OBJECTIVE: The most common serious mistake made in business is not picking the right business to begin with.

This session will provide you with important evaluation techniques to decide which business is right for you.

Session 1: Deciding on a business

Characteristics of a Successful Entrepreneur Step-by-Step Approach o Decide if you really want to be in business o Decide what business and where o Decide whether to start full-time or moonlight Selection Strategy Things to Watch Out For Suggestions For People In Transition Required Activities o Comparative Evaluation o How to Evaluate a Specific Business you have in Mind o "For" and "Against" List o Get Completely Qualified Decision Time Top Ten Do's and Don'ts Session Feedback

Session Quiz Characteristics of a Successful Entrepreneur

Guts: Guts mean you must have an entrepreneurial instinct, which is an overwhelming desire to have your own business. You must have the guts and dedication to be completely devoted to your goal. Incidentally, devotion to your goal is much more likely if you have a love for your intended business. Life is too short to start a business that doesn't give you satisfaction and joy. And, through good times and bad times, you will stick with something you love. As Solomon said, "There is nothing better for men (and women!) than they should be happy in their work-so let them enjoy it now." Brains: While appropriate educational credentials are important, entrepreneurial "brains" means more than scholastic achievements. To become a successful entrepreneur, you should have a working knowledge about the business you plan to start before you start it. Common sense, combined with appropriate experience, is the necessary brainpower. Prudence, follow through and attention to detail are very important. Capital: Every business needs money of your own plus sufficient cash to maintain a positive cash flow for at least a year. In a future session operating entrepreneurs will learn how to forecast future cash requirements through cash flow control. Many businesses can be started on a very small scale with a small investment. Then, as the business grows and

you gain experience, cash flow from your business can be used for growth. In some cases, you don't need starting capital to hire other people because you might start by doing everything yourself. The "do it yourself" start is a good way to learn everything about your business and also makes you better qualified to delegate work to others later on. You can control your risk by placing a limit on how much you invest in your business.
Elaine Mitchell Specialized Veterinarian

Step-by-Step Approach

"Hiring good staff members who also share the same philosophy has been very important."

Decide if you really want to be in business: You are putting some (not all, hopefully) of your net worth at risk. You may run the risk of becoming eccentric, meaning creating a life that is out of balance, with working hours taking away from other family or pleasurable activities. There may be levels of stress you have not experienced as an employee. Decide what business and where: Once you are satisfied you have the characteristics of a successful entrepreneur and that you definitely want to be in business, then you must decide which business is best for you and where to locate that business. Selection strategy is covered later on in this session. Also see our home based

business session for those considering operating a business from their home. Decide whether to operate fulltime or moonlight: There are some interesting advantages and some pitfalls in operating as a moonlight business. (That is, a business you start in your off hours while still working at your current job.) More often than not, the advantages of starting as a moonlighter outweigh the risks:

You avoid burning your bridges of earnings including retirement, health and fringe benefits and vacations. Your full-time job won't suffer if you maintain certain conflict of interest disciplines, including compartmentalizing your job and business into completely separate worlds. You can avoid conflict of interest with your job by choosing a business that is appropriate for moonlighting, such as single products, real estate, specialized food, e-commerce, direct marketing or family-run operations.

There are great advantages for operating a family business. If

you are a moonlighter the family can run the business while you are at work. You have a built-in organizational structure. You can teach your kids the benefits of being in business. But there are also some pitfalls to consider in starting a moonlight business:

There is a temptation to spend time at your job working on your moonlight business. That is unfair to your employer and should not be done under any circumstances. (You may need a family member or some trusted person to cover emergencies when you are at your job.) Another problem may be competing with your employer, which is not right. Think of how you would feel or handle this employee if you were the boss. Any kind of conflict with your regular work can jeopardize your job and your moonlight business. Overwork and mental and physical exhaustion can also become a very real problem for moonlight entrepreneurs.

