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Wiki Avoid These Five Mistakes When Submitting Your Business Plan To Raise Investment Funds

Any potential investor wants to see a highly readable and believable business plan with a summary, a management team overview and financials but after submitting your plan many people think funding will just arrive when in reality it can take time. By following the steps below you will be able to avoid some of the most obvious mistakes when raising funds for your project

One - If you are a company that has brilliant technical knowledge and no real sales expertise do not advertise it. Information on your web-site including the management team biographies will clearly state the management teams background including their technical expertise, their degrees, their patents and such like but amazingly their go to market strategy in the business plan is usually incomplete and sometimes missing. The solution, make sure you have a credible go to market strategy with a credible sales leader. Nobody will invest if you don't.

Two - Make sure your website is stunning. Too many companies think that running a business is all about product and the abilities of the technical team - frankly it isn't. This may be true but today investors will always expect to see more. They want to be convinced and when they will go straight to your web site they are wanting to be wowed! Unfortunately, so many people provide what looks more like a school project. Make sure your website is utterly brilliant and that it doesn't look cheap. Ask a variety of people if it looks modern, if it looks appealing, particularly the photos and ask if it is easy to navigate. Also please ensure that it is relevant - it's not about how wonderful you are it's about how you and your company will solve their challenges.

Three - If you are raising money through a prospectus or private listing make sure that your brochure stacks up. Many people do not place enough time and effort with the visual appeal of a Private Listing Brochure and again you don't want to provide a sub-standard document that will fail at every level. Spend some time and money to ensure that you convey your messaging in a professional, crisp business-like manner and that it is logical and easy to read. Also don't use random un verifiable facts - make sure that you underpin everything that you state will be possible with the latest research etc.

Four - don't use jargon. Anyone who goes to your site or who takes a look at any promotional material designed to answer questions won't stand for jargon which usually means nothing to them. If you must use jargon or acronyms, make sure there is an explanation - people won't ask they will vote with their feet! A well written website and brochure is music to the ears of potential investors

Five - Make sure that on your website and all other materials that you have the same font. Make sure that the supporting marketing material looks great and make sure that the stories you tell are verifiable and relevant. Lastly please don't be controversial People will make their mind up on quality and this includes the look and feel, the overall professional approach. If you can use proper references form proper companies. Don't add something for the sake of adding something as it has to be contextual and relevant!

Follow these tips and life on the road to raising funds will be much easier.

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Wiki The Basic Components of a Business Plan for a Catering Business

Creating a business plan for a catering business may not be as tough as some of us consider. Moreover, developing a business plan is very important for all of us that are interested in starting their own catering business. A catering business plan helps lay the foundation for the main components of your business. It also serves as a vital tool if you are seeking funding for your start-up; since all lenders will request your business plan. Keep in mind that starting a small catering business is also a start-up option which may only require the use of some of your personal savings.

The benefit of a catering business plan includes allowing you to focus on the mission and goals as well as identify the basic components of your company.

Let us look at the basic points of a business plan for a catering company.

Description of your company.

In this section you need to describe your catering business in a clear and enlightening manner. You will need to include the name and location of the company, owner(s) background and experience, and the type of catering services that will be provided. Note that you would want come up with a business name that accurately represents your business.

Unique Selling Position also known as your USP

Your USP is what makes you different from the competition. When someone is looking for a caterer why should they select you? It goes without saying that you will provide delicious dishes and professional and friendly services; these days that just is not enough. How are you going to stand out from the competition? When writing this section I would recommend that you focus on determining how you will create a memorable and exciting experience for each of your clients. The goal is to have every client think of you when they are in need of catering services.

Organizational Structure

As the business owner you cannot single handedly take care of every aspect of your catering company; this means that you will need staff to assist you in running the business. In this section you will need to list the key people that will be engaged in your catering business. You not only want to include the names of key people but specific information about their background and experiences, and the role each of them will play in your company.

Competition

You need to know what the competition doing because this is what could possibly keep you from getting clients? You will have to do some research to determine which services may be directly competing with your catering business. In this section you will need will need to see how your compare to the competition. What are your strengths and weaknesses; and are there any opportunities or threats that can have an impact on your business?

Marketing

The first step is to determine specifically who you will sell your catering services to; this is called your target market. You may initially think that you plan to offer your services to everyone, which is fine but it is best to focus on your ideal clients. Taking this approach will also assist in focusing your marketing budget on specific clientele.

Finances

Be prepared to include how much money will invest in your catering business and how much income, expenses and profits you plan to generate in this section. Optimism is great but the best approach in this section is the realistic approach. Often times section this can be challenging for the preparer; and you are not alone. Seek help from the Small Business Administration and other agencies like SCORE and the Small Business Development Centers.

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Wiki A Retail Store Business Plan - Projecting Revenue

There are two main methods to project revenue for your retail store when creating financial projections for your business plan: a top-down approach and a bottom-up approach. It is advised to use both methods to make sure that your projections are reasonable to readers.

Top-Down Approach

A top-down approach would be to start with an average sales per square feet benchmark for your type of retail establishment. This is defined as total net sales divided by the square feet of selling space. While looking for an industry average, check if there are geographic differences that would affect your store. You can assume that, upon launch, you will be below the industry average, but be able to climb closer to it or above it over time.

You can look for this average sales per square foot with trade associations and publications and in business publications at a library. To get examples, you can apply some calculations to the numbers in annual reports of the large public companies in your industry. You can even ask owners of similar businesses in other states who aren't in direct competition with you.

However, if you find, for example, that Target has sales of $50 per square foot per year, $50 may be difficult for your store to achieve. Target operates with extreme economies of scale, has a recognizable brand, and has been around for many years. Unless you have reason to believe the specific opportunity for your store will lead to a much greater volume of sales, don't assume you can do better than industry giants on sales per square foot.

Bottom-Up Approach

To project revenues from the bottom-up, look at your specific situation, starting with the location you expect to be operating at. Estimate the customers who will enter your doors on a given day (adding those who are passing by with those reached through your intended marketing methods), multiply by the percentage you expect to make a purchase, and multiply by the average purchase price. Certainly, a lot of subjective thinking goes into each of these numbers, but, if they are based in some rational process, the end result should be a revenue projection specific to your store.

