Business plan

It contains the basics of business plan.

1. OUTLINE OF A BUSINESS PLAN

2. 1. Introductory page (a) Name and address of the venture (b) Names and addresses of the principals (c) Nature of business (d) Statement of financing needed (e) Statement of confidentiality of the report 2. Executive Summary 3. Industry Analysis (a) Future outlook and trends (b) Analysis of competitors (c) Market segmentation (d) Industry forecasts

3. 4. Description of Venture (a) Product(s)/Service(s) (b) Size of business (c) Office equipment and personnel (d) Background of entrepreneurs 5. Production Plan or Operations Plan (a) Manufacturing process (amount subcontracted) (b) Physical plant (c) Machinery and equipment (d) Names of suppliers of raw materials 6. Marketing Plan (a) Pricing (b) Distribution (c) Promotion (d) Product forecasts (e) Controls (f) e-initiatives

4. 7 . Organizational Plan (a) Form of ownership (b) Identification of partners or principal shareholders (c) Authority of principals (d) Management– team background (e) Roles and responsibilities of members of organization 8. Assessment of Risk (a) Evaluation of weaknesses of business (b) New technologies (c) Contingencies plans

5. 9. Financial Plan (a) Pro formal income plan (b) Cash flow projections (c) Pro formal balance sheet (d) Break– even analysis (e) Sources and applications of funds 10. Appendices (contains backup material) (a) Resumes of principals (b) Letters (c) Market research data and survey results (d) Leases or contracts (e) Price lists from suppliers (f) Facility layout (g) Draft marketing brochure with or without pricing (h) Structure of e– marketing thrusts, if any

6. independent factors critical to every new venture There are four independent factors critical to every new venture and should be highlighted in the business plan 1. The People The most important determinant of success. The men and women starting and running the venture, as well as, the outside parties providing key services or important resources for it, such as its Lawyers Accountants suppliers. An ordinary plan can succeed if the execution is immaculate , but an outstanding plan will surely flop without effective execution .

7. Arthur Rock , a Venture Capitalist legend associated with companies like Apple, Intel and Teledyne states, “I invest in people, not ideas” Three important questions need to be answered in every business plan What do they know (about business)? Whom do they know (the customers, the people in the government, etc.)? How well are they known (their reputation that can be leveraged with various stakeholders of business like suppliers, employees and government officials)? Thus , a business plan should describe each member’s knowledge of the new venture’s type of products and markets from competitors to customers.

8. 2. The Opportunity A profile of business itself W hat it will sell and to whom, whether the business can grow and how fast, what its economics are and who and what stands in the way of success . A good business plan begins by focusing on two aspects of opportunity Is the total market for the venture’s product large, rapidly growing or both? Is the industry now, or can it become, structurally attractive? If it were easy to spot the opportunities, they would have become extinct. They will be killed before they are born.

9. 3. Pricing Difficult to guess but inevitable for any project report. Cash flow is equally important. The project report should include When does the business have to buy resources, such as supplies, raw materials and people services? When does the business have to pay for them? How long it takes to acquire a customer? How long before customer sends the business cheque ? How much is the investment for each rupee of sale? 4.Competition It is the next issue that should be addressed in great detail. Following questions should be answered Who are the new venture’s current competitors? What resources do they control? What are their strengths and weaknesses? How will they respond to the new venture’s decision to enter business? How can the new venture respond to its competitors’ response? Who else might be able to observe and exploit the opportunity?

10. 5 . The Context The big picture The regulatory environment Interest rates Demographic trends Inflation The like basically factors that change inevitably but can not be controlled by the entrepreneur. 6 . The Risk and Rewards An assessment of everything that can go wrong and right and a discussion of how the entrepreneurial team can respond.