RIZAL TECHNOLOGICAL UNIVERSITY

Boni Avenue, Mandaluyong City

College of Engineering
CIVIL ENGINEERING DEPARTMENT

TECHNO
Technopreneurship

TITLE:

Execution and Business Plan

GROUP NO. 6

NAME ACTUAL WRITTEN GROOMING

REPORT REPORT
Olalo, Hazel Quiros
Buzarang, Neil Chavez
Montano, Lesandy B.
Deogracias, Kevin

Section: CEIT-02-602P

Time/Day: 4:30pm – 7:30pm / W

Submitted to:

ASST. PROF. ZORAHAYDA V. CONCEPCION

INSTRUCTOR

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 TABLE OF CONTENTS

I. INTRODUCTION TO BUSINESS PLAN ........................................................ 4

II. TYPES OF BUSINESS PLAN ........................................................................ 4
 Expansion Plan
 Feasibility Plan
 One – Page Plan
 Operations Plan
 Start Up Plan
 Strategic Plan
 What If Plan

III. COMPONENTS OF BUSINESS PLAN .......................................................... 5

IV. CREATING AN AGILE STRATEGIC BUSINESS PLAN ............................... 6

V. SALES AND MARKETING PLAN .................................................................. 7

VI. KEY COMPONENTS OF SALES AND MARKETING PLAN ........................ 8
 COST OF CUSTOMER ACQUISITION (CAC)
 CUSTOMER LIFETIME VALUE (CLTV)
VII. EXAMPLE OF BUSINESS PLAN .................................................................. 8

VIII. INTRODUCTION TO EXECUTION PLAN ..................................................... 9

IX. TYPES OF EXECUTION PLAN ..................................................................... 9
 Financial Execution
 Operational Execution
 Performance Execution
 Process Execution
 Project Execution
 Strategic Execution

X. RESEARCH & DEVELOPMENT IN YOUR MARKETING SUCCESS ........ 11

XI. IMPORTANCE OF BUSINESSS AND EXECUTION PLAN TO CE ............ 12

 Importance of Business Plan to Civil Engineering
 Importance of Execution Plan to Civil Engineering

XII. CONCLUSION ............................................................................................. 12

XIII. REFERENCE …………………………………………………………………….. 13

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REPORTERS:

BUZARANG, DEOGRACIAS, KEVIN

NEIL C.

MONTANO, LESANDY B. OLALO, HAZEL Q.

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OBJECTIVES:

• Roadmap for research, development, and production

• Budget and timeline
• Sales and marketing plans; cost of customer acquisition, customer
lifetime value
• Plans for R&D, operations, sales and marketing, human resources

I. BUSINESS PLAN

A business plan is a written document that describes a company's objectives, plans,

and a financial forecast is called a business plan. It offers direction for the company's
decision-making procedures and acts as a blueprint for the future.

II. TYPES OF BUSINESS PLAN

1. Expansion Plan – It is utilized when a business wants to expand and the growth
calls for more resources, such as funds, materials for new goods, and more employees,
also called as Growth Plan.

2. Feasibility Plan – It is the initial assessment of a business concept, carried out to

ascertain whether the idea supports additional exploration.

3. One – Page Plan – This strategy comprises a sales projection, a description of the
company's product or service, and information about its target market. It also has a
description of the company that highlights its goals and core beliefs, also called as
Business Pitch.

4. Operations Plan – It is a component of strategic planning that focuses on outlining

the daily operational tasks that a company must accomplish to accomplish its tactical
objectives, also called as Annual Plan.

5. Start Up Plan – It is a business plan that a startup company presents to possible

backers in the goal of obtaining initial funding.

6. Strategic Plan – It outlines specific steps you may take to accomplish your
objectives and defines your brand as a company.

7. What If Plan - This kind of strategy is created when a company has to have a backup
plan in case unfavorable circumstances arise while looking for funding, thinking about
making an acquisition, or considering another possibly risky activity.

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 III. COMPONENTS OF BUSINESS PLAN

1. Client Relationships and Partnerships - Techniques for establishing and

preserving connections with customers, suppliers, subcontractors, and strategic
partners in the sector.

2. Company Description and Mission Statement – a thorough explanation of the civil

engineering firm's goals, areas of expertise (such as environmental, transportation, and
structural engineering), and long-term outlook for supporting the development of
infrastructure.

3. Executive Summary – A brief overview of the target market, competitive advantage,

main services provided, mission, and financial highlights of the civil engineering
company.

4. Market Analysis - An in- depth study of the civil engineering market that considers
market trends, demand factors, the regulatory landscape, new technologies, and
potential for growth.

5. Marketing and Sales Strategy - Networking, recommendations, proposals,

presentations, attendance at industry events, and internet marketing campaigns are
some of the methods used to promote civil engineering services to possible customers.

6. Project Portfolio - Emphasize the firm's previous accomplishments, emphasizing the

size, breadth, and significance of each project.

7. Regulatory Compliance and Environmental Responsibility - Plans for following

applicable laws, rules, and specifications in civil engineering projects, together with
pledges to uphold social responsibility and the environment.

