © 2014 StratPad Inc. 7. services by the hour. 6.StratPad.com Page 8 . Describe the marketing approaches and/or sales channels you plan to use to reach your customers.4. How do you generate revenue?! Sales of products.! What are their offerings? Their strengths? Their weaknesses? How are you different from them? Why would a customer choose you rather than a competitor? 5. etc. subscriptions. Describe your competitors.! www. List all your revenue streams.

! ! One. Or getting to positive cash flow. It’s darn near impossible to stay focused without some help.StratPad.com Page 9 .! ! But the life of a business owner is full of interruptions: customers want you.! ! Describe your medium-term strategic goal in one to two sentences:! ! !! !! !! !! !! ! !! !! !! !! !! ! What’s the most important single goal that you’d like to achieve in the next 3 or 6 or 12 months? What is/are the issue(s) that might prevent you from reaching this goal? ! Copyright © 2014 StratPad Inc.! ! It could be getting your new product completed.! www. This will become your medium-term strategic goal. your staff needs help. until it’s done. Or expanding your market into Texas. no matter how busy you all are. there’s an issue with a supplier. And then tell it to your staff and keep repeating it. Or it could be improving your customer satisfaction.! ! Here’s a way to help yourself: determine the single most important thing that you’d like your company to achieve in the next three months or six months or one year.! STRATEGY STATEMENT: Set Your Direction! Success in business (or in anything. Single. Thing. really) comes from staying focused on what’s really important.! ! Write it down in a sentence or two along with its deadline date.

! ! For example.” you’d have a lot of things to do between now and then.! Prepare marketing plan and the opening day event.com Page 10 . 2014. if you wrote down “I want to open a new Italian restaurant in Fort Worth on September 15. To keep organized. Briefly describe what each project should achieve. you might be able to divide all those things into projects like this:! ! • • • • Find and lease a location. We group related tasks together into “projects”. We call these things “tasks” or “activities”.! ! Project 1 Name:! Description:! !! Start Date:! End Date:! Responsible: !! !! !! Project 2 Name:! Description:! Start Date:! End Date:! Responsible: !! !! !! Project 3 Name:! Description:! Start Date:! End Date:! Responsible: !! !! !! Project 4 Name:! Description:! Start Date:! End Date:! Responsible: Copyright © 2014 StratPad Inc.StratPad.! ! Make sense?! ! What projects are required for you to reach your strategic goal?! List between one and four projects.! www.! PROJECTS: Bring Your Plan to Life! To achieve your strategic goal you’ll need to do lots of things.! Hire and train staff.! Retrofit and furnish location. Add a start and end date. and list the person who will be responsible for this project.

that are related to sales and marketing. if you bill by the hour. If so. up-front costs?! If so.! www. Anything that doesn’t fit in the next two categories goes here. We’ll do this in two parts: up-front costs and income. so good? Now let’s look at each project’s on-going monthly figures. Category 3: Sales & Marketing! Any up-front fees. perhaps you’ve just completed a market research survey or perhaps you’ve just made a deposit on sales tracking software. costs. and on-going revenue and expenses.! ! Copyright © 2014 StratPad Inc. Category 1: General & Administrative! This category includes up-front costs like rent deposits. ! What about up-front revenues and related costs of goods sold (COGS)?! ! Category 4: One-time Revenue! Will the project receive any one-time revenues at the start?! Things like pre-sales or pre-paid annual contracts would go here.! This category is the big catch-all. total them by category and list them here.Now let’s add some financial information for each project.com Page 11 .StratPad. decide which category they belong to and total the costs by category. things like that. such as equipment purchases or deposits to contractors. Category 2: Research & Development! Any up-front costs that are related to product research or development.! ! Up-Front Costs and Income! Let’s look at each project one at a time. The categories are:! ! Does the project require any one-time.! ! Will you need to spend money on up-front costs like deposits and down payments? If so. etc. prepaid legal and accounting fees. ! So far. payment. inventory costs or the direct cost of labour (for example. your labour costs would probably be considered a cost of goods sold) that are related to the above one-time revenue. how much? Category 5: Cost of Goods Sold Related to Above One-Time Revenue! Include things like credit card fees. For example.

