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[Business Plan Title]

[Business Plan Subtitle]

[Street Address][City, ST ZIP Code]

p. [Telephone]f. [Fax]

[!ail]["eb address]

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Table of Contents

I. Executive Summary2

#i$hli$hts

%b&e'ti(es

)ission State!ent

*eys to Su''ess

II. Description of Business 3

Co!pany %+nership-e$al ntity

-o'ation

Interior

#ours of %peration

Produ'ts and Ser(i'es

Suppliers

Ser(i'e

)anufa'turin$

)ana$e!ent

Finan'ial )ana$e!ent

Start/pA'0uisition Su!!ary

III. Marketing 3

)ar1et Analysis

)ar1et Se$!entation

Co!petition

Pri'in$

IV. Appendix 3

Start/p xpenses

2eter!inin$ Start/p CapitalCash Flo+

In'o!e Pro&e'tion State!ent

Pro3t and -oss State!ent

Balan'e Sheet

Sales Fore'ast

)ilestones


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Brea1(en Analysis

)is'ellaneous 2o'u!ents


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Executive Summary

Write this last so that you can summarize the most important points from your business plan.

Provide a concise but positive description of your company, including objectives and

accomplishments. For example, if your company is established, consider describing what it set out to

do, how it has accomplished goals to date, and what lies ahead. If new, summarize what you intend

to do, how and when you intend to do it, and how you thin you can overcome major obstacles !suchas competition".

#ou can also choose to use the following four subheadings to organize and help present the

information for your executive summary.

$ote% to delete any tip, such as this one, just clic the tip text and then press the spacebar.

ig!"ig!ts

&ummarize ey business highlights. For example, you might include a chart showing sales, expenses

and net pro't for several years.

$ote% to replace the sample chart data with your own, right(clic the chart and then clic )dit *ata.

#$%ectives

For example, include a timeline of the goals you hope you to achieve.

Mission Statement

If you have a mission statement, include it here. +lso include any essential points about your

business that are not covered elsewhere in the executive summary.

[BUSINESS PLAN TITLE] [SELECT !ATE] "


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&eys to Success

*escribe uniue or distinguishing factors that will help your business plan succeed.

!escri#tion of Business

$ive a #ositive% concise% an& factbase& &escri#tion of your business' what it does, an& what is going

to mae it uniue, competitive and successful. !escribe special features that will mae your

business attractive to potential customers and identify your com#any(s #rimary goals and objectives.

'ompany #(ners!ip)*ega" Entity

Indicate whether your business is a sole proprietorship, corporation !type", or partnership. If

appropriate, de'ne the business type !such as manufacturing, merchandizing, or service".

If licenses or permits are reuired, describe the reuirements for acuiring them and where you arein the process.

If you have not already stated whether this is a new independent business, a taeover, a franchise or

an expansion of a former business, include that here.

*ocation

-emember that location is of paramount importance to some types of businesses, less so for others.

• If your business doesnt reuire speci'c location considerations, that could be an advantage and you

should de'nitely note it here.

• If you have already chosen your location, describe the highlights/you can use some of the factors

outlined in the next bullet as a guide or other factors that are essential considerations for your

business.

• If you dont yet have a location, describe the ey criteria for determining a suitable location for your

business.

0onsider the following examples !note that this is not an exhaustive list and you might have

other considerations as well"%

What ind of space are you seeing and where1 Is there a particular area that would be

especially desirable from a mareting viewpoint1 2ust you have a ground(3oor location1 If so,

must your location be easily accessible to public transportation1

If you are considering a speci'c site or comparing sites, the following may be important% 4ow is

the access5tra6c 3ow1 +re the paring facilities adeuate1 Is the street lighting su6cient1 Is it

close to other businesses or venues that might aid in drawing the type of customers you see1 If

it is a storefront, does it attract attention or what must be done to mae it attract the type of

attention you need1

If signage is appropriate for your business% +re there local ordinances concerning signs that

might adversely a7ect you1 What type of signage would best serve your needs1 4ave you

included the cost of signage in your start(up 'gures1

[BUSINESS PLAN TITLE] [SELECT !ATE] )


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Interior

For some businesses, the interior of the business site is as important as the location. If that is the

case for your business, describe what maes yours wor well.

