Académique Documents
Professionnel Documents
Culture Documents
I. Cover Sheet
Definition:
An effective business plan details how your company will achieve its goals by describing
your products or services, your organizational structure, marketing ideas, and how your company
will distinguish itself from competitors. Business plans are most often used to attract potential
investors, but some companies also use these plans to communicate their culture to employees or
to provide compelling reasons for a merger. Although it may seem minor, the business plan
cover page can create a powerful first impression that sets the stage for how readers will engage
with the document.
Content and Format:
o Use Your Company Logo - Your business plan cover page should include your
company’s logo centered at the top of the page. The best practice is to create a high-
resolution image of the logo and make it consistent with the font type and color scheme
of the logo, as it appears in all your company’s documents. The logo should be the first
thing that catches your readers' eyes and helps them associate that logo with your
company name. Placing the logo at the top of the page establishes a strong brand
association that focuses a reader's attention throughout the document.
o Write the Title and Company Name - Skip several lines after the company logo and write
the words “Business Plan.” Center this title on the cover page and make sure that it’s in
bold. Include any additional words that are part of the title. For example, you could write,
“Five-Year Business Plan,” or “Three-Year Business Plan.” The title should have the
second largest font after your company name. Skip two lines. Then, under the title of
your business plan, write and center the name of your business. Your business name
should be in bold and set off in the largest font on the page so that it stands out. If readers
take away nothing else from the cover page, they should know and remember the name of
your company.
o Write the Company Address, Phone Number, and Date You Completed the Plan - Under
the company name and logo, write and center your business address. This is the address
where investors or other interested parties should send all their inquiries. If you already
have a website that’s up and running, you can include the web address after the physical
address. Include your business phone number and business fax number. Directly below
the contact information, write and center the month and year in which you completed the
business plan.
o Write a Confidentiality Statement - Centered at the bottom of the page, include a
confidentiality statement. For example, you could write, “This document contains
confidential and proprietary information created by [your company name]. This
document is issued exclusively for informational purposes, and may not be reproduced
without the consent of [your company name].”
II. The Proponents
Definition:
A person who puts forward a proposition or proposal. A person who argues in favor of
something; an advocate. A person who supports a cause or doctrine; adherent. A person who
propounds a legal instrument, such as a will for probate.
Content and Format:
Should introduce and highlight the good qualities of:
the business proponents and their partners;
the enterprise organization and its capabilities;
the technology providers and their expertise and experience; and
the suppliers and all the major service providers.
Should likewise describe the products/services of the enterprise, their features and
attributes, and why they are the right ones to deliver to the customers
Should then proceed to discuss and justify the Enterprise Strategy and Enterprise
Delivery System
Should also contain a section on the environmental and regulatory compliance of the
proposed business, as well as the more proactive programs to become a more
responsible corporate citizen
Should present the capital structure of the proposed business and show how this
structure will respond to the investment programs and financial forecasts of the
enterprise.
The Business Proponents - The third section of the business plan contains information about the
business proponents or stakeholders.
Proponents - a person who puts forward a proposition or proposal
B. Vision Statement
Definition:
A vision statement is a company's road map, indicating what the company wants
to become and guiding transformational initiatives by setting a defined direction for the
company's growth. Vision statements undergo minimal revisions during the life of a
business, unlike operational goals which may be updated from year-to-year. Vision
statements can range in length from short sentences to multiple pages. Vision statements
are also formally written and referenced in company documents rather than, for example,
general principles informally articulated by senior management.
Content:
The vision statement is often confused with the mission statement. Some people
use the two terms interchangeably. Actually, the vision statement is about what the
business’s future will look like if the mission is achieved. Some say a vision statement
imagines what success looks like.
Format:
A company vision statement is an important part of a business plan's overview. It
is one part your dream for your company and another part the path you're laying for your
business in the future. The vision statement is generally written with a long-term
perspective in mind.
C. Core Values
Definition:
A principle that guides an organization's internal conduct as well as its
relationship with the external world. Core values are usually summarized in the mission
statement or in a statement of core values
Content:
o Corporate Core Values - Companies can have core values as well. These are the guiding
principles that help to define how the corporation should behave in business and perhaps
beyond, if they have an additional mission to serve the community. Core values are
usually expressed in the corporation's mission statement. Some examples of core values
for a company include:
A commitment to sustainability and to acting in an environmentally friendly way.