then I have some good news: That’s all you have to do to create a complete set of financial projections!! ! Appendix 1 has blank project worksheets. phone.! ! How much monthly revenue will this project generate?! Will this amount increase or decrease over time? ! Monthly Revenue % Monthly Increase/Decrease! 11.! ! Monthly marketing costs will start at $1. how much will the on-going monthly expenses be?! Will this amount increase or decrease over time? General & Administrative 7.500 per month and this won’t go up for the life of the project.000 per month and you expect them to increase each month by 5%. Internet. COGS almost always rises and falls the same as Revenue so let’s make that 5% as well.com Page 12 .650.500 and will go up 4% a month. go through each of the five categories again and write in what you think the monthly values will be.500 4 Your revenues for this project will start at $11.! ! You have no R&D costs.StratPad.
 Copyright © 2014 StratPad Inc.500 ! Research & Development 0 % Monthly Increase/Decrease! 0 ! Sales & Marketing ! % Monthly Increase/Decrease! 0 % Monthly Increase/Decrease! 1.! ! ! For this project.000 ! 5 Cost of Goods Sold Related to Above Monthly Revenue! ! 1.! www.! ! For example.On-Going Monthly Revenue and Expenses! Now. bookkeeping.650 5 If this all makes sense to you. let’s say that your monthly costs for rent. If these values will increase or decrease over time. support staff and your salary for this project will be $7. show this monthly increase or decrease as a percentage.! ! You know that your COGS is 15% of your revenues so that means COGS will start at $1. Fill one out for each of your projects.

What internal processes and equipment changes do we need to support this project?
 We need to purchase and implement new invoicing software. What do we want our customers/clients to experience as a result of this project?
 We want our customers to receive more accurate invoices as soon as a job is completed. The additional detail:! ! • helps your team better understand what you’re trying to achieve. Questions 3 and 4 remind you to properly consider. “Implement New Invoicing Software”. “How will this project get done?”! ! Here’s an example for a project called.! ! 1. and! • it helps you manage your projects on a day-to-day and week-to-week basis.
 ! 3.! ! ! Copyright © 2014 StratPad Inc. What staffing changes are required to support this project?
 We need to train our staff on the new software and the new ! invoicing procedures.OBJECTIVES: Project Checklist.! ! Review each of your projects from four perspectives by asking these questions:! ! 1. However. Project Management! ! This section asks you to explain your projects in a bit more detail. almost every project will have an answer to either question 1 or 2. What internal processes and equipment changes do we need to support this project?
 ! 4.! Do you see how this helps everyone understand the project better? You’ve described your objectives in a way that your team can better relate to.! • it acts as a checklist to ensure that nothing important gets overlooked.
 ! 4.
 ! 2.StratPad.com Page 13 . What staffing changes are required to support this project?! ! Some of these questions may not make sense for some projects and that’s okay. What financial benefits do we wish to achieve with this project?
 ! 2.! www. What financial benefits do we wish to achieve with this project?
 We want to reduce Accounts Receivable by invoicing on time. What do we want our customers/clients to experience as a result of this project?
 ! 3.

“We want to get our Accounts Receivable down to $10. Down to 0. What do we want our customers/clients to experience as a result of this project?
 We want our customers to receive more accurate invoices as soon as a job is completed.”! ! Our metric is “Accounts Receivable”.
 Customer complaints about invoices.
 ! 3. September 30.StratPad.! ! Let’s complete our objectives for this project:! ! 1. 2014. Our target date is Sep 30.000 by September 30. What internal processes and equipment changes do we need to support this project?
 We need to purchase and implement new invoicing software.The next step is to set specific targets for each objective.
 All staff fully trained and comfortable. Select a target value and a target date.! ! Copyright © 2014 StratPad Inc.! ! For each objective.
 ! 2. May 1.000”. ! What staffing changes are required to support this project?
 We need to train our staff on the new software and the new invoicing procedures. What financial benefits do we wish to achieve with this project?
 We want to reduce Accounts Receivable by invoicing on time.000. There are a number of ways to measure this but let’s keep it simple and say. makes your expectations crystal clear. Our target value is “10. This really sharpens the focus for your team.
 Accounts Receivable. identify at least one metric that can be measured. and makes managing your projects much easier. September 30. 2014.com Page 14 . our financial objective was to “reduce Accounts Receivable”. 2014. Take a few minutes now and fill out one of these worksheets for each of your projects. Under $10.! www.
 New software ready to go.! ! In our example.! ! Appendix 2 has a number of blank Objective worksheets. 2014. 2014.
 ! 4. You’ve now got a project framework that makes it easy for your staff to understand what’s expected of them and makes it easy for you to manage. June 30.