4ow have you calculated the suare footage you need1 4ave you done advance planning to ensure

that you will get the most of your space, such as what will go where1

+re there any special reuirements5modi'cations to the space that you will have to construct or

install1 *o you need landlord or other permission to do so1

If applicable, how will you display products1 *oes the layout have 3ow5features that contribute to

the ambience and5or potentially help to increase sales1

*escribe any special features of your business interior that you feel give you a competitive edge

over similar businesses.

ours of #peration

&elf(explanatory, but important for such businesses as retail stores or seasonal ventures.

+roducts and Services

*escribe your products or services and why there is a demand for them. What is the potential

maret1 4ow do they bene't customers1 What about your products or services gives you a

competitive edge1

If you are selling several lines of products or services, describe whats included. Why did you choose

this balance of o7erings1 4ow do you adjust this balance to respond to maret demands1

For product(based businesses, do you have or need inventory controls1 *o you have to consider

8lead time9 when reordering any items1 *o you need an audit or security system to protect

inventory1

$ote%

• If your products and5or services are more important than your location, move this topic before location

and hours of business.

• If you are providing only products or only services, delete the part of this heading that is inappropriate.

Supp"iers

If information about your suppliers/including your 'nancial arrangements with them/plays an

important part of your business, include the relevant information in this section.

Service

Whether your business products or services, use this section to address the level and means of

service that you provide to customers, before, during, and after the sale.

4ow do you mae your service!s" stand out against the competition1

[BUSINESS PLAN TITLE] [SELECT !ATE] *


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Manufacturing

*oes your business manufacture any products1 If so, describe your facilities and any special

machinery or euipment.

Without revealing any proprietary information, describe the manufacturing procedure.

If not already covered in the Products and &ervices section, describe how will you sell the products

you manufacture/*irectly to the public1 :hrough a wholesaler or distributor1 ;ther1

4ow will you transport your products to maret1

Management

4ow will your bacground or experience help you to mae this business a success1 4ow active will

you be and what areas of management will you delegate to others1

*escribe any other people who will be5are managing your business, including the following%

• What are their uali'cations and bacground1 !-esumes can be included in an +ppendix."

• What are their strengths or areas of expertise that support the success of your business1

• What are their responsibilities and are those clearly de'ned !particularly important in partnership

agreements"1

• What sills does your management team lac that must be supplied by outside sources or by additional

hiring1

If your business has employees, describe the chain of command. What training and support !such as

a handboo of company policies" will you provide to employees1 Will you provide any incentives to

employees that will enhance the growth of your company1

If your business is a franchise, what type of assistance can you expect, and for how long1 Includeinformation about operating procedures and related guidance that has been provided to you by the

franchiser.

,inancia" Management

+s you write this section, consider that the way company 'nances are managed can be the

di7erence between success and failure.


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and indicate how you intend to control the 'nances of your company. Include the following expenses%

rent, utilities, insurance, payroll !including taxes", loan payments, o6ce supplies, travel and

entertainment, legal and accounting, advertising and promotion, repairs and maintenance,

depreciation, and any other categories speci'c to your business.

#ou can also include information !or cross(reference other sections of this business plan if covered

elsewhere" about the type of accounting and inventory control system you are using, intend to use,

or, where applicable, what the franchiser expects you to use.

Start-p)Ac/uisition Summary

&ummarize ey details concerning the starting or acuisition of your business. !If this is not

applicable to your business, delete.

+s noted in the preceding section, include your table of start(up or acuisition costs in the +ppendix.

,ar-etin.

4ow well you maret your business can play an important role in its success or failure. It is vital to

now as much about your potential customers as possible/who they are, what they want !and dont

want", and expectations they may have.

Market Ana"ysis

What is your target maret1 !Who is most liely to buy your products or use your services1" What

are the demographics1 What is the size of your potential customer base1

Where are they1 4ow are you going to let them now who and where you are and what you have too7er1

If you believe that you have something new, innovative or that isnt generally available% 4ow do you

now that there is a maret for it/that people are willing to pay for what you have to o7er1

0onsider the maret you are trying to reach% Is it growing, shrining or static1

What percentage of the maret do you thin you will be able to reach1 4ow will you be able to grow

your maret share1

$ote% #ou might include a chart, such as the one that follows, to demonstrate ey points about your

maret potential at(a(glance.