Compare the number achieved through this method to the top-down approach. You may choose to tinker with the numbers in your bottom-up estimate in order to come closer to the top-down, especially if your estimate exceeds the top-down estimate. In any event, be prepared to explain your methods and sources to funders who may want to know how you thought through these projections.

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Wiki How to Write a Business Plan That Works

Key components in and organisation's success will depend on a great degree on how well you;

• can gather and interpret information


• adapt to change


• manage staff and resources


• promote your business


• look after customers and more.

This is where forward planning can help you.

A colleague once told me that 'even a bad plan is better than no plan at all'. A bad plan at least shows that you have given some thought to the direction you want to go in.

A good plan takes time and effort, especially the first time you do one and many business owners or operators think they don't have the time, or don't see the value in it. But believe me... it is worth the time and effort!

It is an opportunity for you to build solid foundations for your business, based on known facts and these allow you to:

• be very accurate in your plans and future projections.


• avoid unforeseen pitfalls and crisis situations


• spend your money and/or other resources in the most effective way


• stay ahead of the market


• make the most of every opportunity


• be pro active and choose your own course rather than be reactive and follow everyone else


• stop wasting time, effort and resources on inefficient processes and more

Good business planning involves:

• looking at what you've done in the past few years


• looking at where you are now


• drawing conclusions from the above two points


• based on that information determining your objective for the coming year/s


• setting key strategies to help achieve the objective

Analysis of Past Performance

In this section of a business plan you look at the past year (or two) to take a good look at what worked and what didn't. Where you came from is every bit as important as where you are going. You need to look at:

• What promotional activities did you run- for example did you have any discount deals, special offers etc?


• What worked? What didn't?


• Why did the activities work so well, not so well - find the reasons


• Advertising campaigns


• (again) What worked? What didn't?


• Why did the campaigns work so well, not so well - find the reasons


• What mediums did you use? (ie Newspapers, magazines, radio. List the actual companies you used as you may have used a number of different ones.)


• How much did you spend on them?


• Which ones generated enquiries and which ones didn't?


• Did you keep track of the enquiries, if so, what were the results?

Keeping statistics on where enquiries come from can help you to use your advertising budget in the most effective way. There's no point in spending a lot of money on advertising on television, for example, if most of your enquiries come from newspaper ads or word of mouth. Asking customers where they heard about you and keeping a record is the best way of determining advertising effectiveness.

• Were there any noticeable or unusual increases or decreases in your business? If so, why did they happen?


• Were the increases/decreases at any particular time of the year, or did they affect any particular product or service. If so why? Do a detailed analysis of product and service sales. How many of each individual product or service did you sell? Break these figures up by month (as shown in the graph above) as this will, again, show up regular high and low periods which will then allow you to forward plan. For example in high sales periods you know that you will have to order more stock and put on more staff whereas in low demand periods you order less. You can plan for these peaks and troughs in advance... because you have statistically shown that they are coming. An example of a detailed sales analysis is shown on page 15.


• Did your competitors do anything that impacted on your business? If so, what was it?


• How did it affect you?


• Are they likely to do it again?


• What did you (or could you) do about it?


• Budgets - income and expenses. This is extremely important and we will look at this in detail later in the document. Over the years these statistics will build an extremely accurate picture of your expenditure habits and sales that will show trends. With this information you can anticipate what is going to happen and proactively avoid any pitfalls or take advantage of upcoming opportunities. You can forecast - with a fairly high degree of accuracy - how much you will earn and spend in the coming year. While you might have an accountant to look after the "book keeping" for you, it is essential that you know exactly where your money is being spent and what your income is made up of.

The answers to these and any other questions relevant to your particular industry and business will give you a solid base upon which to build your plans for the future. Knowing how you got to where you are now can show you where you went right... and where you went wrong and gives a clear

Conclusions

Looking at the above information - what conclusions can you draw? For example:

• What will you do again next year and why?


• What won't you do again next year and why?


• What will you do differently and why?


• Were there any lessons to be learned?


• What were they?


• Did you spend money on areas that were unsuccessful / unsuccessful?


• How much?


• Was this money well spent? Why / why not?


• Which products sold well / not well?


• Will you expand your product line?


• Are there any products you should discontinue?

Overview of Current Situation

It is very important to have a firm grasp of your current business environment. This is where you look at what is happening around you right now. Things that are happening that could potentially have an impact on your business. This will:

• give you a clear idea of any issues that might get in the way of your plans in the foreseeable future


• give you the opportunity and the time to take proactive action on any of these issues. This is much better than having to "react" to a change or problem that you didn't anticipate.

It's like having a high powered torch in a tunnel as opposed to a match!

A good overview of your current situation will involve looking at:

• the business environment in which you are operating


• your strong and weak points


• what your competitors are doing.

Business Environment Analysis

What exactly does "business environment" mean?

At its widest view point it can mean the sum total of a number of external and internal factors that affect you and the organisation you work for.

External factors could include such things as:

• Political issues. The stability of the Government can have a dramatic affect on the country's or state's economy.


• Legislative issues. New legislation can have an impact on your particular industry.


• Economic Trends. Are people spending money? What are they spending it on and so forth.


• Social Trends. What's in.. what's not? Safety & security issues as well as environmental protection issues etc are considered here.


• Competitors. What is your competition doing and how does that affect your business?


• Technology. This is an area that is constantly changing and can have quite an impact on the way business is done.

Also known as a PLESCT Analysis this is a thorough look at the world around you and the influences various issues may have upon your customers, suppliers and therefore your business. Doing this type of research means that you should not be caught unawares by new legislation, trends, changes or advancements. PLESCT stands for: Political, Legislative, Economic, Social, Competitor and Technology and looks at each of these sectors and how they may affect you positively - or negatively .

Doing a PLESCT Analysis

Some of the issues to consider when doing this analysis can include such things as:

Political issues. Here you should look at the general political stability of the country or state.