8. Services Offered - An in - depth overview of all the civil engineering services that the
company provides, including planning, design, construction management,
environmental impact assessments, feasibility studies, and any specialized services.

9. Technical Expertise and Personnel - Specifics regarding the team's competence in

technology, the credentials, licenses, and work history of important individuals, such as
engineers, project managers, and support workers.

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 IV. CREATING AN AGILE STRATEGIC BUSINESS PLAN

1. Know your WHY

- Strategic business operations planning must be grounded in objectives, advantages,

and outcomes. These are the true "whys" that inform your plan and direct the ideas that
you choose to implement.

2. Compile a Cross-Functional Team

- Pick Your Change Agents Your planning team should include members of the board or
senior executive leadership, as well as representatives from the key departments:
operations, sales, marketing, finance, accounting, and human resources.

- Determine Business process Owners and overall Strategy Directors

Although the latter are usually connected to your Office of Strategy Management and
serve as the chief administrator or overseer of the plan, the former are in charge of the
actual, observable changes that take place inside their teams as the plan is
implemented.

3. Create “LIVING” Timelines

- Consider setting up additional meetings with focused agendas. Set these up as soon
as possible, even before you formally begin carrying out the plan, and make sure
everyone has an agenda so that the conversation stays on topic.

4. Perform Competitive Research Analysis

- Competitive intelligence (CI), sometimes referred to as competitive research, gives

you the most precise quantitative evaluation of your organization's current state and
desired future state. A competitive research (CR) analysis, like the previously covered
business strategy models, creates an accurate profile of your company's operational
health, strengths, and weaknesses in relation to other businesses in your industry.

5. Asses your Technological Infrastructure for Enterprise Harmony

- The effectiveness with which your goals are carried out will depend on how
successfully your internal teams communicate with one another and share information,
data reports, and change plans.

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6. Develop an Accessible Strategy Management Framework

- The way your strategy management framework requires you to allocate certain
activities and projects will determine how your business plan is implemented.

There are many frameworks on the market now for managing strategies; someof the
most well-known ones are as follows:

• SWOT Analysis

• Porter’s Five Forces

• The Balanced Scorecard

• Objectives and Key Result (OKRs)

• Theory of Change Model

• The Strategy Map

7. Employ Technological Onboarding

- Your business needs to have resource management or strategy management software

at this stage of the planning process.

8. Consider a Strategy Management

- The CEO or COO may be the direct supervisor of strategy management offices, which
may function as independent departments. These offices are connected with other
organizations' finance departments.

9. Adjustment Budget Allocations to Match the upcoming Strategy

Implementation

- Cycles of strategic planning and budgeting can be completed asynchronously with

ease and complement each other. Check that the way you organized your budget
complies with the guidelines and directives in your strategy framework.

V. SALES AND MARKETING PLAN

A written document known as a sales and marketing plan outlines techniques for
presenting your good or service to a specific group of prospective consumers. There is
also coverage of pricing and distribution methods that maximize expected return on
investment.

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The sales plan establishes the quantity of customers and determines whether you can
deliver your product in sufficient quantities to be profitable, whereas the marketing plan
identifies who your customers are.

A marketing plan enables you to precisely identify what you want to achieve, allowing
you to strategize and chart the most effective way to get there.

VI. KEY COMPONENTS OF SALES AND MARKETING PLAN

1. COST OF CUSTOMER ACQUISITION (CAC)

a. Identify Acquisition Channels - Identify the several avenues that you use to get
new clients, including partnerships, digital marketing, and recommendations.

b. Calculate Costs per Channel - Analyze the expenses related to each acquisition
channel, such as spending on advertising, hiring expenditures, tool and software
purchases, etc.

c. Calculate CAC - The number of consumers obtained by each channel during a given
time period (e.g., monthly, quarterly) is divided by the total costs of each channel.

d. Optimize and Monitor CAC - To lower CAC over time, make constant improvements
to your acquisition tactics. Keep an eye on each channel's efficacy and adjust resource
allocation as necessary.

2. CUSTOMER LIFETIME VALUE (CLTV)

a. Calculate Average Order Value (AOV) - Find out how much money is typically
made from each customer transaction.

b. Calculate Average Purchase Frequency - Find out how frequently clients buy
things on average over a specific time period.

c. Calculate Customer Lifespan - Calculate the typical length of a client relationship

by taking retention initiatives and churn rate into account.

d. Calculate CLTV - To get CLTV, multiply AOV by average frequency of purchases

and customer lifetime.

e. Segment CLTV - To prioritize high- value segments for retention efforts and
customized marketing tactics, segment customers based on CLTV.

VII. EXAMPLES OF BUSINESS PLAN

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The links provided below will take you to various civil engineering-related business
plans.

- https://planbuildr.com/construction-business-plan/
- https://www.bplans.com/building-construction-business-plan/

VIII. INTRODUCTION TO EXECUTION PLAN

EXECUTION PLAN

A detailed document that lists the precise steps needed to accomplish a certain goal or
target is called an execution plan.

