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F224.SBE
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1993-10-01
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@249 CHAP ZZ
> BUSINESS PLAN OUTLINE
>
> FOR: @NAME
> [Delete this line and insert title, company, etc.]
>
> A. EXECUTIVE SUMMARY.
> [This should be an overview and lead-in to the rest
> of the business plan. It should emphasize your
> competence in three key areas: marketing, technical
> capabilities, and financial management.]
>
> (1) Description of Proposed Business.
> [Describe below your product or service. Where
> possible, supplement with diagrams, illustrations
> or pictures in the final package you show to
> prospective lenders or investors. Insert as many
> extra lines as needed--delete these instructions,
> using "-" key.]
> ____________________________________________________
> ____________________________________________________
> ____________________________________________________
> (2) Marketing Approach.
> [Provide a brief description of the market segment
> you will be trying to reach. Then outline the
> channel(s) you will use to reach this market, such
> as direct mail, retail, or wholesale distributors.]
> ____________________________________________________
> ____________________________________________________
> (3) Projected Financial Performance.
> [Give your estimated dollar amount of sales and net
> profits that you project for each of the first 3 to
> 5 years of operating, then set forth the amount of
> starting capital you will need. Where cash flow is
> negative (as is usual) in the first few years, it
> may be helpful to show your net cash "exposure" or
> cumulative negative cash flow for each month or
> quarter, to show that your initial starting capital
> will be more than sufficient to cover such maximum
> exposure.]
> ____________________________________________________
> ____________________________________________________
>
> B. STATEMENT OF OBJECTIVES.
> [In this part, you need to do a selling job on the
> prospective investor, discussing the unique advantages
> your product or service has over existing products and
> services. State both your short-term and long-term
> business objectives for the business, and describe the
> image you want to create for your product or firm.]
> ____________________________________________________
> ____________________________________________________
>
> C. QUALIFICATIONS OF PRINCIPALS.
> [Describe in this section your background qualifications
> to run this particular business, citing education,
> overall business experience and particularly any suc-
> cessful experience in a closely-related type of business
> operation. Also describe, if applicable, the qualifica-
> tions of your partners or other co-owners who will be
> part of the management (or board of directors, in the
> case of a corporation) of your proposed business.]
> ____________________________________________________
> ____________________________________________________
>
> D. DESCRIPTION OF PRODUCT.
> D. DESCRIPTION OF SERVICES TO BE OFFERED.
> [Delete one of the above headings.]
>
> [Provide a complete technical description of the product
> or service to be offered, in considerable technical de-
> tail, including a summary of any test data if any sort
> of testing work has been done, or describe any tests
> that are currently planned. Also, show that you are
> already anticipating the future by outlining any further
> refinements or logical next steps for developing an
> improved or different product later (or comparable plans
> for further innovations in a service business). This is
> your chance to show that you really have something that
> is a better mousetrap and is also technically feasible.]
> ____________________________________________________
> ____________________________________________________
>
> E. BACKGROUND OF PROPOSED BUSINESS.
> [Spell out here the background conditions in the
> business in question, including how, where and when
> the product is being used, as well as where trends in
> the business or industry seem to be leading. Also
> discuss who the main players (i.e., your competitors)
> are, or are likely to be, in the case of a fledgling
> industry. Then explain where your business will fit in
> to this picture. Will you be on the cutting edge of
> what is happening, or just one of the pack that is
> not in the same league as the leaders? If the latter,
> you will need a very convincing rationale to show why
> you can garner enough business to meet your financial
> objectives, which are discussed in the next section.]
> ____________________________________________________
> ____________________________________________________
>
> F. MARKETING PLAN.
> [Discuss here your marketing plan or strategy. This will
> include identifying the market segment you are seeking
> to reach, and the various means through which you intend
> to reach it, such as door-to-door sales, retail sales,
> direct mail, media advertising, selling through sales
> reps, jobbers, Amway-type multi-level distributorships,
> or whatever else you plan to do. Mention also the
> degree of market penetration and market share you expect
> to achieve, year-by-year, for the period for which the
> business plan is making projections (say 3 to 5 years).]
> ____________________________________________________
> ____________________________________________________
>
> G. SALES STRATEGY AND TACTICS.