• Is there an election due? People get nervous around election times and are cautious about spending / investing their money


• Has there just been an election? In which case is the new government likely to make changes to the status quo - and if so, how will this affect you?


• International economic and social environment - how stable is the situation?

and so on....

For example changes in government often have an impact on businesses dealing with health, education and employment as existing programs are often changed or discontinued after an election, or new programs are introduced. International economic crises often have a big impact on our own market as does the increasing threat of terrorism or conflict situations.

Legislative issues

• Have any new legislations been passed / or amended that affect your industry?


• If so, what will you have to do to comply with them? How will these changes affect:


• staff?


• resources?


• policies and procedures?


• costs?


• Do you need to obtain any licenses or permits?

For example all staff working in the childcare industry, or dealing with under 18's, must have a Blue Card, while industries dealing with tobacco or alcohol have very strict licensing laws.

Economic issues and trends

• What is the current economic climate?


• Does the current international climate have an effect on us?


• Are people spending more / less money?


• What are they spending it on?


• Are they likely to spend it on your product or service?

For example, the cost of living is currently rising faster than wages - things such as petrol prices and interest rates are increasing rapidly and people are thinking twice about spending their hard earned money.

Social issues and trends

• People will often be influenced in their purchase decisions by "what's IN", or may wish to keep pace with friends


• Environmental issues such as water saving, conserving energy and so on can have an impact on people's purchasing decisions and so need to be considered


• Cultural issues also need to be considered - people from different countries and backgrounds have views and customs that may dictate how they make their purchasing decisions.

Competitor information - This is a very important part of your business environment analysis - you need to know as much as you can about your competitors. Questions you need to ask are:

• Who are they?


• Where are they located?


• How big are they (compared to you)?


• Do they have any affiliations?


• What are their promotional activities?


• How do they advertise?


• What do they advertise?


• How does their product range compare to yours?


• How do their prices compare to yours?


• How does their service compare to yours?


• What impact do they have on your business?

The answers to these questions will give you an overview of how you compare to them and what you can do to improve, and therefore win extra business.

If practical, a product/price comparison grid is an excellent way of keeping an eye on how you are faring against them.

It's also a good idea to also do a SWOT Analysis on your main competitors (next section) - you need to be able to:

• counter their strengths


• take advantage of their weaknesses


• take advantage of the same opportunities and


• maximise their threats.

Technology -

• Is there any new technology available that will have an impact on the way you do business?


• Is it viable for you to adopt this new technology from a cost point of view?


• Can you afford not to adopt this new technology from an efficiency point of view?


• What impact does the internet and electronic means of communication have on your business?

Internal influences also need to be taken into considerations and could include:

• The overall economic state of your business. Is it doing well or not?


• Change of ownership or management of the business. This could have a big affect on the internal workings of the company and the company morale.


• Change of direction for the business. Are you offering new services or products?


• Updating or upgrading of the business. New premises, new equipment etc.


• Down or Upsizing. Are you laying off staff or hiring more?

Looking at the PLESCT Analysis and your internal influences in detail will give you a firm understanding of what is going on around you, and will help you:

• avoid unpleasant surprises that could be costly and damaging to your business


• stay a step ahead of your competitors


• help you take advantage of new opportunities quickly


• minimise the impact of negative trends.....

SWOT Analysis

A SWOT analysis allows you to have a deep down, honest look at your organisation in terms of its strengths, weaknesses, opportunities and threats and to look at ways to make you stronger.

Strengths

What are your organisations strong points? For example:

• Do you have a great location?


• Is it easily accessible?


• Is it a long established company?


• Does it have an excellent reputation?


• Does if offer anything unique?


• Do you have a lot of repeat business?


• Are your prices the best?


• Are you a market leader?

and so on.

Weaknesses

What are your organisations weaknesses? For example:

• Is it a newly established business and not yet well known


• Is the infrastructure in the surrounding area poor making it difficult for customers to get to you?


• Are there any problems with suppliers or staff?

and so on. A point to remember is that not all weaknesses are negative and could be viewed as opportunities for improvement.

Opportunities

What opportunities are there that you could take advantage of? For example:

• New legislation opening new markets to you


• New housing or business developments bringing new customers into your area


• New technology that will make your production or processes more efficient


• Introduction of new product or service lines that will increase revenue

and so on.

Threats

What things could stop you from achieving your goals? For example:

• A new competitor in the marketplace


• A change in legislation that will mean major changes to your business practices.


• Re-zoning of your area or roadways changing and taking customers away from their current routes (where you are located)

and so on.

Conclusion:

When looking at your SWOT Analysis what areas need to be addressed?

• Strengths - what can you do to capitalise or maximise on them?


• Weaknesses - what can you do to minimise or negate their impact. Which of them can be turned around to become a strength?


• Opportunities - what do you need to do to take advantage of these opportunities? How can you ensure you get your slice of this opportunity?


• Threats - what can you do to avoid or minimise the impact of the threat?

The answers to these questions will form part of your business plan.

Objective for Next Year

Having looked at your past analysis and current business situation you should now have a solid grasp of your business and where it needs to go to remain successful. Your endeavours to date will now give you a clear direction - or objectives - to aim for in the next one to three years.

One overall objective will have a number of Key Strategies - each of which will, in turn, have a set of tactics designed to help achieve each strategy and therefore the ultimate goal.

• Your objective is WHERE you want to be in a given period of time (ideally 1 - 3 years0


• Your Key Strategies are WHAT you need to do to achieve the objective and


• Your Tactics are HOW you are going to go about actually making it work

Key Strategies

The objective, as stated, is where you want to be. The key strategies are the issues you need to address in order to achieve the objective; WHAT needs to happen. For example if your objective is to increase your revenue by 10% over the previous year, then typical key strategies could be:

1. Introduce a new product range to fill an identified market need


2. Decrease expenditure by 15%


3. Increase your customer base by 10%

All of which would work towards achieving the overall objective.

Obviously strategies will be determined by your own business and industry needs, so think about the things you need to do to achieve your goal.