Companies like Patagonia and Ben & Jerry's have environmental sustainability as
a core value.
A commitment to innovation and excellence. Apple Computer is perhaps best
known for having a commitment to innovation as a core value. This is embodied
by their "Think Different" motto.
A commitment to doing good for the whole. Google, for example, believes in
making a great search engine and building a great company without being evil.
A commitment to helping those less fortunate. TOMS shoe company gives away a
pair of shoes to a needy person for every pair it sells in an effort to alleviate
poverty and make life better for others.
A commitment to building strong communities. Shell oil company donates
millions of dollars to the University of Texas to improve student education and to
match employee charitable donations.
As you can see, often the core values that companies have are similar to those that
individuals might choose as guiding principles as well.
o Some Types of Core Values - There are countless types of core values, as you can see, so
you will need to choose the ones that are right for you or your organization. It's natural to
want to choose a long list of core values in an effort to be the best you can be, but
limiting your selection to two or three helps you focus on your mission in life without
becoming distracted.
Here are some examples of core values from which you may wish to choose:
Dependability Motivation
Reliability Positivity
Loyalty Optimism
Commitment Passion
Open-mindedness Respect
Consistency Fitness
Honesty Courage
Efficiency Education
Innovation Perseverance
Creativity Patriotism
Good humor Service to others
Compassion Environmentalism
Spirit of adventure
D. Objectives
Definition:
Business goals and objectives are part of the planning process. They are describe what a
company expects to accomplish throughout the year. Business owners usually outline their goals
and objectives in their business plans. These goals and objectives might pertain to the company
as a whole, departments, employees, customers and even marketing efforts. Most companies use
specific measurements to keep track of their goals and objectives.
Content and Format:
Before you start - Before you even begin to write down your goals, you need to know what areas
your business needs to improve in, or could improve in. Although you may already have an idea
of the key areas, it’s important to regularly step back and review your business. Here are some
help tools and strategies you can use to help you assess your business:
1. SWOT analysis – identify your business's strengths, weaknesses, opportunities and
threats.
2. Benchmarking – research similar businesses in your industry or location and compare
industry averages on income, and expenses. This can help you assess how your business
is performing. Check out our information on finding government statistics.
3. Market research – do your homework and research the market and industry of your
business to identify customer needs, trends and changes in the market or technology.
Setting goals - Setting SMART (specific, measureable, achievable, relevant and timely) goals
can help you evaluate the goals you wish to set. Think about whether they are realistic. You
should write down your goals in your business plan to help keep you on track to achieve them.
Here are a few things to consider when setting your goals:
1. Specific – be clear about what you want to achieve
2. Measurable – make sure the goal can be measured, and you can recognise if you’ve
achieved your goal
3. Achievable - check that your goal is something you have the time, money and resources
to meet
4. Relevant – ensure your goal is relevant to the direction you want your business to head
in, for example, increasing profit, employing more staff, increasing brand awareness
5. Timely - set a realistic deadline for completing the goal.
Achieving your goals - Once you’ve got your list of business goals, you’ll need to figure out how
to achieve them. Be realistic in what you can achieve. It might be helpful to break down the steps
into smaller chunks. Here’s a list of things to consider when planning your strategy to achieve
your business goals:
1. Time Frame – how long do you expect a task will take to complete (include both a start
and finish date)
2. Actions – describe the actions you are going to take in detail (e.g. research five different
ice-cream suppliers in Hobart and make a list of their pros and cons)
3. Responsibilities – write down the person or people responsible for achieving each step
4. Resources – detail your budget, staffing requirements and any supplies you’ll need
5. The Desired Outcome – describe what you expect from your actions and how you’ll
know when the goal has been achieved.
E. PERFORMANCE TARGETS
Definition:
Setting a target is not about guessing what you can achieve. It involves knowing where
you are now, what you are trying to achieve, and determining challenging but realistic amounts
of improvement needed to get there.
Content and Format:
Step 1: Define where you are now
o Method 1 — Use Historical Data - It can be helpful to use data that your unit has
already gathered to establish a baseline, or starting point, for your target.
o Method 2 — Use External Sources - When you do not have historical data, you
might consider using information from outside data sources to benchmark, or
compare your performance data with those of other comparable universities /
departments / programs (an accrediting agency’s standards, IPEDS, etc). Then set
targets that seem reasonable in light of the benchmarking information you've
gathered.
