Facebook
RSS

Business Plan Template > Refining the Plan

-
Administrator

Refining the Plan

The generic business plan presented above should be modified to suit your specific type of business and the audience for which the plan is written.

For Raising Capital
For Bankers
  • Bankers want assurance of orderly repayment. If you intend using this plan to present to lenders, include:
                                 I.     Amount of loan
                               II.     How the funds will be used
                             III.     What this will accomplish—how will it make the business stronger?
                              IV.     Requested repayment terms (number of years to repay). You will probably not have much                            negotiating room on interest rate but may be able to negotiate a longer repayment term,
                     which will  help cash flow.
                                V.     Collateral offered, and a list of all existing liens against collateral

 
For Investors
  • Investors have a different perspective. They are looking for dramatic growth, and they expect to share in the rewards:
                                 I.            Funds needed short-term
                               II.            Funds needed in two to five years
                             III.            How the company will use the funds, and what this will accomplish for growth.
                              IV.            Estimated return on investment
                                V.            Exit strategy for investors (buyback, sale, or IPO)
                              VI.            Percent of ownership that you will give up to investors
                            VII.            Milestones or conditions that you will accept
                          VIII.            Financial reporting to be provided
                             IX.            Involvement of investors on the board or in management


For Type of Business
Manufacturing

  • Planned production levels
  • Anticipated levels of direct production costs and indirect (overhead) costs—how do these compare to industry averages (if available)?
  •  Prices per product line
  • Gross profit margin, overall and for each product line
  • Production/capacity limits of planned physical plant
  • Production/capacity limits of equipment
  • Purchasing and inventory management procedures
  • New products under development or anticipated to come online after startup

Service Businesses
  •  Service businesses sell intangible products. They are usually more flexible than other types of             businesses, but they also have higher labor costs and generally very little in fixed assets.
  •  What are the key competitive factors in this industry?
  •  Your prices
  •   Methods used to set prices
  •   System of production management
  •   Quality control procedures. Standard or accepted industry quality standards.
  •   How will you measure labor productivity?
  •   Percent of work subcontracted to other firms. Will you make a profit on subcontracting?
  •   Credit, payment, and collections policies and procedures
  •   Strategy for keeping client base




High Technology Companies

         I.            Economic outlook for the industry
       II.            Will the company have information systems in place to manage rapidly changing prices, costs,
            and  markets?
     III.            Will you be on the cutting edge with your products and services?
      IV.            What is the status of research and development? And what is required to:
          o    Bring product/service to market?
          o    Keep the company competitive?

v.                   How does the company:
           o    Protect intellectual property?
           o    Avoid technological obsolescence?
           o    Supply necessary capital?
           o    Retain key personnel?


High-tech companies sometimes have to operate for a long time without profits and sometimes even without sales. If this fits your situation, a banker probably will not want to lend to you. Venture capitalists may invest, but your story must be very good. You must do longer-term financial forecasts to show when profit take-off is expected to occur. And your assumptions must be well documented and well argued.


Retail Business

         I.            Company image
       II.            Pricing:
              o    Explain markup policies.
              o    Prices should be profitable, competitive, and in accordance with company image.

     iii.       Inventory:
              o    Selection and price should be consistent with company image.
           
iv.   Customer service policies: These should be competitive and in accord with company
                                   image.

v.      Location: Does it give the exposure that you need?
                    Is it convenient for customers?Is it consistent with company image?

vi.  Credit: Do you extend credit to customers? If yes, do you really need to,
                  and do you factor the cost into prices?