A special message for people

in transition: If you happen to be unemployed and are thinking about starting a business, our following template "Helping People in Transition" will offer some suggestions.
Selection Strategy

Operating the wrong business is the most frequent mistake that start-up entrepreneurs make. Here is a checklist to help you to evaluate if you are in a potentially successful one or to reassess the business you are in:

If you have not yet selected a business, take your time and wait for the business that is just right for you. You will not be penalized for missing opportunities. The selection process takes a lot of planning and your experience and complete knowledge is vital for your success. Don't tackle or pursue businesses that may be too challenging. It is better to identify a one-foot hurdle than try to jump a seven-footer. Try to identify a business that has long-term economic potential. Follow Wayne Gretzky's advice, "Go to where the puck is going, not to where it is." A big mistake can be an error of omission. This means you may fail to see an opportunity that is right in front of you. Keep in mind that as a general rule specialists do better than non-specialists. Wouldn't you be more inclined to take your sick cat to a veterinarian whose practice is limited to cats rather than to a general practitioner? Operate a business that will grow in today's and tomorrow's markets. Many small retail stores are no longer in business because huge stores such as WalMart and Home Depot provide more choices to the customer and often at a cheaper price. Follow the advice of Chairman Warren Buffett, of Berkshire-Hathaway Inc. and the most successful business picker in American history. Mr. Buffett looks for businesses that focus on a "consumer monopoly" with pricing power and long-term predictable growth prospects. Here are two books that will give you invaluable insights into how Mr. Buffett selects

businesses in which to invest. You can copycat these basic principles to help select your own business.

Businesses to avoid are "commodity" businesses where you must compete entirely on price and in which you must have the lowest cost to survive. As Mr. Buffett has said, "In a commodity type business you're only as smart as your dumbest competitor." Most service businesses have pricing power. Pricing power means that you will not need to have the lowest price in order to secure business. Your customers will be willing to pay a fair price for a better product or service. Should you bet on a business you don't know when you can bet on a business you do know? If you are manufacturing a product, consider the pros and cons of contracting out production to a low-cost supplier. In other words, operate a "hollow corporation." A "hollow corporation" is a company that subcontracts manufacturing and packaging.

If your business is based on marketing an invention or patent, keep these ideas in mind: a. First check to determine if there are any issued patents similar to your idea. You can secure information from the U.S. Patent office at www.uspto.gov. b. Be cautious about getting involved with firms that ask for up-front fees to market an invention. c. No matter what you hope for, you will need a product to test, to show and to solicit feedback.

Things to Watch Out For

Impatience Do not let over confidence short-circuit you from analyzing your business carefully. You must not fear hearing the negative aspects; it is much better to be aware of them and face them early on.

The lure of high rewards. They will come if you have selected the right business and if you understand every aspect of the business before you open its doors.

How to Evaluate the Business Here are some questions to help clarify your thoughts:

Is it something I will enjoy doing? As Harvey McKay has said, "Find something you love to do and you'll never have to work a day in your life." Also, if you're doing something you love, you're much more likely to stick with it through thick and thin times. My favorite activities are ___________________ _______ I like to serve people by ___________________ _____________ Will it serve an expanding need for which there is no close substitute? Can I be so good at a specialized, targeted need that customers will think there is no close substitute? For example, in California, nobody comes close to See's

Candies. Can I handle the capital requirements? In Session 11, you will learn a simple cash flow control method to forecast your future cash needs. Can I learn the business by working for someone else first? Our favorite example: if you're planning to open a convenience store, for heaven's sake go to work for a national chain first! Could I operate as a hollow corporation, without a factory and with a minimum number of employees? For example, if you have in mind marketing a line of furniture, you might consider outsourcing to a manufacturing vendor in China. Cost savings is often the prime objective, but you also free up your time and capital. The major risk is the performance of the vendor and your success in developing good relationships that provide mutual benefits. Is this a product or service that I can test first? Your concept of a successful product or service may not be in harmony with the reality of the market place. On a small scale, prove it out first. As Wolfgang

Puck states: "I learned more from the one restaurant that didn't work than from all the ones that were successes." Should I consider a partner who has complementary skills or who could help finance the business?