Tactics

Each strategy will have a series of tactics (or steps) that need to be taken to make that strategy work. As mentioned, these will outline HOW you will go about each strategy. For example.

Key Stratey 2: Decrease expenditure by 15%

2.1 - Review all current suppliers to ensure we are getting the best product for the best price

• 2.1.1 Offer tender opportunitities to new suppliers


• 2.1.2 Research new suppliers via web, phone calls etc


• 2.1.3 Review all suppliers on an annual basis.

2.2 - Introduce new procedures regarding unnecessary printing of emails and other documents to decrease amount of paper being used

2.3 - Re-use single sided documents as scrap paper / memo pads to save paper

2.4 - All electrical equipment and lights to be turned off when not in use

2.5 - Review discounting policy and determine if this could be replaced in a more cost effective manner

2.6 - Review consumable usages

and so on.

Once again, the tactics will depend entirely on what strategies you need to fulfil and should be as detailed as possible. These tactics will form part of your action plan. If there is a cost involved, or extra resources, then detail them here.

Sales Forecast for Next Year

Forecasting is neither as scary nor as complicated as it sounds - if you keep accurate sales records!

Sales forecasting means making an "educated" guess on how much revenue you will earn in the coming year and for this reason accurate records are essential and indispensable. You need to know where your sales came from - by product or service and even by month or week of sale. This may seem overkill but eventually this data will give you a complete and detailed picture of exactly how your business is performing. For example spikes (up or down) in sales figures don't happen for no reason - detailed statistics can show up these spikes which might be due to such things as:

• Promotional or advertising campaigns


• New trends


• New products


• Competitor initiatives


• Seasonal fluctuations


• Economic climates and so on....

For example - the Tourism Industry is very much affected by high and low seasons. They usually know well in advance when demand will increase or decrease. Travelling to Europe in their winter is low season and demand is not as high as going in their spring or summer time. Knowing this tourism operators can plan for these periods by developing specific products designed to increase sales and take advantage of increased demand in high season. They can also accurately forecast revenue because they have a solid knowledge of who their customers are and when they travel on a month by month basis.

The same may well apply to your own industry.

A review of past years sales statistics can give you an excellent idea of how your sales happen on a month by month basis. You can read the trends like a story - allowing you to estimate with a large degree of accuracy what sales you can expect to make and know how much you will need to spend in the next year.

But what good does all this do you in forecasting? When you have collected this data for a number of years you can start to build up a picture of:

• peaks and troughs in your sales


• popular and less popular products,


• popular times of the year


• effects of advertising and/or promotional campaigns and so on

Sales figures rarely drop (or increase) for no good reason.. the trick is to be aware of what is going on around you so that you know why increases or decreases happen. This is where your PLESCT and SWOT prove valuable.

Armed with all this accurate and well researched information you should be able to make a reasonably accurate prediction on how many of each product you will sell in the coming year.

Action Plan

Points for your action plan will come from the tactics. By putting them into an actual action plan, detailing what needs to be done, by whom and by when, you can ensure that each task (or tactic) is done on time and will therefore take you that step closer to reaching your objective.

That, ladies and gentlemen, is basically it!

By following these logical steps you can:

• gain a greater awareness of the environment in which you operate


• avoid major pitfalls that may come your way


• realise your strengths


• overcome weak points


• take advantage of opportunities that are presented to you and much more

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Wiki Constructing a 30-60-90 Day Business Plan

As part of the interview process, many medical device companies will ask the candidate to construct a 30-60-90 day plan. Even if it is not required, doing so will demonstrate to the hiring authority the candidates' serious intentions towards the particular position they are interviewing for. A well thought out plan will include a preliminary preparation plan in addition to a concise and detailed business plan that includes both tactical and strategic initiatives. I cannot emphasize how important it is to lay out a detailed and well thought out plan. An investment of maybe 3-4 hours will be more than worth the time and effort when the job offer is extended.

-Preliminary preparation-

Preliminary preparation includes initial company research and is more strategic than tactical. If the company is publicly traded, one would want to obtain the annual reports that are available for investors and potential investors and study them. Often, company information on private companies can be purchased through sources such as Hoovers, Zoom Info, or Dunn & Bradstreet. A candidate will also want to meet with the district manager to discuss market analysis and target market, territory, and features/benefits of the products and services offered by the company. For the business to business salesperson, it will be essential to familiarize oneself with the language and buzzwords of the medical and pharmaceutical field. For the medical sales rep, this would be the time to conduct further research on the products and services being offered by the company as well as construction of competitive analysis.

-30 days-

The first 30 days should not only include a thorough understanding of the internal workings of the company, but also include a plan to introduce oneself to all customer contacts. Learning the email system, customer retention management system (CRM), reading and understanding company policy and procedure, attending training programs, mastering product knowledge are all tactical initiatives. Most quality companies do train their sales staff extensively (whether for pharmaceutical sales positions, biotech sales jobs, clinical and research laboratory sales opportunities, or medical device sales). Strategic initiatives include broadening knowledge in the field of medicine, identifying trade groups, and thoroughly understanding the target market.

-60 days-

The next thirty days includes more field time, less training, and more customer interaction. Tactical initiatives would include fine tuning the driving route through the territory, detailed call plan, and fine tuning presentation style. Strategic plans would include studying additional material regarding sales style, meeting with the district manager to discuss progress, and joining industry specific professional groups.

-90 days-

The tactical part of the plan should contain development and implementation of a specific "game plan" which includes setting higher goals for six months and one year, developing target lists of accounts based on needs analysis, and creating and implementing a measurable results call plan. Strategic initiatives would include attending professional networking events, meeting with sales team to assess strengths and weaknesses of the territory, continual research in the medical industry as well as improving sales presentation skills.

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Wiki Coffee Shop Business Plan - The Basic Points You Must Cover

Many coffee shop owners do not realize the importance of having a good coffee shop business plan. A business plan is basically a document that list down your competitive strategy and execution during the operations. Having a compelling strategy will inspire you to great heights in business success and having a good execution business plan will ensure that your castle is not built on clouds. It forces you to dream big and at the same time to come out with operations to make this dream a reality.

