Professional Documents
Culture Documents
Writing A Business Plan and Making It Work PDF
Writing A Business Plan and Making It Work PDF
65 Rogers Mead
Hayling Island
Hampshire
PO11 0PL
Note: The material contained in this book is set out in good faith
for general guidance and no liability can be accepted for loss or
expense incurred as a result of relying in particular circumstances
on statements made in this book.
Management Books
Motivating your Staff
Recruiting the Right Staff
Better Budgeting for your Business
Managing Change
Handling Confrontation
Writing a Business Plan and Making it Work
Negotiating for Success
All the above guides are available from bookshops and on line,
and as eBooks.
Rowmark Limited
E mail: enquiries@rowmark.co.uk
www.rowmark.co.uk
What our readers say about a variety of our Easy Step by Step Guides
Introduction.........................................................................................12
How to use this guide..........................................................................13
What you will learn from this guide.................................................15
What this guide covers..........................................................................16
Chapter one
What is a plan and what does it contain?..................................18
In Summary............................................................................................24
Chapter two
Where are we now?...........................................................................25
SWOT analysis......................................................................................27
In Summary............................................................................................32
Chapter three
Where are we going?........................................................................33
A balanced view of objectives.............................................................39
In Summary............................................................................................44
Chapter four
What about our products?..............................................................45
Market research..................................................................................46
In Summary.........................................................................................54
Chapter six
Promoting the business and selling the products...........65
Internal promotion activities...........................................................65
External promotion activities..........................................................66
Distribution.........................................................................................68
In Summary..........................................................................................72
Chapter seven
People..................................................................................................73
Getting the right people...................................................................75
Keeping the right people..................................................................81
In Summary..........................................................................................85
Chapter eight
Finance................................................................................................86
Money from sales...............................................................................86
Total absorption costing...................................................................87
Competitive costing..........................................................................89
Cost apportionment...........................................................................90
Budgeting.............................................................................................93
Chapter nine
Making it happen.............................................................................109
Managing the plan............................................................................113
Changing the plan...........................................................................117
In Summary.......................................................................................122
Introduction
Why should you use your valuable time creating a document
that tries to look into the future while the world is changing
around you? How can you decide now what you will be doing
in one years time, or three years time, or even five years time?
And, if you cant predict these things, what value would a plan
have anyway?
12
?
What are the specific business factors that are
important to you right now? What are the issues
that you feel need to be covered by your business
plan? Write down your feelings and ideas.
13
In response to this question you may have written things such as:
The stop and think questions through this book will help you
to answer these, and many more questions about your business.
The guidelines that I develop through the book will also show
you how to make it work for you.
If you are in any further doubt about the need for business
planning, then imagine preparing a complex meal without a
recipe, or assembling some complex equipment without an
instruction manual. What both of these documents do is to:
make sure you have all the things you need to do the job;
help you to visualise what the finished product will look like.
14
Having a recipe does not mean that you follow it exactly. You
can change according to circumstances, or what ingredients are
available.
By the time you reach the end of this book, you will have prepared
a sound plan for your business. In the future, you may change
some factors, or adapt it to the current circumstances. However,
you will know so much about your business that you should
never again be caught without an answer to where you are going,
and what you expect to have when you get there!
You will know exactly why, and how, you are changing your
plan and that knowledge will give you confidence in the validity
of your decisions.
15
16
17
Chapter one
18
?
What are the specific business factors that are
important to you right now? What are the factors
that you feel should be covered by your business
plan? Write down your feelings and ideas.
19
The factors listed above represent broad headings and you may
have listed specific and more detailed questions related to these
broad issues. That is good, the more you are thinking now, the
easier it becomes as we progress.
?
looking at the whole business. If you are a
departmental manager, are the business factors that
you wrote down for the last question different?
Will you need to look at all the factors, or just one
or two? Write down your feelings and ideas.
20
21
22
23
In Summary
24
Well, of course you know where you are now! You are dealing
every day with where you are now, so you are clearly in the best
position to answer this question. But can you answer the question
objectively, or would you possibly answer it by listing the
problems you have to deal with today?