Use a "For" and "Against" List to Evaluate your Business Make a "for" and "against" list regarding characteristics of the business. On a blank piece of paper, draw a vertical line down the middle of the page and list on one side all the "fors" and on the other all the "againsts." Sometimes this will help clarify your thinking. We have provided a "for" and "against" template for you to use. Write down the names of at least five successful businesses in your chosen field. Analyze what these five businesses have in common and make a list of reasons for their success. Talk to several people in your intended business. Don't be afraid of the negative aspects of your intended business. Instead, seek out the pitfalls better now than after you open your

doors. Take notes if possible. Write down the information as soon as you can. Analyze the competition that are not doing well and write down the reasons.
Top Ten Do's and Don'ts

THE TOP TEN DO'S 1. Live frugally and begin saving up money for operating your business. 2. Learn your business by working for someone else in the same business first. 3. Consider the benefits of starting a moonlight business. 4. Consider the advantages of operating a family business. 5. Objectively measure your skills and training against potential competition. 6. Consider subcontracting to low cost suppliers if you're manufacturing a product. 7. Test market your product or service before starting or expanding. 8. Make a "for" and "against" list describing the business you are in or considering. 9. Talk to lots of people for advice. 10. Make a comparative analysis of all opportunities you are considering.

Session 1: Deciding on a business

Session Quiz

1. Which of the following actions must always be taken to become a successful entrepreneur?
A.

You should

be prepared to risk all of your family assets.

B.

Plan to quit your job before starting. Choose a business that is in a field you enjoy.

C.

Be prepared to put down a lot of money. 2. The most common and biggest mistake made by entrepreneurs is not having sufficient money.
D. A. B.

True

False 3. Which one of the following is NOT a good reason to consider starting a moonlight business?
A.

You won't burn your bridges of income and benefits while you're getting your business started. Family members can become involved in your business. You have the time and equipment available on your regular job

B.

C.

to conduct your own business.

D.

New tools including the Internet, pagers, and fax machines are available to conduct homebased businesses including ecommerce, direct marketing and single products.

If a parttime business proves out and becomes successful, you can decide at that time whether to quit your job and become a fulltime entrepreneur. 4. Let's say that you are looking for some overall guidelines for picking a business. Which one of the following answers would be a good decision?
E. A.

You have the choice between taking on a business that would be a huge challenge to make successful and one that would

be a no-brainer for you to accomplish. You would go for the challenging one.
B.

Realizing that you're not getting any younger and this is going to be a big step, it would be better to jump right in and get something started and see what happens. If you had the choice between getting into a business in which you already have experience and one that would be a fresh start in an entirely new field, you would go for the fresh start. You'd take your sweet time to seek out that one great opportunity.

C.

D.

If your heart is really set on opening a toy store in a strip shopping center, you would go for it no matter what. 5. Realizing that there
E.

are no hard and fast rules, generally speaking, which of the following businesses would be easier to start and command better pricing power?
A.

Operate your own self-service gas station.

Sell your grandma's special candies. 6. In most cases, the very best way to become qualified in a business you intend to open is to:
B. A.

Talk to everyone you can who is in that business. Do a "for" and "against" analysis. Do a twelvemonth pro forma balance sheet, income statement and cash flow projection. Work for someone in the same business. Objectively weigh the collective opinions of your accountant, banker, lawyer and insurance

B.

C.

D.

E.

agent. 7. Starting a "hollow corporation" means:

A.

Starting a company with no assets. Starting a company with negative net worth. Acquiring a shell corporation.

B.

C.

Creating a company where all activities are outsourced (manufacturing and packaging). 8. You have always dreamed of opening a hardware store but now that you're ready to start, you realize that the Home Depots of the world would be too hard to challenge. You should:
D. A.

Find a niche segment in the hardware business that you can specialize in. Find another business. Go to work for one of the "big box" hardware chains and see if any needs exist that you could

B. C.

uniquely fill. All of the above 9. What is the single most frequently made mistake that leads to failure?
D. A.

Lack of experience in the business chosen. Undercapital ization. Not selecting the right business to begin with. Lack of knowledge of accounting.

B. C.

D.

Lack of familiarity with the competition. 10. A service business is less subject to price competition than a product business.
E. A.

True

B. False Quiz Answers 11. Question 1: (C)

Choosing a business you enjoy is of utmost importance. Think of it as selecting a lifetime mate! 12. Question 2: (B) The most common mistake and the most costly one is not selecting the right business initially. Before you decide, keep in mind that this is the

time for soul-searching, gaining experience in the business, conducting research and even test marketing. 13. Question 3: (C) One of the biggest risks in starting a moonlight business is that your job might conflict with your business. This can be avoided by compartmentalizing your business in every way: separate time, place and product or service. 14. Question 4: (D) Take your sweet time. Since your selection will be your single most important business decision, wait for that one opportunity that has everything you are seeking. Think about jumping a hurdle: wouldn't you rather risk getting over a one-foot hurdle than a seven-foot one? 15. Question 5: (B) Sell your grandma's special candies. If you open a service station, the price of your product (gasoline) is going to be controlled by what other operators sell for on the same corner. As Warren Buffett has said, "You're only as smart as your dumbest competitor." In other words, you are in a commodity business and must have the