Step 2: Define what you want to achieve and by when
Remember, you want to have a delicate balance between challenging and realistic. A
stretch target is intended to "raise the bar" enough to inspire your people. But it also must be set
at a level at which your direct reports have the skills, knowledge, and company resources
required to meet the target. "Stretch" targets usually requires significant effort to achieve. Ask
yourself how much of a stretch will motivate without causing people to become overwhelmed or
demoralized.
It's important to carefully evaluate the historical data you're considering using as your
target baseline. Look at how the data for a particular period and see whether there has been an
abrupt change in performance. If there has been, investigate the reasons for the change. If there
were unusual circumstances during that period (such as a recession), the figure may not be a
good reference point and you may want to consider using data from a different period to inform
your target.
1. Build trustworthiness - and a sense of connection with your audience. When you
provide quality, informative content that engages viewers, they feel valued and your
business earns credibility.
2. Get users to share your content. Content production needs to be outstanding. Marketing
content should captivate your audience so much, that they want to share your posts, use
‘likes,’ and bring up your content in the discussion. The more engagement you stir; the
more followers you will attract.
3. Explore your potential customer’s problems. By understanding what people need, you
then know how to offer solutions. One commonly used content marketing strategy is to
hold online Q&A sessions. Another option it to hold webinars intended especially for the
purpose of finding answers to consumer’s problems. Use this new information to
generate more engaging content.
4. Now that you have discovered problems, discuss solutions. Show consumers how your
products and services will help improve the quality of their l Show consumers how your
products and services will help improve the quality of their lives. Offer helpful tips, day-
to-day new approaches, and how users can benefit from utilizing what you can provide
for them.
5. Understand what keeps customers from making purchases. If buyers think your
prices are too high, find an interesting way of showing then how they can actually save
money using your products in the long run. If they think the directions are too
complicated, explain in a step-by-step fashion that is easy to understand. Provide
marketing content that speaks directly to the audience, on a personal level.
6. Write a story that allows customers to visualize themselves using your products.
This is a highly effective content marketing strategy. They can try it out in their minds
before actually making the purchase.
7. Develop strategic partnerships. Elect partners with similar marketing goals and
objectives. Find successful strategic partners who can complement your skills, help
provide even more stimulating content production and more excitement for your
audience.
8. Take care of your loyal following. Don’t put your focus only on gaining new followers.
Your constant and loyal customer base need lots of attention and regular outreach or
communication. These people help spread the word that what you have to offer is good
and worth checking out. The power of referrals and repeat business is what it’s all about.
9. Create and test new ideas. Work your new ideas into your marketing content. Find out
what your audience thinks and how it can be improved. This is an easy way to see what
themes viewers are instantly excited about and what directions to avoid. It’s a seamless
way to introduce new product concepts. It doesn’t hurt to test the waters.
10. Use SEO to boost your reputation.
If your marketing content is being sought after and shared, people like it. If people like it,
search engines do too. The first step to search engine optimization is to provide the best high-
quality, interactive, compelling content that keeps your audience coming back for more.
Format:
Once you have established your strengths and weaknesses and the opportunities and
threats available through the marketing audit you can redefine your marketing objectives and
how these fit in to your business objectives. Typically, clients marketing objectives include some
or all of the following:
Increase sales
Build brand awareness
Grow market share
Launch new products or services
Target new customers
Enter new markets internationally or locally
Improve stakeholder relations
Enhance customer relationships
Improve internal communications
Increase profit.
B. Marketing Strategies
Definition:
A marketing strategy is a process or model to allow a company or organization to focus
limited resources on the best opportunities to increase sales and thereby achieve a sustainable
competitive advantage. Confused about the difference between that and your marketing plan,
marketing mix, business goals, etc?
Your marketing strategy is the way you make sure you’re getting the maximum impact
from your limited marketing budget and time. Start with your business goals: these are the
highest-level objectives of the business, or mission statement. Next comes the marketing
strategy: the high-level rules that will govern what marketing efforts you focus on. After you’ve
defined your marketing strategy, you will define the marketing mix: plans for Product, Pricing,
Place (Distribution), and Promotion. Then the final step is writing a marketing plan, which will
describe the specific, detailed marketing activities that you plan on engaging in to achieve the
marketing strategies and business goals.