25
?
all the good things that you would want to tell
him or her about;
You may find that some of the issues you have listed appear on
more than one list. For example, you may not want the Minister
to know that you have not completed your VAT return, but take
the opportunity to tell him or her about the increasing
bureaucracy that you have to deal with.
26
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats.
However, there are a few guidelines that will help you create a
more effective analysis:
27
When you write down a factor under any heading you must
consider whether it should also appear under a different
heading. For example, a good sales manager may be a
strength, but might also represent a threat of being poached
by a competitor.
28
Strengths
Positive business growth for the past
5 years
Well-established product range
Good reputation in the marketplace
Number of blue-chip customers
All products aligned to government
criteria
Trained and loyal staff
Good market identity (brand)
Sales Manager best in the industry
Positive bank manager support
Weaknesses
Ineffective Internet web-site
Well-established product range
beginning to look boring
Trained and loyal staff dont like new
innovations
Market identity (brand) is solid old-
fashioned
Opportunities
Build on the positive business growth
and stable finances for the past 5 years
29
Threats
Competitors product ranges
improving
Faulty products could mar reputation
Blue-chip customers could defect
to competition or train in-house
Government criteria for training
could change
Loyal staff might create barriers to
new changes
Sales Manager could be poached by a
competitor
Bank manager could change
30
You can see that this sort of analysis provides a very useful insight
into an organisation.
31
In Summary
32
Current Future
Position Position
Action Steps
Consequences
33
The action steps are what need to be put into place to enable
you to bridge the gap between the present and the future.
You have probably realised that action steps are another name
for the business plan, but before we can consider what your
action steps should be, we need to look at the relationship
between where you are now, and where you want to be in the
future.
34
?
If so, get hold of a copy, or write them down for
yourself.
35
36
?
and short enough for everyone in the organisation
to remember? If you are not sure, it might be a
good idea to ask several employees to tell you what
they think the organisations goals are. Can you
think of ways that the goals can be amended to
make them simpler and more memorable? Write
down your ideas.
37
38
Specific
Measurable
Achievable
Realistic
Time focused
39
40
41
42
Now re-visit your objectives and make sure you have objectives
that are:
Specific
Measurable
Achievable
Realistic
Time focused.
Now, you not only know where you are coming from, but also
where you want to get to.
In the next chapters we will deal with how to bring the two ends
together successfully!
43
In Summary
how the SWOT analysis from the last chapter fits into the
business planning diagram;
the need to have objective and realistic aims for the future;
44
This is easy for me to put down in words, but I am very aware that
it is much more difficult to achieve on the ground. However, the
statement itself suggests some important questions that we need
to address as we develop our business plan. These questions are:
45
Market research
You might think that market research is something that only large
organisations do. Certainly, many large organisations employ
market researchers to try to answer the questions posed above.
46
you can do yourself, providing that you have the time to devote to
it. Be warned that market research can take time!
4. When did you last buy one of our products? (in the last
week, month, quarter, year)
47
6. What was the best thing about the product you bought?
7. What was the worst thing about the product you bought?
10. Why do you choose not to buy our products? (Price, quality,
fashion, practicality)
48
49
ethnic origin;
This information would give you a fairly clear idea of the group
of people that are more likely to buy your products, and therefore
the group of people to whom you should direct your selling and
promotional activities in the future.
* For more information on all aspects of Marketing, please see our sister
book, The Easy Step by Step Guide to Marketing.
50
51
52
53
In Summary
54
?
that is, the range of people likely to be your
customers. Go to your market research
information and list your likely customer
characteristics. If you have not yet completed your
market research, list what you believe to be your
customers characteristics.
55
those who never take risks and always buy products they
know or preferably have tried before;
I should point out that, if you are working in the public sector,
these customer distinctions still apply to you even if your
customers have no choice about dealing with you. However,
where customers are forced into a monopoly situation and
cannot choose their suppliers, their level of satisfaction becomes
a level of dissatisfaction.
56
57
58
Competitors
59
?
that any competitor has a price or quality
advantage? If so, look at that competitor again to
determine what that advantage means is it a price
advantage, or a quality advantage, or does the
competitor have a more balanced offering?