lowest cost in order to survive. On the other hand, if grandma's candies are really good, then over time you can build a brand name and achieve pricing power. Your candy customers won't be taking price bids on candy when the buy it for their sweethearts! 16. Question 6: (D) All the answers to this question are good ways to become qualified, but this one wins first place. Work for someone in the same business. 17. Question 7: (D) Creating a company where all principal activities are outsourced. Hollow corporations are appropriate for start-up entrepreneurs. 18. Question 8: (D) All answers are correct. 19. Question 9: (C) Not selecting the right business to begin with is the most commonly made mistake. 20. Question 10: (A) Service businesses generally have pricing power and are not dependent on competing with the lowest price in town.

OBJECTIVE: The business plan is the key ingredient for a successful business and is often ignored. This session shows you how to create an individualized business plan, and provides the tools to make it easy.

Session 2: The business plan

What is a Business Plan? o Why prepare a business plan? o What to avoid in your business plan Business Plan Format o Vision statement o The people o Business profile o Economic assessment Eight Steps to a Great Business Plan o Review sample plans o Focus and refine concept o Gather data o Outline the specifics of your business o Include experience o Review language and projections o Put your plan into a compelling form o Enhance with graphics Does Your Plan Include the Following Necessary Factors o A sound business concept o Understanding your market o Healthy, growing and stable industry o Capable management o Able financial control o Consistent business focus o Mind set to anticipate change o Plans for online business Formulate (and Reformulate) Your Business Plan Top Ten Do's and Don'ts Sample Business Plans Session 1 and 2 Business Plans Session Feedback

Session Quiz What Is A Business Plan?

The primary value of your business plan will be to create a written outline that evaluates all aspects of the economic viability of your business venture including a description and analysis of your business prospects. We believe that preparing and maintaining a business plan is important for any business regardless of its size or nature. But it will not ensure your success. If you maintain a correct assessment of the changing economics of your business, your plan will provide a useful roadmap as well as a financing tool. But if you have miscalculated the potential, then your business plan could become a roadmap leading to failure. Since the My Own Business, Inc. course is broken down into fifteen of the most important topics to consider in starting or operating a business, your business plan can easily be organized into this same format. Included in this session, and in each of the following sessions, there is a one-page business plan template, which you can fill in and print. (Session 2 contains templates for both Sessions 1 and 2.) When you put these all together, you will have completed your personalized, overall plan. We suggest that you fill in each section of the business plan, found at the end of each session, as you proceed

through the course. Click to view each of the 15 business plan sections Search engines, libraries and bookstores provide sources that sell ready-made plans for specific businesses. But it is our recommendation that you be sole author of your plan. Write out the plan yourself, in your own words. Each of the Business Plan Sections can be downloaded from our Web site and provide you with a single, attractively presented document. Keep in mind that creating a business plan is an essential step for any prudent entrepreneur to take, regardless of the size of the business. This step is too often skipped, but we have made it easy for you by providing this ready format to build your plan as you progress through this course. Be aware now that most startup entrepreneurs are reluctant to write down their business plan. It is, therefore, strongly recommended that you complete each segment of the plan as you progress through this course. We make it easy for you by providing sample plans for both product and service businesses and also an attractive blank form that you can download onto MS Word and customize yourself.

Do not expect that all of your plan's initial assumptions will be correct. Instead, look at your business plan as an ongoing assessment that you will frequently review and change to conform to actual operating experiences. For example, your cash flow projection should be updated frequently to ensure ongoing liquidity (not running out of cash). Your business plan will become your roadmap to chart the course of your business. But at the outset you cannot predict all of changing conditions that will surface. So after you have opened for business, it is important that you periodically review and update you plan.

Why Prepare A Business Plan? Your business plan is going to be useful in a number of ways.