Having a well thought out business plan will give you an advantage over your competitors. It give any your potential bankers and investors a big boost in confidence in your vision. They realized that most of the coffee shop owners cannot put down their strategy into paper; mush to execute them well.

In general, the language in the coffee shop business plan should be factual and business like. You can use any prospectus of a listed company as a reference. You may say that you are not going for listing! You must realize that the investors are really looking for good deals and there is no better way to show them you mean business by having a world class business plan. Use graphs and government statistics to back up your research and this will give you instant credibility. A good business plan will basically cover two things, your business strategy and execution.

A. Strategy

A strategy is the goal you want to achieve in your business in the short run, which is the first one year and for the long run, which is 5 year. As this is a big topic by itself, I shall cover the few critical components briefly.

i) Target market

The first thing you must cover is your target market. This includes the demographics, where they eat and how affluent they are. Then you need to estimate the market size. This will depend on how big an area you think you can realistically cover.

ii) Competitions

No business exists by itself. If there really is none, that is a sign of no demand in the market. You must list down your nearest competitor in your chosen niche and their strengths and weaknesses. If you can, list down their revenue per month and estimated market share as well.

iii) Your Unique Selling Proposition (USP)

Your USP is how you position you business differently from other competitors. It answers the question of why your customers must be crazy not to do business with you compared with your competitors. It could be your quality food, your service, your cozy environments or your pricing. Give them a compelling reason why and they will flock to your coffee shop.

iv) Target location and rationale

The location you choose to start your business really depends on your USP. You may choose to do an upscale coffee shop and naturally, a nice and relaxed environment is important. The renovation costs and may skyrocket but you can charge more for your products. You may want to pick a shopping mall to cater for students or workers who wants to relax. If you choose to compete on speed and delivery, you are catering more on the morning crowd who wants a quick sip of coffee and quality food.

v) Management team/investors

In this section, you must list down who is in your management team or investors. An experienced manager or investors with more than twenty years running a coffee shop is more valuable than a new one. So, it makes sense to have someone who knows the operations well.

vi) Risk factors

All business carries some inherent risks. This may be the changing taste and demands, technology changes, legal and regulatory changes and new entrants. You must anticipate them and take the necessary actions to mitigate them.

vii) Exit strategy

You may provide some plan for exiting in two scenarios. First, you made a lot of money and plan to open more chains. Then, you need a lot of investor financing by selling some shares to them. Second, if the business fails, you may want to negotiate to shorten the lease on the shop and find ways to sell off the coffee equipments.

B. Operations

This part covers the detailed aspects of the day to day running of your coffee shop business. This is where the rubber meets the road and you must successfully execute to get your business off the ground.

i) Startup costs

These are the costs to get your business off the ground. These include renovation, coffee shop layout, cost of buying or leasing equipments and legal costs like license and permits. How much you need to spend depends on your USP you have targeted.

ii) Monthly revenue and expenses

After estimating the market size in your niche, you can estimate how many customers you can have as you monthly revenue. You can then estimate the monthly operating costs, which includes leasing, staff salaries and utilities. You must estimate how much cash you need to sustain for the slow months, especially in the early months of operations.

iii) Operations

This covers the day to day operations of you coffee shop such as operations hours, how many staffs are in the kitchen and serving customers as well as the type of furniture you need to buy. You may also detail down the types of kitchen utensils to buy and when the equipments need to be serviced.

iv) Marketing

You marketing methods will depend on your USP and the image you want to portray. If you plan to do an upscale type, you can send postcards or flyers to your local areas. You can also organize special events like birthday parties or meetings. You company logo and staff uniforms also must reflect this upscale image.

If your niche is speed and price, you may advertise in a billboard near any busses or transit railways. You may want to give out special discounts for regular customers.

v) Funding needs and sources of funds

You may start by using your own funds but as your business grows, you will need more financing. If the interest rate is favorable and you have been in business for over a year, you may approach banks for borrowings. If not, look for investors who are wiling to take some risks. Even if all else fails, you can still get your supplier to finance you in the form of discounts or longer repayments. See if you can qualify for any small business grants from the government.

Conclusion:

After finishing the first draft, you may want to get someone experienced such as a lawyer or accountant to give a second opinion. It may take you a few more draft before it is ready to be presentable to the investors. You are advised to revise this at least yearly to see if it is still applicable.

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Wiki Credit Repair Business Plan

Here's the executive summary of a Credit Repair Business Plan:

• a description of your company, including your products and/or services


• your mission statement


• your business's management


• the market and your customer


• marketing and sales


• your competition


• your business's operations


• financial projections and plans

For someone looking for a credit repair business plan, a simple description might be "Ace Credit restoration provides credit restoration services to help consumers attain good credit and therefore have more attractive financing options. The company provides credit repair on a fee-for-service model charging $800 to $2000 per client and reaches new clients via relationships by credit-dependent professionals (real estate, car dealers, etc.), financial professionals (tax, insurance, financal planners), consumer direct marketing (internet, radio, tv, postcards), and past-client referral cultivation.

Any business plan should then talk about management, which refers to your experience. If you have experience managing a team, attention to detail, and/or financial experience, this is relevant and should be included.

When writing about your client, the consumer, you'll find there are about 70 to 80 million americans with bad credit, many millions of whom will need to finance a home or car or other purchase and will therefore be interested in purchasing credit repair services. While some people do attempt credit repair on their own, credit is becoming increasingly complex and important. Fewer people succeed or event attempt it, and like dealing with plumbing or auto repairs, most are willing to pay a professional to get it done right.

Next, you should include a specific marketing breakdown. We have found that at first, referral relationships are a great place to start. By offering "credit repair seminars" or "lunch and learn" events to local real estate agents or car dealers, you can quickly position yourself as an expert, develop referral sources, and help them sell more homes or cars. As your business grows, you'll want to branch out into mass media, internet marketing to increase your visibility and scale up your operations.