60
Competitor research
61
62
63
In Summary
64
Therefore, you should already know what works best for you
currently, and what processes will help you to achieve your future
objectives. Issues that you need to take into account are:
67
Distribution
All the promotion in the world will not achieve anything if the
customer cannot access your product or service.
they are open, not only for sales but also for the receipt of
new deliveries;
68
? targeted promotions;
regular contact with, and updating of
customers;
regular monitoring of sales outlets;
efficient ordering and supply systems;
involvement of your own and sales-outlet staff
in marketing decisions.
69
Promotion
TDC has traditionally promoted its products by
specific advertising in personnel magazines and
by a presence at personnel exhibitions.
70
71
In Summary
In this chapter, I have outlined the issues that you need to look
at regarding your promotional activities. These issues include
the following:
72
People
?
in relation to your current staff. Do you think that
your current staff can deliver your future business
objectives? List your positive assessments of your
staff, and your negative assessments of your staff.
Were these points included in your SWOT analysis
they should have been!
74
Lets be clear about the issues here the points that you have
listed above, positive and negative are the result of staff
characteristics and your decisions. You cannot blame an
individual if you made an incorrect decision when you put them
into their job!
?
Think about the last time that you engaged a new
employee. What processes did you adopt for
advertising the job, short-listing the applicants and
interviewing the possibles?
75
Getting the right person in a job means that you have to get it right
in the beginning, so make sure you know the type of person you
want and that your job advertising reflects your needs. The questions
you need to ask yourself will probably include the following:
76
We are all used to seeing job advertisements with lines and lines
of description, yet you can see from the above questions that the
actual requirement for most jobs comes down to relatively few
questions.
77
You can also design a profile of requirements that you can use at
interviews to get all the relevant details that you will need to
make a decision between the short-listed applicants.
78
now will get reinforced to the point where it will take more
attention to sort out in the future. The same applies to you and
to applicant interviews get it right now or pay for it later! *
For example, I usually prepare a profile form that can have the
applicants name at the top, and displays the relevant questions
as a left-hand column. I then add more columns as follows:
79
80
Having attracted the right people into the right jobs in your
organisation, it is extremely frustrating to find that a member of
your staff has been poached by another organisation. Not only
have you lost an effective member of your team, but you are also
now involved in the time-consuming and expensive process of
finding a replacement. The cost of losing a key member of staff
is significant and includes:
81
82
84
In Summary
take the time and effort to appoint the correct applicant first
time and not incur the high costs of staff replacement in the
short-term;
85
Chapter eight
Finance
As the saying goes, Money is the root of all evil and from a
business point of view it is money, or probably the lack of money
that causes the most major problems.
So, the final plank in our business plan will have to reflect the
importance of adequately financing the future aspirations of the
business.
The best finance will come from your own efforts, not only
because that is the purpose of your business but also because
being financially successful is very motivational for everyone
involved.
86
87
?
costs for a specific purpose, why not calculate an
accurate cost, and selling price for each of your
products or services? How healthy does your profit
or surplus look?
88
Competitive Costing
89
obvious that around forty percent of the products were loss making
my client was working harder to give money to customers!
Cost apportionment
When you start looking at your costs in detail, you will probably
find that some of them cover more than one function for
example, the head chef in a restaurant who supervises other
kitchen staff as well as cooks meals.
90
As you can see from the TDC example, this product now shows
a lower overall cost that would enable the company to reduce
the selling price while maintaining a good profit level, or keep
the selling price and increase the profit level. However, in reality
using a basic total absorption costing system resulted in this A4U
91
92
Budgeting
93
94
Your plan must also try to address future financial pressures that
were not readily observable at the time that products were costed.
The overall business plan should reflect the cost of future
opportunities to expand operations, or move into new
operational areas, while at the same time focusing on issues that
could lead to rising costs, and/or difficulties in increasing income
to cover existing patterns of costs.
Budgeting Techniques
Incremental budgeting
Zero-based budgeting
Flexed budgeting *
95
Incremental Budgeting
96
Zero-based budgeting
97
?
Do you include some hidden allowances in your
budgets, or is it common practice in your
organisation? What are the advantages and
disadvantages of having this hidden extra? How
do you think it could be dealt with constructively?