stratpad.! ! What’s next?! ! If you’re working with a mentor.! ! Everything you’ve done here can be used to create a professional looking business plan using StratPad software.! Enter the information from the handbook into StratPad. teacher. We love hearing from entrepreneurs!! ! All the best. and Objectives. simply:! ! • Go to www. consultant or coach you should immediately call them and tell them that you’re done! They’ll let you know what the next step should be.! • If you haven’t already done so. accountant.com. Click on “View Reports” and “View Financials” anytime to see your plan come together.! Click on “Write Your Plan” in the left-hand navigation bar.! ! Alex and the Stratpad Team! ! ! Copyright © 2014 StratPad Inc.! Sign in.com Page 15 .! Finally. sign up for a free 7-day trial by clicking on the “Try It Free” • • • • • ! button.! www. To do this. please drop us a line from time to time and let us know how your business is doing. Projects.! StratPad’s reports are instantly updated as you add your information.! Create a new plan: click the “StratFile” button at the top right and then click “New”. You’ll see that four of the handbook’s chapter headings match four StratPad sections: Discussion.StratPad. Strategy Statement.! CONGRATULATIONS! Where do you go from here?! Well done! You’ve dramatically increased the chances of your business succeeding by working through this handbook.

how much? General & Administrative Research & Development Sales & Marketing Will the project receive any one-time revenues at the start?! If so.! www.StratPad. how much? One-time Revenue Cost of Goods Sold Related to Above One-Time Revenue How much will the on-going monthly expenses be?! Will this amount increase or decrease over time? How much monthly revenue will this project generate?! Will this amount increase or decrease over time? General & Administrative % Monthly Increase/Decrease Research & Development % Monthly Increase/Decrease Sales & Marketing % Monthly Increase/Decrease Monthly Revenue % Monthly Increase/Decrease Cost of Goods Sold Related to Above Monthly Revenue Copyright © 2014 StratPad Inc.APPENDIX 1: Project Worksheets
 Project Name Who is responsible? What’s the project start date? What's the project end date? Does the project require any one-time startup costs?! If so.com Page 16 .

Project Name Who is responsible? What’s the project start date? What's the project end date? Does the project require any one-time startup costs?! If so.StratPad.! www.com Page 17 . how much? General & Administrative Research & Development Sales & Marketing Will the project receive any one-time revenues at the start?! If so. how much? One-time Revenue Cost of Goods Sold Related to Above One-Time Revenue How much will the on-going monthly expenses be?! Will this amount increase or decrease over time? How much monthly revenue will this project generate?! Will this amount increase or decrease over time? General & Administrative % Monthly Increase/Decrease Research & Development % Monthly Increase/Decrease Sales & Marketing % Monthly Increase/Decrease Monthly Revenue % Monthly Increase/Decrease Cost of Goods Sold Related to Above Monthly Revenue Copyright © 2014 StratPad Inc.

how much? General & Administrative Research & Development Sales & Marketing Will the project receive any one-time revenues at the start?! If so.! www. how much? One-time Revenue Cost of Goods Sold Related to Above One-Time Revenue How much will the on-going monthly expenses be?! Will this amount increase or decrease over time? How much monthly revenue will this project generate?! Will this amount increase or decrease over time? General & Administrative % Monthly Increase/Decrease Research & Development % Monthly Increase/Decrease Sales & Marketing % Monthly Increase/Decrease Monthly Revenue % Monthly Increase/Decrease Cost of Goods Sold Related to Above Monthly Revenue Copyright © 2014 StratPad Inc.StratPad.com Page 18 .Project Name Who is responsible? What’s the project start date? What's the project end date? Does the project require any one-time startup costs?! If so.

