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Writing a business plan is one of the most useful things you can do when you're starting a new business. Not only is it a vital document for prospective investors, it's an important tool to help you focus on your business and how it will grow.
A good business plan will encourage you to:
Spot potential pitfalls;
Ensure you have efficient financial systems;
Work out how you will grow the business;
Measure how well you are doing.
Your business plan is likely to be read by a wide range of people - now and as the business grows - and you should have them in mind when you're writing it. The most obvious audience is banks and other investors such as venture capitalists and friends and family. But it might also be read by an organization that's considering giving you a grant, potential partners or someone interested in buying your business.
Even if your business plan is only meant for internal use it is still worth making it as professional as you can. It's important to be honest and realistic. Don't be afraid to sound enthusiastic about your company but avoid 'hype' which seasoned investors will see through immediately.
Don't include jargon and ask someone outside your business to read it to see whether it makes sense or contains errors or spelling mistakes. The typeface must be ten point or bigger, avoid zany fonts and save it in a way that's easy to email.
Follow a format
Professional advisors will expect you to follow an accepted format. Many high street banks and building societies offer free advice on writing a business plan and templates for you to use. There are also examples of successful plans that you can study on the internet but make sure that your plan reflects your vision. Demonstrating a passion for your business is as important as showing where the sales will come from.
A typical business plan is divided into the following sections:
An executive summary: Many investors make their decision based on this first section and it's sensible to write it when you've completed the rest of the plan. Don't make it longer than two pages and include the highlights from the sections that follow, although avoid turning it into a dull 'table of contents'. If you're using your plan to raise money be clear about an exit strategy so that investors know how long their money will be tied up for.
The business: Explain what you do, the sector you're in, what sets you apart from your competitors and your vision for the future. Mention any intellectual property you own such as patents.
Marketing and sales: Provide hard figures on the size of your market, your share in it and your main competitors. Who are your key customers, what trends drive the market and do you expect any developments? How will you sell and market your product or service? Put detailed research in an appendix.
Your team: Stress skills such as sales, marketing and finance and knowledge of the market or operations. Include advisors like lawyers and state what will be carried out in-house and what will be outsourced.
Your operations: Where are you based and do you own or rent the property and machinery? How old is it and will you need to replace it? Do you have stock and quality controls?
Financial forecasts: Provide forecasts for the next three to five years and include most detail for the first year. Cashflow statements will show that you have enough working capital. If you will need to borrow money describe how you will repay it and when. A profit and loss forecast must include projected sales, the cost of providing goods and services and overheads. Include a risk assessment that covers what you would do if disaster hit your industry.
Review your business plan regularly - at least once a year but more often if the market changes. It will help to keep you focused on your goals and allow you to make the most of opportunities that may crop up at short notice.
For business plan templates, visit: http://office.microsoft.com
See examples on: http://www.bplans.com and Chartered Institute of Marketing: http://www.cim.co.uk