The next section generally will cover competition, which of course varies by market. Currently, the credit repair business is still open and largely driven on referrals at time of need, meaning people often get their credit restored when preparing to buy a home or car, or after being declined for some type of financing (i.e. a credit card at better terms than they have presently). Longer term, the internet is a massive source of business that still has substantial opportunity. One still largely untapped area needing someone to execute their credit repair business plan is in the area of social marketing (i.e. Facebook) and joint ventures with point-of-need media i.e. a referral relationship with leading real estate websites, car dealer websites, etc. who depend on attractive financing.

Next, your plan should cover operations. You can run a credit repair home based business, or you can use office space. One under-used idea is renting a desk inside a busy real estate office. This can provide more than just a professional meeting place, but the proximity of agents who depend on their clients having good financing will virtually guarantee some clients are delivered to you. This can also help embed your credit repair business into the local ecosystem of potential referring businesses such as mortgage, insurance, and financial professionals. Most real estate offices would be open to renting a desk or office within or nearby the facility. Another option for your credit repair business plan is to run a home based credit repair business, but have a set schedule at local real estate offices or car dealers to review any new files and answer questions the agents or dealers might have.

Financial projections and plans in your credit repair business plan should address startup costs and revenue, and possibly even exit such as sale of the company. Since there are systems that provide more than just software, but complete turn-key systems (similar to a franchise) including training to make you the expert, unlimited paralegal support, annual conferences, marketing support, legal support, and much more you should investigate your options.

Obviously success varies by talent, work, resources and abilities with any business opportunity. That said, we know of affiliates who have taken their credit repair business plan and executed on that plan, grossing over $100,000 per month. If you like the idea of being your own boss and earning an executive level income, we encourage you to take look at your business plan as just the first step an an exciting new venture.

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Wiki Business Planning - Short Term, Medium Term and Long Term Goals

As the owner or executive of a business, you have business goals. You have your 5-year goals or your long-term goals, and then there are steps along the way to reach those goals: medium-term goals and short-term goals.

If you were a retailer you might have the following goals:

Short term: sell a certain amount each sunny day, a certain amount each rainy day, a certain amount each holiday, weekend and weekday.

Medium term: Identify your best suppliers. Establish relationships with the most efficient, timely, reliable and innovative suppliers. Attract a higher number of baby boomers than your competition.

Long term: Continue to create innovations in the marketplace that can set you apart from your competition, such as innovative loyalty programs or bleeding edge point-of-purchase technology.

In business planning and business performance management, key performance indicators (KPIs) are fundamental to knowing where you are in your path towards a certain goal.

This is what Wikipedia says about KPIs:

A performance indicator or key performance indicator (KPI) is a measure of performance. Such measures are commonly used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals. KPIs can be specified by answering the question, "What is really important to different stakeholders?"

Wikipedia mentions long-term, but that misses out on important short-term and medium-term goals which I'll explain shortly. The other key term here is "stakeholders."

Each goal, whether short-term or long-term, has different stakeholders.

If you have daily retail sales goals, then a store manager has to have access to data that shows him or her in real time what's going on in the store.

If you have quarterly or yearly goals vis-a-vís your suppliers and different customer segments, then an operations person or sales director needs access to information that shows how you're doing along these paths.

If you have long-term plans to create innovative solutions and become a market leader, then the CEO or owner needs access to key data to know how you're doing against these plans.

Different time-frames, different stakeholders, different goals, different KPIs.

What tools are available to help you along the path?

David Abdo wrote a post entitled "Business Intelligence Software: Who Is It Really For?" where he argued for the democratization of business intelligence software across the enterprise.

The existence of a multi-tiered goal structure as illustrated above implies the requirement of a company to implement a business intelligence tool that's accessible to all people within the company.

What are your thoughts on the matter?

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Wiki Preparing a Business Plan - 4 Important Factors to Consider

A business plan is a written outline about a whole new project that tends to deliver something new or unique in addition to keeping in mind the economic and practical feasibility of that project.

Having said that these plans about a project should be feasible in all aspects, preparing it would take lot of accurate calculations. So, here are some of the important things to be taken care of while preparing a business plan.

The readers should understand that it is a decision-making tool. So, everything should be accurate, to the point and absolutely possible. For example, the objective of the project should be clearly mentioned and the all aspects in the particular plan should be working towards achieving the object. It should not deviate even one bit. The presentation of the plan should be clearly understandable.

When you prepare a business plan, it is very important that you do not look it from your own perspective. It is the global market that you are going to concentrate when you present a plan. So, try to bring in facts, details and calculations about the competitor in the same field and how your plan is better than the competitor.

The main aim of your plan is to get someone to support your new venture. If you are clear about the competitor and the market, it is invariably true that you will impress the audience.

Another important thing to keep in mind while preparing a business plan is to never make assumptions or to give baseless calculations. The people analyzing your plan are highly qualified and aware of every tiny bit of information you give during your plan presentation.

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Wiki Restarting Your Business With a Mini Business Plan

One of the biggest mistakes people make in direct sales is what I call the hobby approach. Too many of you are working your business when you have some extra time instead of making it a priority. Approaching your company like a business is directly related to your level of success. As you restart your direct sales business, consider starting out with a business plan. You can make it a "mini" plan to begin with and we can work on expanding it later.

You do not have to devote hours upon hours to your business if you are not in the position to do that. Many successful direct sellers work their business part time for many months or years before they are able to switch to full time. I have seen several articles about this topic but for some reason it is much easier said than done. The key to all of this is not the amount of time, but rather what you do and how consistent you are in your activities.

Your solution is a plan and enough discipline to stick to it. Ideally, you are operating your direct sales business with a full-fledged business plan. Not one etched in stone, but a living document that focuses your business and documents your mission, your niche market, your benefits and your work plan.

Often, when you are starting or restarting your business, you just don't know enough to develop a full business plan. That is not a problem. Start instead with a mini plan and don't worry about having it perfect the first time. You can revise and expand as you learn and your business grows. As long as you include the essentials, you will have a map that you can follow. This will make all the difference in bringing consistency into the way your work. Start your plan by answering these important questions:

Who is your target market?