[BUSINESS PLAN TITLE] [SELECT !ATE] /


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Market Segmentation

Is your target maret segmented1 +re there di7erent levels within the same type of business, each

o7ering a di7erence in uality, price, or range of products1

Is this maret segmentation governed by geographic area, product lines, pricing, or other criteria1

Into which maret segment will your primary business fall1 What percentage of the total maret is

this segment1 What percentage of this segment will your business reach1

$ote% + pie chart is a good way to demonstrate part(to(whole relationships, such as the percentage

of the target maret that falls into each major segment. :o change the shape of the data labels,

right(clic a label and then clic 0hange *ata >abel &hapes.

'ompetition

Who else is doing what you are trying to do1


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international imports1

4ow will you eep abreast of technology and changing trends that may impact your business in the

future1

+ricing4ow have you developed your pricing policy1

Which of the following pricing strategies might best suit your business1 -etail cost and pricing,

competitive position, pricing below competition, pricing above competition, multiple pricing, price

lining, pricing based on cost(plus(marup, or other1

What are your competitors pricing policies and how does yours compare1 +re your prices in line

with industry averages1

4ow will you monitor prices and overhead to ensure that your business will operate at a pro't1

4ow do you plan to stay abreast of changes in the maretplace, to ensure that your pro't margins

are not adversely a7ected by new innovations or competition1

Advertising and Promotion

4ow do you intend to advertise your business1

Which of the following advertising and promotion options o7er you the best chances of successfully

growing your business1 *irectory services, social networing websites, media !newspaper,

magazine, television, radio", direct mail, telephone solicitation, seminars and other events, joint

advertising with other companies, sales representatives, word(of(mouth, other1

4ow will you determine your advertising budget1

4ow will you trac the results of your advertising and promotion e7orts1

Will you advertise on a regular basis or will you be conducting seasonal campaigns1

4ow will your products be pacaged1 4ave you done research to see what type of pacaging will

best appeal to your customers1 4ave you done a cost analysis of di7erent forms of pacaging1

Strategy and Implementation

$ow that you have described the important elements of your business, you may want to summarize

your strategy for their implementation. If your business is new, prioritize the steps you must tae to

open your doors for business. *escribe your objectives and how you intend to reach them and in

what time parameters.

Planning is one of the most overlooed but most vital parts of your business plan to ensure that you

are in control !as much as possible" of events and the direction in which your business moves. What

planning methods will you utilize1

[BUSINESS PLAN TITLE] [SELECT !ATE] 1


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A##en&ix

Start-p Expenses

Business Licenses

Incor#oration Ex#enses

!e#osits

Ban- Account

2ent

Interior ,o&i3cations

E4ui#ment5,ac6inery 2e4uire&'

Item 7

Item 8

Item "

:otal )uipment52achinery

Insurance

Stationery5Business Car&s

Broc6ures

Pre9#enin. A&vertisin.

9#enin. Inventory

9t6er :list;'

Item 7

Item 8



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Determining Start-p 'apita"

?.


13/19

'as! ,"o(

,ont6 7 ,ont6 8 ,ont6 " ,ont6 ) ,ont6 * ,ont6 + ,ont6 / ,ont6 0 ,ont6 1 ,ont6 7< ,ont6 77 ,ont6 78

Startin. cas6

Cas6 In'

Cas6 Sales

2eceivables

:otal 0ash Intae

Cas6 9ut:ex#enses;'

2ent

Utilities

Payroll :incl=taxes;

Bene3ts

Loan Payments

Travel

Insurance

A&vertisin.

Professional fees

9>ce su##lies

Posta.e

Tele#6one

Internet

Ban- fees

:otal 0ash ;utgo

ENDING BALANCE



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Income +ro%ection Statement

:he Income Projection &tatement is another management tool to preview the amount of income generated each month based on reasonable

predictions of the monthly level of sales and costs5expenses. +s the monthly projections are developed and entered, these 'gures serve as goals to

control operating expenses. +s actual results occur, a comparison with the predicted amounts should produce warning bells if costs are getting out of

line so that steps can be taen to correct problems.