Your first step in developing a marketing strategy that drives significant business results
is to make sure you fully understand your market by doing some research: market size and
growth, competitors, complementors, and customers.
Content:
To grow your business, you need a marketing plan. The right marketing plan identifies
everything from
1. who your target customers are to
2. how you will reach them, to
3. how you will retain your customers so they repeatedly buy from you.
Done properly, your marketing plan will be the roadmap you follow to get unlimited
customers and dramatically improve the success of your organization. To help you succeed, use
this proven marketing plan template, and the information below details the 15 key sections you
must include in your marketing plan.
o Section 1: Executive Summary - Complete your Executive Summary last, and, as the
name implies, this section merely summarizes each of the other sections of your
marketing plan.
Your Executive Summary will be helpful in giving yourself and other
constituents (e.g., employees, advisors, etc.) an overview of your plan.
o Section 2: Target Customers - This section describes the customers you are targeting.
It defines their demographic profile (e.g., age, gender), psychographic profile (e.g.,
their interests) and their precise wants and needs as they relate to the products and/or
services you offer.
Being able to more clearly identify your target customers will help you both
pinpoint your advertising (and get a higher return on investment) and better “speak the
language” of prospective customers.
o Section 3: Unique Selling Proposition (USP) - Having a strong unique selling
proposition (USP) is of critical importance as it distinguishes your company from
competitors.
The hallmark of several great companies is their USP. For example, FedEx’s USP
of “When it absolutely, positively has to be there overnight” is well-known and
resonates strongly with customers who desire reliability and quick delivery.
o Section 4: Pricing & Positioning Strategy - Your pricing and positioning strategy
must be aligned. In this section of your marketing plan, detail the positioning you
desire and how your pricing will support it.
o Section 5: Distribution Plan - Your distribution plan details how customers will buy
from you. For example, will customers purchase directly from you on your website?
Will they buy from distributors or other retailers? And so on.
Think through different ways in which you might be able to reach customers and
document them in this section of your marketing plan.
o Section 6: Your Offers - Offers are special deals you put together to secure more new
customers and drive past customers back to you. Offers may include free trials,
money-back guarantees, packages (e.g., combining different products and/or services)
and discount offers. While your business doesn’t necessarily require offers, using
them will generally cause your customer base to grow more rapidly.
o Section 7: Marketing Materials - Your marketing materials are the collateral you use
to promote your business to current and prospective customers. Among others, they
include your website, print brochures, business cards, and catalogs, materials you
have completed and which you need created or re-done in this section of your plan.
o Section 8: Promotions Strategy - The promotions section is one of the most important
sections of your marketing plan and details how you will reach new customers.
There are numerous promotional tactics, such as television ads, trade show
marketing, press releases, online advertising, and event marketing.
o Section 9: Online Marketing Strategy - Like it or not, most customers go online these
days to find and/or review new products and/or services to purchase. As such, having
the right online marketing strategy can help you secure new customers and gain
competitive advantage most effectively allow you to reach your target customers.
o Section 10: Conversion Strategy - Conversion strategies refer to the techniques you
employ to turn prospective customers into paying customers.
VI. Organization and Management
Definition:
The Organization and Management section of your business plan summarizes the
information about your business' organizational structure, business members' duties and
expertise, as well as their education or qualifications. While business plan outlines vary, often
this section comes after the market analysis.
This section is especially important if you have a partnership or a multi-member limited
liability company (LLC). However, even in a single-person business, it doesn't hurt to
summarize how your business is organized and will run. Because it highlights the skills and
experience you and your organization has in the industry, it can be a great resource to refer to
when seeking publicity and marketing opportunities. It can be easy to forget an award or a
certificate, but if it's listed in the management section of your business plan, you can refer to it
when doing your media kit or pitching for publicity.
With that said, if you are starting a home business or are writing a business plan for one
that's already operating and you are the only person involved in the business, this section isn't
needed if you've already discussed your background earlier in the business plan
Content and Format:
Sections of the Organization and Management Part of Your Business Plan
Essentially, the Organization and Management section of your business plan covers two
main areas:
1. The Organization, or how your business is structured and the people involved
2. The Management Team, or details about what your team brings to the business
Within these sections, you have specific areas to cover about how your business is structured and
who's involved.
o Management Summary - In the opening of the section, you want to give a brief
summary of your management team, including:
Composition and year experience (i.e. Our management team has over 20 years in
the widget industry.)