Don't say everyone. You'll be much more focused and effective if you target a niche. It can be anyone you want - choose a market that fits with your product and your style. Don't worry if it does not match your current network. Women over 50, military moms, people starting out in direct sales, millenials in college, and middle class families living in the Midwest are a few examples of niche markets. This part of your business plan tells you where to focus your marketing efforts.

What are your products?

State all the things you are selling. Are you just focusing on product sales? Do you also want to recruit team members? What about advertising revenue? Is that part of your business model as well? Give this a thought. You can start small and add more revenue streams down the road. This part of your business plan tells you what do each week and how to prioritize them.

What makes your products special?

What problems are you solving through your products? List each product category (e.g. skincare regimen, business opportunity, skincare tips). List the problems and the solutions you are providing to your customers. This will help you highlight the benefits of your business to potential customers and where you differ from your competition. This part of your business plan tells you what to emphasize in your prospecting and marketing efforts.

What are your business goals?

What do you want to accomplish as you start or restart your business? Include short term (first month, first 3 months) and longer term (1 year). Try not to go too far out in time at the onset. Write all your goals down and then make one your primary goal and all others your secondary goals. For example, a primary goal might be "$500 in sales the first month" while your secondary goal is "recruit 2 team members in the first 3 months". Keep your number of goals to a minimum. This part of your business plan will help you prioritize tasks each week.

Your business plan can be a "mini" plan and still be very effective at guiding your work. You will revise and expand your mini biz plan as you learn and your business grows. Let me know if you have any questions and feel free to share your goals and plan with us.

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Wiki A Sample of a Bakery Business Plan

In a bakery business, preparing a business plan is very necessary, as it gives you and the investors an absolute idea about how you would realize and execute the entire business plan options. This vital part is commonly known as the executive summary of the whole plan.

Category of the Business

Prior in planning anything, get acquainted with the diverse types of business you can start. There are three general ways you can start a bakery business.

• You can begin a retail bakery business, where customers can buy bakery foods from you in a bakery shop. You can also choose to have a bakery restaurant, where people can buy and eat in your restaurant.


• Another way, you can start a wholesale bakery business where you sell bakery products to the retail bakery shops and restaurants.


• Lastly, you can work as retail and wholesale bakery business entrepreneur. It helps you gain more revenues and earnings. It also helps you get the most parts of the prospective market and consumers.

Bakery Products and Services

After you decide which type of business to go for; you have to choose about cooking specialties. There are selection of bakery products, such as, cakes, pastries, breads and a lot more so you may choose only some specialty items or may go for all the bakery pleasures. If you choose to go for retail business with a shop or restaurant, it is best to keep array of products so that you can cater to different customer demands. You need to give meticulous consideration to all the products and services you will be providing to the customers.

Market Research

This part is one of the significant steps in any business plan. You need to know necessarily about your competitors that can be locally well recognized bakery shops or branded bakery products. You must be responsive of the business strategies, promotional plans and specialty products of your rivals. It helps you in marketing your products

Capital Venture

Your business plan must comprise the details about how you are going to put in money to the business. You should plan as to how many employees need to be selected and their salary, and a lot more. You will have to think about the land investment, whether you are going to buy, rent out a shop or place to put up business. You need to make preparations to meet these operating costs in the initial stage of the business.

Bakery Design

Every type of bakery business always needs different arrangements. Your work is moderately easy if you are going for a wholesale bakery business. All you need to do is, get the orders from retailers and provide them with demanded products with the help of skilled employees. You do not need to have an attractive spot, set up for wholesale bakery business. But if you are planning to start a bakery with a restaurant, then you have to give attention to a lot new details, such as, atmosphere of the bakery, sanitation of the bakery, chairs arrangement for customers, and eye-catching display of food products. You also have to think if you are going to keep waiters or adopting self service process.

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Wiki Use a 30-60-90 Day Business Plan For Job Interview Success

Candidates are always looking for an edge in job interviews, and they try to gain that edge in different ways: crafting a killer resume, dressing for success, practicing interview questions and answers, researching the company, building a brag book, or even practicing positive body language. However, one thing candidates often overlook, or never even consider, is creating a business plan for interviews. Simply put, this type of plan is a short one-to-three page document that states in as little or as much detail as necessary what a candidate will do in the position that he or she is interviewing for.

To write a personal business plan correctly, you have to take the time to think out the position, your goals, and the company's goals. You have to research the company and your specific desired position in it, analyze what it takes to be successful, and write what is, essentially, a "to-do" list for yourself. This list should take the form of incremental goals, ideally organized into a 30-day plan, a 60-day plan, and a 90-day plan. It is a lot of work to do before you even know if you're hired, but this kind of effort will set you apart from other job seekers and absolutely get a hiring manager's attention. Not only that, but it will increase your chances of success once you do get the job... because you've already mapped out how to be successful.

The 30-day part of the plan is the easiest to put together. In your research of the company and your discussions with the recruiter you are working with, you should discover what the company's training plan looks like-how long it takes and where you receive it. So most of the items in your 30-day plan should be along the lines of attending training, mastering product knowledge, learning specific corporate systems, traveling to learn your territory (if you're in sales), meeting other members of the team, or reviewing accounts.

The 60-day part of the plan usually includes more field time, customer introductions, reviews of customer satisfaction, fine-tuning your work schedule, and getting feedback from your manager.

The 90-day part of the plan is the "getting settled" part of your new job. It should include things that take more initiative on your part: landing your own accounts, scheduling programs, or coming up with new ways to get prospects' attention (again, if you're in sales), as well as continuing to get performance feedback and fine-tuning your schedule.

Keep in mind, these examples are extremely generalized. The more specific you can be in your plan, the better. Research the company and the position, even if you've done the same kind of work for years. Your business plan doesn't have to be long and complicated, but it does have to show that you've done your homework, analyzed this job, and thoughtfully considered how you can best serve this particular company. That's the edge that will get you hired.

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Wiki A Draw-Down Schedule Is Vital For Every Business Plan

Every business concept has brilliant ideas or elements in them. Unfortunately, great ideas are not enough to produce a great business. I have seen hundreds of great ideas, but few of those great ideas end up creating a new business because so many 'would-be' business owners lack either the experience or the expertise to successfully manage their great concepts into cash-rich businesses.