Project Name Who is responsible? What’s the project start date? What's the project end date? Does the project require any one-time startup costs?! If so. how much? General & Administrative Research & Development Sales & Marketing Will the project receive any one-time revenues at the start?! If so.! www.StratPad. how much? One-time Revenue Cost of Goods Sold Related to Above One-Time Revenue How much will the on-going monthly expenses be?! Will this amount increase or decrease over time? How much monthly revenue will this project generate?! Will this amount increase or decrease over time? General & Administrative % Monthly Increase/Decrease Research & Development % Monthly Increase/Decrease Sales & Marketing % Monthly Increase/Decrease Monthly Revenue % Monthly Increase/Decrease Cost of Goods Sold Related to Above Monthly Revenue Copyright © 2014 StratPad Inc.com Page 19 .

com Page 20 . how much? General & Administrative Research & Development Sales & Marketing Will the project receive any one-time revenues at the start?! If so.Project Name Who is responsible? What’s the project start date? What's the project end date? Does the project require any one-time startup costs?! If so. how much? One-time Revenue Cost of Goods Sold Related to Above One-Time Revenue How much will the on-going monthly expenses be?! Will this amount increase or decrease over time? How much monthly revenue will this project generate?! Will this amount increase or decrease over time? General & Administrative % Monthly Increase/Decrease Research & Development % Monthly Increase/Decrease Sales & Marketing % Monthly Increase/Decrease Monthly Revenue % Monthly Increase/Decrease Cost of Goods Sold Related to Above Monthly Revenue Copyright © 2014 StratPad Inc.! www.StratPad.

! www.StratPad.APPENDIX 2: Objective Worksheets
 Project Name What financial benefit(s) do we wish to achieve with this project? !! ! Objective(s)! Metric Target Value Target Date What do we want our customers/clients to experience as a result of this project? !! ! Objective(s)! Metric Target Value Target Date What internal processes and technology changes do we need to support this project? !! ! Objective(s)! Metric Target Value Target Date What staffing changes are required to support this project? !! ! Objective(s)! Metric Target Value Target Date Copyright © 2014 StratPad Inc.com Page 21 .

com Page 22 .Project Name What financial benefit(s) do we wish to achieve with this project? !! ! Objective(s)! Metric Target Value Target Date What do we want our customers/clients to experience as a result of this project? !! ! Objective(s)! Metric Target Value Target Date What internal processes and technology changes do we need to support this project? !! ! Objective(s)! Metric Target Value Target Date What staffing changes are required to support this project? !! ! Objective(s)! Metric Target Value Target Date Copyright © 2014 StratPad Inc.StratPad.! www.

StratPad.Project Name What financial benefit(s) do we wish to achieve with this project? !! ! Objective(s)! Metric Target Value Target Date What do we want our customers/clients to experience as a result of this project? !! ! Objective(s)! Metric Target Value Target Date What internal processes and technology changes do we need to support this project? !! ! Objective(s)! Metric Target Value Target Date What staffing changes are required to support this project? !! ! Objective(s)! Metric Target Value Target Date Copyright © 2014 StratPad Inc.! www.com Page 23 .

! www.Project Name What financial benefit(s) do we wish to achieve with this project? !! ! Objective(s)! Metric Target Value Target Date What do we want our customers/clients to experience as a result of this project? !! ! Objective(s)! Metric Target Value Target Date What internal processes and technology changes do we need to support this project? !! ! Objective(s)! Metric Target Value Target Date What staffing changes are required to support this project? !! ! Objective(s)! Metric Target Value Target Date Copyright © 2014 StratPad Inc.StratPad.com Page 24 .

Project Name What financial benefit(s) do we wish to achieve with this project? !! ! Objective(s)! Metric Target Value Target Date What do we want our customers/clients to experience as a result of this project? !! ! Objective(s)! Metric Target Value Target Date What internal processes and technology changes do we need to support this project? !! ! Objective(s)! Metric Target Value Target Date What staffing changes are required to support this project? !! ! Objective(s)! Metric Target Value Target Date Copyright © 2014 StratPad Inc.! www.StratPad.com Page 25 .