Breakdown of management team in general terms (i.e. We have a CEO and two
managers reporting to him. The Project Manager will oversee the work of three
virtual assistants.)
o Organizational Structure - The organization section sets up the hierarchy of the people
involved in your business. It's often set up in a chart form. If you have a partnership or
multi-member LLC, this is where you indicate who is president or CEO, the CFO,
director of marketing, and any other roles you have in your business.
o The Management Team - This section highlights what you and the others involved in
the running of your business brings to the table. This not only includes owners and
managers, but also your board of directors (if you have one) and support professionals.
Start by indicating your business structure (i.e. partnership or LLC).
Owner/Manager/Members
Provide the following information on each owner/manager/member:
Name
Percentage of ownership (LLC or corporations)
Extent of involvement (i.e. active or silent partner)
Type of ownership (i.e. stock options, general partner, etc)
Position in the business (i.e. CFO)
Duties and responsibilities
Educational background
Experience or skills that are relevant to the business and the duties
Past employment
Skills will benefit the business
Awards and recognition
Compensation (how paid)
How each persons' skills and experience will complement you and
each other
o Board of Directors Information - A board of directors is another part of your
management team. If you don't have a board of directors, you don't need this
information. But even a one-person business could benefit from a small group of
other businesses owners who might be willing to provide you with the feedback,
support and accountability that comes from an advisory board. This section provides
much of the same information as in the ownership and management team sub-section.
Name
Expertise
Position (if there are positions)
Involvement with the company
o Support Professionals - Especially if you're seeking funding, let potential investors
know you're on the ball with a lawyer, accountant, and other professionals that are
involved in your business. This is the place to list any freelancers or contractors
you're using. Like the other sections, you'll want to include:
Name
Title
Background information such as education or certificates.
Services provided to your business
Relationship information (i.e. retainer, as-needed, regular)
Skills and experience making them ideal for the work you
need
Anything else that makes them stand out as quality
professionals to have helping you in your business such as
awards.
Writing a business plan seems like an overwhelming activity, especially if you're
starting a small, one-person business. But writing a business plan can be fairly simple and
straightforward. The point of this section is to be clear to yourself, and those who work
with you or for you, or will be funding you, who's involved and in charge of what, as well
as the background and skills that will be contributing to the success of the business.
A. Products/Services Description
Definition:
This is the part of your business plan where you will describe the specific products or
services you’re going to offer. You’ll fully explain the concept for your business, along with all
aspects of purchasing, manufacturing, packaging, and distribution. You’ll go over suppliers,
costs, and how what you’re offering fits into the current market and stacks up against your
competitors.
Content and Format:
While your product may be technical, don’t get caught up in complicated industry jargon.
Explain and describe what you’re offering in layman’s terms, so someone who isn’t familiar with
your business will understand and be excited about it. It may be necessary to give some basic
background if this is an area or industry people are unfamiliar with.
While you write up the Products and Services section of your business plan, keep your
reader in mind. Things that you might take for granted or know inside-out might not be common
knowledge to potential lenders or investors. As you write, avoid being too technical, assuming
too much knowledge from your readers, and using buzzwords.
You don’t want to come off as condescending, but you do want to make sure everyone
understands what you’re talking about. To see if you’ve succeeded, have some trusted people
who aren’t in your industry proof-read this section for you, and ask them to explain your product
or service in their own words, along with the benefits to using them.Here are the points you want
to write up in the Products and Services section of your business plan:
o The Product or Service Description - What is your product or service, and how
does it work? How does it benefit customers? How do you make it or how will you
get it made?
o Product Comparison - What makes this product or service unique or better than
what’s already available in the market? Why would someone choose to buy your
product or do business with you over someone else?
o Accreditations/Intellectual Property - Have you had the product tested or certified?
Gotten approvals from industry experts? Did you trademark, copyright, or patent your
product? These can add substance and credibility, so be sure to mention them.
o Lifecycle - Where are you currently with this product or service? Is it in the idea
stage or do you have a prototype? Have you produced some and are looking to
expand? Have you started offering this service already or are you still in the planning
stages?
o Pricing - How much will you charge for the products or services you’re offering?