Go ahead and develop your business concept. Identify and consult all the professionals essential to the project [accountants, lawyers, engineers, designers, architects, builders, and trades ]. Now you will have a clear understanding of what is involved in completing the implementation of your project.

You have sourced competitive quotations on the costs each profession needs to charge for their professional work, the input of the various trades and the materials for each task and stage of the complete job. So eventually, you have brought all this information together with the scheduling plan of your project manager. Now you can place every task, stage and the corresponding cost into a timeline format.

So, the draw-down schedule brings together each task, the cost of that task or stage, and the time in which the work is to be completed. These are the 3 elements of a draw-down schedule.

When all this is completed you may now quantify the draw-down schedule, where you need to pay each contractor or professional as they complete their stages of your project.

How to do this? Create a timeline with markers at regular intervals, indicate each month of the project implementation phase. [Tip: Number the first month of project implementation as Month 1 etc. Therefore, if there are delays in starting, you don't have to re-write the spreadsheet.]

Now locate each component of your project on that timeline, show when each piece of the task needs to begin, and when it should be ended. You may find that this is quite complex. If you're doing this on paper it may take a few tries to finalise. This will depend upon the complexity of the project implementation.

If you're recording the timeline on a computer you may need to re-sort the information a few times to get it all ordered. Now plot on this timeline axis a place for the expenditure for each component of the work. When this is done for every piece of the project you shall have a $$$ value for the amount of capital needed to pay for all the work. Make sure that you include the costs of accessing the investment funding, any commissions payable etc.

When you identify the amount of capital you and your fellow shareholders have in hand at the start, you shall be able to identify the point in time when you shall need to have access to an investor's funds to continue the development program.

Now your 'draw-down schedule' is complete. This is a vital piece of information you need to bring to us, as we prepare your winning business plan. Your detailed work demonstrates to the investor that you understand the complexity of all the dimensions of the project, and have thoroughly prepared for the implementation phases of your new business venture.

For a quality business plan not only sells your investment opportunity to an investor, it also demonstrates your competence. The investor shall place a high value on your capability and preparedness, as they will on the profitability, or the impact of the project.

Make sure that you utilise great professionals to ensure that your great idea, becomes a successful new venture in every way!

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Wiki Chinese Restaurant Business Plans - Why You Need One

When you start a business you have to know what you are getting yourself into. The restaurant business can throw many surprises at new owners so you must do your research and know exactly what to expect. Many owners of Chinese restaurants that failed within the first year will blame their failure on a lack of planning. If you spend some time researching and writing a business plan for your Chinese restaurant then you will be more likely to see your business succeed.

There are many reasons why it makes sense to prepare a business plan prior to opening a restaurant. Some benefits will seem obvious to you at first but others may not yet have occurred to you.

In the following article we highlight some of the reasons why you need to put together a restaurant business plan before you take the plunge and open up the dim sum or Beijing cuisine restaurant that you have been dreaming about.

Avoid Mistakes

When you start a restaurant you will have to make a lot of different decisions. Some of these decisions can be difficult or expensive to reverse at a late date so you must be sure that you make the correct choices the first time around. By doing the right kind of research and planning you will be able to make informed decisions instead of just guessing.

Imagine opening a Chinese restaurant and then discovering that there are too many located nearby or that there is a trend towards European style cuisine over Asian food among households in your area. In some cases you would have to correct a poorly informed decision by totally re-branding your business and paying for new interior decorating, a new logo, new menus and much more. Your business plan should let you know the right path to follow at the right time.

Clarify Thoughts and Ideas

By writing a business plan you will be able to turn your loose ideas into something more concrete. As you research and write you will allow some of your ideas to evolve and you may come up with new ideas altogether. You may even decide that the ideas that you had originally are not viable at all and look at a totally different business model or industry.

Prove the Viability of Your Proposal

While a business plan is essential for proving the viability of the proposed business to yourself as the future owner, you may have to provide proof to other parties as well. Lenders will want to know more about your business before you can borrow funds from them. Equity investors will want to know what kind of return they will be getting on their investment before they invest. You may even find that a business plan can come in handy when it comes to negotiating a lease with the owner of a commercial space that you would like to rent.

Identify Difficulties and Challenges

It is easy to dream about the Chinese restaurant that you would love to set up and how glamorous it must be to own a restaurant. However, you may be viewing the prospect of being a restaurant owner through rose tinted glasses without imagining the difficulties that go along with it. Some business plan formats encourage you to perform a SWOT analysis. In such an analysis you look at strengths, weaknesses, opportunities and threats. By asking the right questions you will come to learn about the weaknesses of your business model and how you can strengthen them. You will also be challenged to analyze some of the threats that could affect your restaurant and to come up with contingency plans to deal with them.

Assess Startup Requirements

It is important to understand that launching a new Chinese restaurant is a process and a business plan can help you to manage this process. You must have a clear idea of what you need and a schedule so that you can proceed to set up an operational restaurant in an organized manner. There are many things that have to happen in a logical order before you can open your doors to diners. To fully understand each step you will need to know your startup costs, where the funding will come from, how you will acquire equipment, when you will hire staff and much more. There will also be actions that you have to take to comply with local rules and regulations relating to restaurant owners.

Understand Exactly What You Want

You need to know exactly what you want before you can map out a path to get there. Your Chinese restaurant business plan will help you to set some realistic goals and targets. Goals could be related to monthly gross or net profits, restaurant capacity levels or customer satisfaction for example. Once you have set some reasonable goals you can then look at putting systems in place to achieve them.

Make Your Chinese Restaurant Marketable to Potential Buyers

There comes a point in most restaurant owner's lives when they decide to sell their restaurant. When this day comes you can be sure that prospective buyers will want to examine a huge amount of information about the business before they decide to make an offer. If you have an up to date business plan it could make it easier to supply most of the information that a buyer would need. If your plan does a good job at explaining the present situation in the restaurant and outlines a way forward to further growth then it could become an invaluable resource for you, and the new owner.