First and foremost, it will define and focus your objective using appropriate information and analysis. You can use it as a selling tool in dealing with important relationships including your lenders, investors and banks. Your business plan can uncover omissions and/or weaknesses in your planning process. You can use the plan to solicit opinions and advice from people, including those in your intended field of business, who will freely give you invaluable advice. Too often, entrepreneurs forge ahead ("My Way!") without the benefit of input from experts who could save them from potentially disastrous mistakes. "My Way" is a great song, but in practice can result in unnecessary hardships. To help get started in lining up appointments, you can fill in and use the following template. We have also provided a larger blank template for you to use at the end of this session. People to see include your investors, family members,

Click To View

banker, lawyer, attorney, business mentors, trusted business friends, potential customers, competitors (distant ones), potential landlords, and the U.S. Small Business Administration. What to Avoid in Your Business Plan
Maureen Costello Wholesale Distributor

If you had to do it over again, what things would you do differently?

Place some reasonable limits on long-term, future projections. (Long-term means over one year.) Better to stick with shortterm objectives and modify the plan as your business progresses. Too often, longrange planning becomes meaningless because the reality of your business can be different from your initial concept. Avoid optimism. In fact, to offset optimism, be extremely conservative in predicting capital requirements, timelines, sales and profits. Few business plans correctly anticipate how much money and time will be required. Avoid language or explanations that are difficult to understand. Do not ignore spelling out what your strategies will be in the

event of business adversities. Don't depend entirely on the uniqueness of your business or even a patented invention. Success comes to those who start businesses with great economics and not necessarily great inventions.
Business Plan Format

The Business Plan format is a systematic assessment of all the factors critical to your business purpose and goals. Here are some suggested topics you can tailor into your plan: A Vision Statement: This will be a concise outline of your business purpose and goals. The People: By far, the most important ingredient for your success will be yourself. Focus on how your prior experiences will be applicable to your new business. Prepare a r yourself and one for each person who will be involved with you in starting the business. Be factual and avoid hype. This part of your Business Plan will be read very carefully by those with whom you will be having relationships, including lenders, investors and vendors. Templates for preparing r available in your library, Kinko's, bookstores and the Internet under " rsums." However, you cannot be someone who you are not. If you lack the ability to perform a key function, include this in your business plan. For example, if you lack the ability to train staff, include an explanation how you will compensate for this deficiency. You could add a partner to your plan (discussed in Section 4) or plan to hire key people who will provide skills you don't have. Include biographies of all your intended management. Your Business Profile: Define and describe your intended business and exactly how you plan to go about it. Try to stay focused on the specialized market you intend to serve. As a rule, specialists do better than non-specialists. Economic Assessment: Provide a complete assessment of the economic environment in which your business will become a

part. Explain how your business will be appropriate for the regulatory agencies and demographics with which you will be dealing. If appropriate, provide demographic studies and traffic flow data normally available from local planning departments. Cash Flow Assessment: Include a one-year cash flow that will incorporate your capital requirements (covered in Session 11). Include your assessment of what could go wrong and how you would plan to handle problems. Marketing Plan and Expansion Plans: Your expansion plan should describe how you plan to test markets and products before rolling out. Refer to helpful government Web sites such as the Small Business Administration. See "Resources" on the home page of this Web site. Damage Control Plan: All businesses will experience episodes of distress. Survival will depend on how well you are prepared to cope with them. Your damage control plan should anticipate potential threats to your business and how you plan to overcome them. Here are three examples:

Plan for 35% loss of sales: downturns, your survival will depend on your ability to maintain liquidity for a period of at least 12 months. Can your Damage Control cash flow plan show how to avoid running out of cash? Session 11 will explain cash flow control. Plan for a catastrophic incident: overturned by unforeseen disasters which can be avoided by maintaining appropriate insurance. You will need the assistance of a qualified business insurance agent. Plan for product obsolescence: rapidly changing technology area such as Netflix's home delivered DVDs, you will need to plan now to keep a step ahead of technical changes or advancements.