:he Industrial Percentage !Ind. " is calculated by multiplying costs5expenses by ?BB and dividing the result by total net sales. It indicates the

total sales that are standard for a particular industry. #ou may be able to get this information from trade associations, accountants, bans, or reference

libraries. Industry 'gures are a useful benchmar against which to compare the costs5expenses of your own business. 0ompare your annual

percentage with the 'gure indicated in the industry percentage column.

:he following is an explanation for some of the terms used in the table that follows%

Total Net Sales (Revenue): :his 'gure is your total estimated sales per month.


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In&= ? @an= eb= ,ar= A#r= ,ay @un= @ul= Au.= Se#= 9ct= Nov= !ec=Annual Total

Annual?

Est= Net Sales

Cost 9f Sales

$ross Pro3t

Controllable Ex#enses'

Salaries5a.es

Payroll Ex#enses

Le.al5Accountin.

A&vertisin.

Travel5Auto

!ues5Subs=

Utilities

,isc=

:otal 0ontrollable )xp.

ixe& Ex#enses'

2ent

!e#reciation

Insurance

Permits5Licenses

Loan Payments

,isc=

:otal Fixed )xpenses

:otal )xpenses

Net Pro3t5Loss Before Taxes

Taxes

NET PROFIT/LOSSAFTER TAXES

[BUSINESS PLAN TITLE] [SELECT !ATE] 7)


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+ro0t and *oss Statement

:his table essentially contains the same basic information as the income projection statement.

)stablished businesses use this form of statement to give comparisons from one period to another.

2any lenders may reuire pro't and loss statements for the past three years of operations.

Instead of comparing actual income and expenses to an industrial average, this form of the pro't

and loss statement compares each income and expense item to the amount that was budgeted for

it. 2ost computerized booeeping systems can generate a pro't and loss statement for the period!s" reuired, with or without budget comparison.

Proft and Loss, Budget vs. Actual: ([Starting Mont, !ear"#[$nding

Mont, !ear"%

[Startin. ,ont6% ear]D[En&in. ,ont6% ear] Bu&.et Amount over Bu&.et

Income'

Sales

9t6er

:otal Income

Ex#enses'

Salaries5a.es

Payroll Ex#enses

Le.al5Accountin.

A&vertisin.

Travel5Auto

!ues5Subs=

Utilities

2ent

!e#reciation

Permits5Licenses

Loan 2e#ayments

,isc=

:otal )xpenses

NET PROFIT/LOSS

[BUSINESS PLAN TITLE] [SELECT !ATE] 7*


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Ba"ance S!eet

Following are guidelines for what to include in the balance sheet% !For use in established businesses"

&ssets: +nything of value that is owned or is legally due to a business. :otal assets include all net

values= the amounts that result from subtracting depreciation and amortization from the original

cost when the asset was 'rst acuired.

Current &ssets:

Cas'/2oney in the ban or resources that can be converted into cash within ?@ months of the date

of the balance sheet.

Pett Cas'/+ fund of cash for small, miscellaneous expenditures.

&ccounts Receivable/+mounts due from clients for merchandise or services.

Inventor /-aw materials on hand, wor(in(progress, and all 'nished goods !either manufactured

or purchased for resale".

S'ortter* Invest*ents/Interest or dividend(yielding holdings expected to be converted to cash

within a year= stocs, bonds, certi'cates of deposit and time(deposit savings accounts. :hese should

be shown at either their cost or current maret value, whichever is less. &hort(term investments may

also be called 8temporary investments9 or 8maretable securities.9

Pre!aid E!ense/Goods, bene'ts or services that a business pays or rents in advance, such as

o6ce supplies, insurance or worspace.

$ongter* Invest*ents/4oldings that a business intends to retain for at least a year. +lso nown

as long(term assets, these are usually interest or dividend paying stocs, bonds or savings accounts.

"ied &ssets/:his term includes all resources that a business owns or acuires for use in its

operations that are not intended for resale. :hey may be leased rather than owned and, depending

upon the leasing arrangements, may have to be included both as an asset for the value and as a

liability. Fixed assets include land !the original purchase price should be listed, without allowance for

maret value", buildings, improvements, euipment, furniture, vehicles.

$iabilities:

Current $iabilities: Include all debts, monetary obligations, and claims payable within ?@ months.

&ccounts Paable+ +mounts due to suppliers for goods and services purchased for the business.

Notes Paable+:he balance of the principal due on short(term debt, funds borrowed for the

business. +lso includes the current amount due on notes whose terms exceed ?@ months.