Where does this fit in with what’s currently available?
o Sales and Distribution Strategy - How will you sell it? Will you market it online or
in retail stores? Have you lined up any vendors? How will you distribute it or deliver
the service you’re providing?
o Fulfillment -How will you fill orders or deliver the service? Will you manufacture
items yourself or outsource to someone else? Who will handle distribution, and how?
o Requirements - Will you need any special equipment or technology to provide your
product or service?
o Expansion - Do you envision future products or services as an extension of the
business once it’s successfully launched?
o Photos or Brochures - It’s beneficial to include a visual representation of your
offering. Photos or brochures would generally get put in the plan’s appendix, but you
would refer to them in this section.
B. Product/Manufacturing
Definition:
When a manufacturing company begins production of a new material, it has a choice as
to the manufacturing process it uses. The type of process depends on the facility, the staff, and
the information systems available. Each process has its advantages and some are best at certain
tasks, for example, large batches of finished goods, or small numbers of custom items. When the
decision is being considered about which manufacturing process to use, there are a number of
questions that should be asked; what are the volumes to be produced, what are the requirements
to make the product, and does the company manufacture a similar product?
There are a number of basic manufacturing processes that they can select from;
production line, continuous flow, custom manufacturing, and fixed position manufacturing.
Content and Format:
Production Line - A production line is the traditional method which people associate
with manufacturing. The production line is arranged so that the product is moved
sequentially along the line and stops at work centers along the line where an operation is
performed. The item may move along some kind of conveyor, or be moved manually by
staff or forklift. For example, operations along the production line could include
assembly, painting, drying, testing, and packaging. If needed, some parts can be removed
from the production line and stored as semi-finished goods.
There are disadvantages to using the production line manufacturing process. The fact
that the production line manufactures a single product or similar products limits its ability to
manufacture anything else. For example, if the company manufacturing vacuums wanted to
make kitchen mops, it would not be able to use the same production line. The second issue
with production lines is that there is a high cost involved in the initial setup of the production
line and it requires a large volume of goods to be produced to justify the capital investment.
X. Appendices
Definition:
A business plan’s appendix is like its own mini library. It holds the entire plan’s
supporting documents in a clear, well-organized fashion. The appendix consists of an array of
documentation that ranges from receipts and bank statements to contracts and inventories. It
should be used on an as-needed basis and include only essential information.
Contents:
Most of your business’ supporting information can be included within the body of the
business plan. Reserve the appendix for information that supports the business financials,
including tax returns, inventory estimates and personal and business credit history information.
Also use it for any general supporting documents that are longer than two pages, along with
formal contracts, supporting pictures and market research information.
In general, here are some of the documents you might think to include in your business
plan appendix:
Charts, graphs, or tables that supplement information from other sections of your
business plan
Any agreements or contracts that you have with clients or vendors
Licenses, permits, patents and trademark documentation
Product illustrations or product packaging samples
Marketing materials
Resumes for each of your executive team members
Contracts and supporting documents for anything else
Building permit and equipment lease documentation
Contact information for attorneys, accountants, advisors, and so on
Credit history
Detailed market studies
Format:
Business plan appendix best practices
o If your appendix runs more than a few pages long, or contains a variety of documents,
you may want to consider adding a separate table of contents.
o If you do share confidential information within the business plan appendix, you will also
want to keep track of who has access to it. A confidentiality statement is a good way to
remind people that the content you are sharing should not be distributed or discussed
beyond the agreed parties.
o Given that the appendix is the last part of the business plan, it’s quite likely your readers
will skip it. For this reason, it’s important to ensure that your business plan can stand on
its own. All information within the appendix should be supplementary. Ask yourself: if
the reader skipped this part of my plan, would they still understand my idea or my
business model? If the answer is no, you may need to do some rethinking.
o Be sure to also include relevant information in the appendix of your business plan. It
should not be totally unrelated to the materials you’ve already covered.
o K.I.S.S. In case you’re not familiar with the acronym, it means “keep it simple, stupid.”
This is good general advice for your appendix. Keep it short. You don’t need to include
everything, just the relevant information that will give your reader greater insight into
your business, or more detailed financial information that will supplement your financial
plan.
ENTREPRENEURSHIP