In addition, a very popular software is Palo Alto's Business Plan Pro (U.P. $99), a userfriendly business plan software with very wide range of sample

plans already included. 10% off for MOBI users on Business Plan Pro here. For a more advanced template, especially useful if you are looking for partners or investors, we recommend the Ultimate Business Plan Template (U.P. $97) from Growthink. We have negotiated a special 50% discount for MOBI users.
Eight Steps To A Great Business Plan

Start-up entrepreneurs often have difficulty writing out business plans. This discipline is going to help you in many ways so don't skip this planning tool! To make it easier, here are six steps that will produce a worthwhile plan: 1. Review the two sample plans furnished in this session. 2. Focus and refine your concept based on the data you have compiled. 3. Gather all the data you can on the feasibility and the specifics of your business concept. 4. Outline the specifics of your business. Using a "what, where, why, how" approach might be useful. 5. Include your experience, education and personal information. 6. Fill in the templates at the end of each session

with clear language and realistic projections. 7. Print off the business plan templates from eash session into an MS Word document. 8. You may wish to enhance your presentation with bar charts, pie charts and graphics.
Formulate (and Reformulate) Your Business Plan
Ezequiel Padilla Jugos Tropacales Mexican Food

I thought I knew everything. But I didn't have the most important thing: a business plan.

Donald N. Sull, associate professor of management practice at the London Business School, in an article in the MIT Sloan Management Review, offers some practical suggestions on managing inevitable risks while pursuing opportunities. Here is a capsulation of his suggestions on how to formulate (and reformulate) your business plan:

Be flexible early in the process and keep it fluid. Don't commit too early. Expect your first plan to be provisional

and subject to revision. Ask yourself if your experience or expertise gives you the right to an opinion on your specific opportunity. Identify your potential deal killers: variables that are likely to prove fatal to the venture. Clearly identify what you see as the key drivers of success. What are you betting on here? Raise money only in sufficient amount to finance the experiment or evaluation you next envision, with a cushion for contingencies. Delay hiring key managers until initial rounds of experimentation have produced a stable business model. At some point, take the plunge and test your product or service on a small scare in the real world through customer research, test marketing, or prototypes. Test and refine your business model before expanding your operations.

Top Ten Do's and Don'ts

THE TOP TEN DO'S 1. Prepare a complete business plan for any business you are considering. 2. Use the business plan templates

3. 4. 5. 6. 7. 8. 9.

furnished in each session. Complete sections of your business plan as you proceed through the course. Research (use search engines) to find business plans that are available on the Internet. Package your business plan in an attractive kit as a selling tool. Submit your business plan to experts in your intended business for their advice. Spell out your strategies on how you intend to handle adversities. Spell out the strengths and weaknesses of your management team. Include a monthly one-year cash flow projection.

10. Freely and frequently modify your business plans to account for changing conditions.
Session Quiz

1. The best place to find more information on designing your own individualized plan is:
A. B. C.

Your lawyer Your accountant The Public Library, industry or government "Business Plan" Web sites, or bookstores

Business Planning Consultants 2. The primary reason to prepare a business plan before you begin is to create a tool to
D.

deal with investors and financing sources.

A.

True

B. False 3. In preparation of financial projections for your business plan, it is as important to estimate long range sales and earnings as it is to project short-term objectives. A.

True

B. False 4. A potential investor or lender is going to look over your business plan and in his or her mind this question will arise: Where is the tough person to make the really difficult decisions, handle negotiations skillfully and exercise restraint? Your business plan should provide the answer by: A.

Projecting yourself in this image (assuming you're not!) Making a point of stating that your team of consultants including your lawyer and accountant will be employed to maintain a disciplined

B.

business approach Facing this issue and stating it in your business plan: your business will need tough and skillful management. Answer this need in a way that satisfies you as well those who will be doing business with you. 5. Preparation of a business plan is optional for some small businesses.
C. A. B.

True

False 6. Your business plan could EXCLUDE:

A.

All the subjects covered in sessions of this course. Personal biographies of management. Financial statement projections and cash flow projections. Your marketing and expansion plans. Your plans

B.

C.

D.

E.

to build a new vacation home with your profits. 7. If your business plan includes the exploitation of an invention, and provided you do not blunder in major decisions, your success can be most likely assured.
A.

True

B. False 8. Let's assume that your business plan is based on starting a real estate related business. This business plan session would lead you to most favorably consider: A.

Residential and commercial sales. Industrial and commercial development. Room additions and industrial construction. Specialize in one of above.

B.

C.

D. E.

None of the above. 9. In order to test your understanding of your market, the safest approach would be to:

A. B.

Rely on your personal instinct. Conduct a survey among your friends.

Test market your product or service. 10. To overcome the common stumbling block of not preparing a business plan, it helps to:
C. A.

Complete the plan for each session as you proceed. Have your business plan completed before proceeding. Prepare your plan after you have completed this course.

B.

C.