Interest Paable+ +ccrued amounts due on both short and long(term borrowed capital and credit

extended to the business.

Taes Paable+ +mounts incurred during the accounting period covered by the balance sheet.

Paroll &ccrual+&alaries and wages owed during the period covered by the balance sheet.

$ongter* $iabilities+$otes, contract payments, or mortgage payments due over a period

exceeding ?@ months. :hese should be listed by outstanding balance less the current position due.

Net ,ort'+ +lso called owners euity. :his is the amount of the claim of the owner!s" on the assets

of the business. In a proprietorship or partnership, this euity is each owners original investment

plus any earnings after withdrawals.

2ost computerized booeeping systems can generate a balance sheet for the period!s" reuired.

$ote% :otal assets will always eual total liabilities plus total net worth. :hat is, the bottom(line

'gures for total assets and total liabilities will always be the same.

[BUSINESS PLAN TITLE] [SELECT !ATE] 7+


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Assets

Current Assets'

Cas6'

Petty Cas6

Accounts 2eceivable

Inventory

S6ortTermInvestment

Pre#ai& Ex#ense

Lon.Term Investment

ixe& Assets'

Lan&

Buil&in.s

Im#rovements

E4ui#ment

urniture

Automobiles5e6icles

9t6er Assets'

Item 7

Item 8

Item "

Liabilities

Current Liabilities'

Accounts Payable

Notes Payable

Interest Payable

Taxes Payable'

e&eral Income Tax

State Income Tax

SelfEm#loyment Tax

Sales Tax :SBE;

Pro#erty Tax

Payroll Accrual

Lon.Term Liabilities

Notes Payable

NETWORTH/OWNER’S

EQUITY/RETAINED

EARNINGS

TOTAL ASSETS: TOTAL LIABILITIES:

Sa"es ,orecast:his information can be shown in chart or table form, either by months, uarters or years, to

illustrate the anticipated growth of sales and the accompanying cost of sales.

Mi"estones

:his is a list of objectives that your business may be striving to reach, by start and completion dates,

and by budget. It can also be presented in a table or chart.

Break-Even Ana"ysis

Hse this section to evaluate your business pro'tability. #ou can measure how close you are to

achieving that brea(even point when your expenses are covered by the amount of your sales and

are on the brin of pro'tability.

+ brea(even analysis can tell you what sales volume you are going to need in order to generate a

pro't. It can also be used as a guide in setting prices.

:here are three basic ways to increase the pro'ts of your business% generate more sales, raise

prices, and5or lower costs. +ll can impact your business% if you raise prices, you may no longer be

[BUSINESS PLAN TITLE] [SELECT !ATE] 7/


19/19

competitive= if you generate more sales, you may need added personnel to service those sales

which would increase your costs. >owering the 'xed costs your business must pay each month will

have a greater impact on the pro't margin than changing variable costs.

"ied costs: -ent, insurance, salaries, etc.

-ariable costs: :he cost at which you buy products, supplies, etc.

Contribution Margin: :his is the selling price minus the variable costs. It measures the dollars

available to pay the 'xed costs and mae a pro't.

Contribution Margin Ratio: :his is the amount of total sales minus the variable costs, divided by

the total sales. It measures the percentage of each sales dollar to pay 'xed costs and mae a pro't.

%rea.even Point: :his is the amount when the total sales euals the total expenses. It represents

the minimum sales dollar you need to reach before you mae a pro't.

%rea.even Point in /nits: For applicable businesses, this is the total of 'xes costs divided by the

unit selling price minus the variable costs per unit. It tells you how many units you need to sell

before you mae a pro't.

%rea.even Point in 0ollars: :his is the total amount of 'xed costs divided by the contribution

margin ratio. It is a method of calculating the minimum sales dollar to reach before you mae a

pro't.

Note% If the sales dollars are below the brea(even point, your business is losing money.

Misce""aneous Documents

In order to bac up the statements you may have made in your business plan, you may need to

include any or all of the following documents in your appendix%

• Personal resumes

• Personal 'nancial statements

• 0redit reports, business and personal

• 0opies of leases

• >etter of reference

• 0ontracts

• >egal documents

• Personal and business tax returns

• 2iscellaneous relevant documents.

• Photographs

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