98
The work of some functions, and therefore their costs, will not
change from day to day irrespective of perhaps quite dramatic
changes going on around. Other functions may be directly
involved in those dramatic changes and may therefore need
extra resources to deal with them.
You may well question how you can possibly know about
unknown emergencies that might arise in the future. In fact,
most emergencies tend to be the culmination of events that have
started much earlier, or are events repeated from the past. With
some attention it may be possible to identify now the development
of factors that you will call emergencies in the future. However,
most organisations have no system for recording the factors that
create such emergencies and therefore fail to identify the
opportunities to plan for the future.
99
?
Do you have any system for recording the day-to-
day occurrences that you didnt expect or allow
for? Have you had the experience of thinking, that
happened last year and I forgot all about it?
100
Underground trains did not run, buses were crowded and late,
taxis were virtually unobtainable, and roads were jammed with
people trying to keep appointments throughout the city. The
result was that revenues for the duration of the strike were
substantially reduced, to the point that they could not be retrieved
during the remainder of the budgeted year.
101
?
adopt for your organisation? If so, perhaps this is a
good time to start one and to write into it as many
of the unexpected events of the past year that you
can remember. Why not get other members of your
staff to do the same?
102
Flexed Budgeting
103
104
What you would be saying is, I am pretty sure I can make the
achievable budget, but have shown what the worst scenario could
be. With support I am also very willing to aim for the highest
possible achievement!
105
106
As you can see, the business plan can target a best estimate (most
likely achievable) surplus/profit of 6,300 compared with a
previous year of 3,500, provided everything goes to plan. If
predicted potential problems arise, it will achieve a loss of 250,
but with the extra effort (and perhaps some extra investment) it
could aim at making 9,125.
The organisation can now decide how it will address the three
options provided by the business plan, and what level of support
it is willing to provide in order to achieve the required outcome.*
107
In Summary
We have now looked at all the planks that you will need to put
in place to achieve your business planning objectives.
108
Making it happen!
109
Therefore, you should now have a good part of your plan already
written, albeit in note form. The details you should have are as
follows:
110
111
Current Future
Position Position
Action Steps
Consequences
112
the movement from where you are now, to where you want
to be that is, the sun, moon and stars of your aspirations;
the action steps you need to put into place to enable you
to bridge the gap between the present and the future;
Because of the amount of time and attention you have paid to it,
your current business plan is probably the most detailed and
accurate assessment of the business that you have ever achieved.
You now know where you want to go, how you can get there,
and the barriers you may have to overcome on the way.
Your plan will probably be for one year, though there may be
aspects of it that will extend to a longer period.
113
only what you aim to achieve during the year (or longer period of
the plan), but also the stages of achievement that should be reached
over much shorter periods, possibly of one month duration!
Your plan needs to say, By the end of month 1 these are the
actions that should have been completed, and these are the
expected costs. Therefore, your plan must include an action
schedule that shows the activities that must be completed by a
specific time in order for your plan to succeed.
the date when the courses are packaged and ready for
distribution (end-March);
114
115
116
Also, once seasonalised budgets have been set, they will need to
be managed and controlled with equal vigour to the control of
all other activity schedules. *
117
meets all the aspects of the SWOT analysis that you started
with;
puts into place all the planks to get you from where you are
now, to where you want to be in the future.
118
A market research report that tells you how the change you
are considering will meet the needs of the Marketplace,
and particularly the needs of your customers.
119
If you dont properly plan for the proposed change, you are not
going to know whether the change is working or not!
120
process detailed in this section? If the answer is, No! then the
proposed change is probably a red herring (even if it is a tempting
one) and likely to cause more trouble than it is worth.
121
In Summary
122
123
ISBN 0 9532987 87
Paperback 216mm x 135mm
116 pages
Author: Brian B. Brown
UK Price 9.99
ISBN 0 9532987 7 9
Paperback 216mm x 135mm
135 pages
Author: Brian B. Brown
UK Price: 11.99
ISBN 0 9539856 0 1
Paperback 216mm x 135mm
104 Pages
Author: Brian B. Brown
UK Price: 9.99
ISBN 0 9539856 1 X
Paperback 216mm x 135mm
112 Pages
Author: Chris Dukes
UK Price: 9.99