> [Discuss in this segment how you plan to go about cre-
> ating an awareness of the product among its ultimate
> consumers, through advertising, publicity or otherwise,
> even though most of your sales may be made to middlemen
> such as wholesalers or retailers. Cover all methods you
> will employ, such as telemarketing, circulars, print or
> electronic media advertising, direct mail, catalogs, or
> other means. Here it will be useful to include photo-
> copies of dummy ads, brochures or other promotional
> materials that you may have already prepared, if you
> feel they will be effective in selling your business
> plan.]
> ____________________________________________________
> ____________________________________________________
>
> H. ORGANIZATIONAL PLAN.
> [Here it is important to spell out in a convincing way
> your plans for structuring the organization, including
> a description of the key positions and the people who
> you have lined up to fill them, with their (hopefully
> impressive) qualifications. Include in this section an
> operational plan, describing in detail the type, and, if
> known, location of facilities that will be required, and
> equipment that must be obtained. Also discuss what
> portions of any production work will be done by outside
> subcontractors, and what parts will actually be done by
> your people. For the 3 or 4 key people in the company
> (including each top person in the sales, finance and
> technical departments), include their resumes at this
> point, or place them in an Appendix at the end of the
> business plan, but refer to them here.]
> ____________________________________________________
> ____________________________________________________
>
> I. FINANCIAL AND TECHNICAL DATA.
> [Here is where you include detailed pro-forma financial
> statements and other important data in support of the
> conclusions you have set forth in other parts of this
> business plan. These should include most or all of the
> following:]
>
> 1. Financial Projections:
> (a) Profit and Loss Projection.
> [These should be on a monthly basis for the first year or
> two, and quarterly for subsequent years, in most cases.]
> ____________________________________________________
> ____________________________________________________
> (b) Pro-Forma Balance Sheets:
> [These should show your projected ending financial pic-
> ture for each of the periods covered by the P & Ls.]
> ____________________________________________________
> ____________________________________________________
> (c) Cash Flow Projection.
> [Show monthly or quarterly and CUMULATIVE pro-forma cash
> flows, which should tie into the P & L and balance
> sheets for each period covered.]
> ____________________________________________________
> ____________________________________________________
> (d) Break-Even Analysis.
> [In chart form or otherwise, show the level of sales you
> will need each year in order to break even for that
> period.]
> ____________________________________________________
> ____________________________________________________
> (e) Acquisition Schedule for Fixed Assets.
> ____________________________________________________
> ____________________________________________________
>
> 2. Other Supporting Data.
>
> . Technical Drawings of Product.
> . Detailed Description of Services To Be Offered.
> [Delete one of the above lines, unless both apply.]
> ____________________________________________________
> ____________________________________________________
>
> . Itemization of Capital Equipment Required & Cost.
> ____________________________________________________
> ____________________________________________________
>
> . Pricing Schedule.
> [Detailed list of prices for products or services
> to be offered, in their different configurations.]
> ____________________________________________________
> ____________________________________________________
>
> . Plant Layout.
> [Include floorplans or layout of a proposed manu-
> facturing plant, including a manufacturing flow-
> chart and costing estimates for producing the
> product, broken down into cost accounting detail.]
> ____________________________________________________
> ____________________________________________________
>
> . Tooling Required for Production.
> [Describe here all tooling that will be required,
> and the estimated costs thereof.]
> ____________________________________________________
> ____________________________________________________
>
> . Market Survey Data.
> ____________________________________________________
> ____________________________________________________
>
> J. SUMMARY AND CONCLUSIONS.
> [This is where you make your final pitch, so make it
> convincing. Tell what your total capital requirements
> are and how much of a safety margin that will provide.
> Describe who will put up what debt and equity capital
> to get the business off the ground, and when each in-
> fusion of capital will be required. This will tell the
> prospective investors how much of an ownership interest
> they will be getting for X amount of money. Reiterate
> the amount of profits you expect the business to make,
> when you will make it, and how much of your own money
> and property you are putting into the venture, as
> evidence of your commitment. Most outside investors
> are likely to be leery of investing unless it is clear
> that you have put your own financial neck on the line,
> so there's no chance of you simply "losing interest" and
> walking away to do something else after awhile.]
> ____________________________________________________
> ____________________________________________________
>
--END OF CHECKLIST--