IX. TYPES OF EXECUTION PLAN

1. Financial Execution - Managing a company's financial resources.

2. Operational Execution - Day-to-day activities required to run a business.

3. Performance Execution - Evaluating and improving employee performance.

4. Process Execution - Executing specific processes within a business.

5. Project Execution - Completing a specific project or initiative.

6. Strategic Execution - Implementing a company's strategic plan.

X. Three Essential Components of an Execution Plan

1. Milestones

Milestones are your key business goals. These are the goals that, should you miss one,
your business endeavor will fail. Milestones will vary, depending on the nature of your
business and the market you are entering.

There’s a list of milestones any business in the tech industry should consider using, but
these can be adopted for any company developing a new product:

1. Prove your concept works, both technically and as a business.

2. Finish your design specifications.

3. Create a working prototype. There’s a list of milestones any business in the

tech industry should consider using, but these can be adopted for any company
developing a new product:

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 4. Raise capital.

5. Ship a testable version of your product to your first customers.

6. Ship the final version of your product to customers.

7. Reach a break-even point in sales.

Each milestone should include the budget required for it to be reached, the target date,
as well as any resources you need, including people. If you do need to raise capital, you
will want to share these milestones with potential investors.

2. Tasks

Tasks are the specific things you need to do in order to reach each milestone. Tasks
are the important details that are required to ensure your execution reaches each
milestone. While it may be tempting to leave tasks out that seem obvious, documenting
each important task will ensure that nothing is left to chance, which can easily happen
when you soon find yourself working 12 to 18 hours each day to get your business
launched. Just like the milestones, each task should include the resources needed to
complete it.

In addition to many other tasks, most businesses would require these to be done in
order to get up and running:

1. Incorporate your company.

2. Lease office space.

3. Contact three key vendors.

4. Set up an accounting system.

5. Hire a lawyer.

6. File legal and tax documents.

7. Buy liability insurance.

8. Design a logo.

9. Create a website.

Tasks are usually used only by yourself and your team; however, there are occasions
when specific tasks may need to be shared with investors. Investors, for example, may
want to see that liability insurance has been purchased or that intellectual property
rights have been protected before they will invest.

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Some tasks may need to be broken down into additional tasks. If you're starting a
landscaping company, having a website may be a single task, but if your website is
central to your business, like an e-commerce website, it may require more attention to
detail:

1. Choose and register a domain name.

2. Select a web host.

3. Select a payment plugin or service.

4. Hire a graphic designer.

5. Finish the homepage.

6. Create the first sales landing page.

7. Set up analytics.

3. Budget

The third component, your budget, details how much your plan will cost.

XI. RESEARCH & DEVELOPMENT IN YOUR MARKETING SUCCESS

Research and development (R&D) distinguish itself from immediate cause-and-effect

operations within an organization, focusing extensively on activities not driven by
immediate profit goals. Instead, R&D prioritizes long-term profitability and marketing
success.

CYCLE OF RESEARCH AND DEVELOPMENT

Benefits of R&D for Marketing Success:

• Improved Marketing Efficiency - R&D is presented as a tool to ensure businesses

spend on marketing as per the requirement.

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• Unparalleled Innovation in Marketing - Innovation is identified as a key
differentiator, and R&D is positioned as the means to understand market needs and
trends, projecting the brand as innovative.

• Realization of Internal Issues - Market research and development are presented as

a diagnostic tool to identify and address internal issues that may impede marketing
efforts.

• Overcoming Competitors - R&D is positioned as a competitive advantage, providing

insights into the market, and allowing businesses to outperform competitors through
strategic promotion.

XII. IMPORTANCE OF BUSINESS AND EXECUTION PLAN TO CE

A. Importance of Business Plan to Civil Engineering

• Business Plans Reduce Risks

• Prove Viability in the Construction Industry

• Set and Communicate Goals

• They Help Owners Avoid Failures

• To Secure Funding

B. Importance of Execution Plan to Civil Engineering

• Enhances Accountability

• Helps establish and meet objectives

• Improves Communication

• Increases Efficiency

• Minimizes Risk

• Provides a Road map for Success

XIII. CONCLUSION

A business plan is a detailed document that provides a blueprint for the growth and
success of a company by outlining its general vision, goals, strategies, and operations.
However, an execution plan is a more streamlined form of the business plan that
concentrates on the main points, tactics, and financial estimates that are essential for
executive decision-making. An execution plan provides a concise overview intended for

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senior management and stakeholders, highlighting important priorities and tasks,
whereas a business plan delves into specifics such as organizational structure,
operational procedures, and market analysis.

XIV. REFERENCES:
 https://bizfluent.com/how-8672797-write-execution-plan.html
 https://www.proactiveworldwide.com/resources/market-and-competitive-
intelligence-%20blog/plan-execute-shifts-business-planning/
 https://www.dnb.com/resources/how-to-write-sales-marketing-
plan.html#:~:text=A%20sales%20and%20marketing%20plan%20is%20a
%20document%20that%20outlines,highest%20anticipated%20return%20on
%20investment

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