How can you create your own Business Plan?

 The enterprise is what your business plan is all about. You are setting out to create an entity that consists of material things (buildings and equipment) and people. This entity must function smoothly and efficiently if it is to achieve a profit and thus a continuation of its existence.

The planning you do now can have a significant influence on the growth and success of your enterprise. It will be important for you to establish the philosophy that will provide guidance for the personnel to come. If you put into words how you want the enterprise to operate on a day to day basis, your personnel will respond accordingly.

In the early days of your business the organization will likely be structured around key personnel. However, in the longer term, as your business grows and you have more resources available the organization will probably be structured along product or service lines. Think about where you will be in 3 or 4 years and plan now for an appropriate organization structure.

Interview 

As you are creating your business plan you will be asked to project your revenues and expenses. It is important that you make these projections based on what you believe your enterprise can achieve. However, it would not be appropriate to undertake this without some basis for a “reality check”.

Industry

One way to do this is to compare your projections with what others in your chosen industry segment are currently achieving. To that end Plan Write provides a set of financial averages for a wide range of industry segments. You should select the segment that most closely relates to the market you have chosen to pursue. Having done so, after you have made your projections you will have the opportunity to compare your numbers against how others are performing.

If you are not able to find an industry segment comparable to that which you are pursuing you will be given the opportunity later in the process to enter averages you have been able to gather from independent research. 

Analysis 

In preparing to launch your business you may have a little or a lot of cash or you may be planning on using an investor’s money. In any case, you must determine how much capital will be required to keep your business going until sales generate enough revenue to offset your cost of operation. This is called a break-even analysis.

The break-even analysis is a tool to calculate the necessary sales volume required to recover the variable and fixed costs of producing your product.

From another perspective, “break-even” is the point at which your product stops costing you money for each unit sold and starts to generate a profit.

The break-even analysis depends on the following variables:

* Fixed operating costs

* Variable production costs

* The product's unit price

* Expected unit sales

In addition to helping you understand how much start-up capital will be required the analysis can also help you to:

* set price levels

* target optimal variable/fixed cost combinations

* determine the financial attractiveness of different strategic options

If you haven’t already done a break-even analysis, this exercise will probably be worth your time. 

Narration 

Non-disclosure Agreement 

The non-disclosure agreement is a helpful tool for providing some protection for the intellectual property inherent in your business plan. The agreement commits the signer to keep certain information confidential.

Having a non-disclosure agreement is valuable however, if litigation occurs, it is often difficult to determine what is and is not covered because the agreement is usually a broad statement. For example, since there is seldom a recording of what information is orally communicated during the presentation of your plan, if the information is not explicitly contained in the written plan it probably won’t be protected.

Even though you get a signed agreement, remember that a contract is only as good as the person signing it. If you are concerned about the integrity of someone who has asked to see your plan you should not expect the non-disclosure agreement to be of much value. You are better off limiting your exposure to those with a reputation for integrity.

Each country has laws regulating the validity of non-disclosure agreements. Some states show little concern for non-disclosure agreements and regularly find them invalid. Should the agreement have a flaw, it may provide no protection at all. In some states one invalid clause will invalidate the entire agreement. One can guard against this problem by seeking legal counsel on the validity of the agreement before reliance is placed on it, including the example provided with this product.

The ease of administration and broad protection make the non-disclosure agreement a valuable tool. Use it when deemed appropriate, recognize its limitations and use common sense when sharing your plan with others. 

The Enterprise 

You will need facilities to accommodate your personnel and your operations. How much space will you need? Where should it be located? What utilities and support organizations will be required? What city, state and federal regulations must be satisfied? When will expansion be required? These and many other questions must be considered as you prepare to build your enterprise. 

Product/Service 

While the enterprise is the engine for your business, your products and services are the fuel. You must be able to offer something to the market for which they are willing to pay a price that will generate a profit for your business. The prospect’s willingness to purchase your offering is influenced by numerous factors such as the economy or competitive alternatives but, in the end, it comes down to whether your offering is of value.

When you describe your product or service it is important to explain the various features that will be of interest to the prospect however, it is even more important to explain the value the customer will receive and when. Ideally you would like to be able to offer the prospect something that was critical to their survival and needed immediately, but rarely is that ideal achieved. Even so, there will be some degree of need and urgency.

For example, large businesses need personal computers to stay competitive these days. If you were to offer a new computer that was twice as powerful at half the competitor’s price what value would businesses place on your offering? Are the factors of price and power adequate to generate a sense of value and urgency to purchase or are there other factors such as reliability, availability or customer support that must be considered as well.

In addition to these considerations you must also describe what it will cost to produce your product or service. Your cost can be influenced by various factors such as materials cost, lead times for parts inventory, availability of qualified personnel, use of state of the art technology, quality assurance procedures and cost of storage. A full and clear understanding of these costs will have a direct impact on your ability to support your proposed pricing later in the plan. 

The Market 

Throughout the country or the world there are many businesses or individual consumers who “might” purchase your product or service. Your challenge is to identify that subset of the market that will “probably” purchase what you have to offer. If done properly, this will provide the focus necessary to help insure the highest return for your marketing/sales expenditures. Depending on whether you are selling your offering to individual consumers or a business, there are definite differences in what you will consider when defining market segments.

The first thing you can establish is a category of need that your offering satisfies. The following categories may help.

For businesses, their need may be:

* Strategic - your offering is in some way important to the enterprise mission, objectives and operational oversight. For example, a service that helped evaluate capital investment opportunities would fall into this domain of influence. The purchase decision for this category of offering will be made by the prospect's top level executive management.

* Operations - your offering affects the general operating policies and procedures. Examples might be an employee insurance plan or a corporate wide communications system. This purchase decision will be made by the prospect's top level operations management.

* Functional - your offering deals with a specific function within the enterprise such as data processing, accounting, human resources, plant maintenance, engineering design, manufacturing, inventory control, etc. This is the most likely category for a product or service, but you must recognize that the other categories may also get involved if the purchase of the product or service becomes a high profile decision. This purchase decision will be made by the prospect's functional management.

For the individual consumer, their need may be:

* Social Esteem or Pleasure - your offering satisfies a purely emotional need in the consumer. Examples are a mink coat or a diamond ring. There are some products that are on the boundary between this category and the Functional category such as a Rolex watch (a Timex would satisfy the functional requirement and probably keep time just as well).

* Functional - your offering meets a functional requirement of the consumer such as a broom, breakfast cereal or lawnmower.

Then you should establish what the need is and who is most likely to experience that need. Your segmentation will be determined by a match between the benefits offered by your offering and the need of the prospect. Some "need" categories for segmentation include:

Reduction in expenses

Improved cash flow

Improved productivity

Improved manufacturing quality

Improved service delivery

Improved employee working conditions/benefits

Improvement in market share/competitive position

Need for education

Involvement with social trends 

Strategy 

As you define your business and marketing strategy you will consider many factors.

The image you choose to portray of your enterprise and your products or services affects all the rest of your strategy. For example, when you think of IBM, is the image that of a provider of computers or of an information technology service provider? While the image of IBM as a computer manufacturer has been developed over many years they are a relatively recent entrant into the IT services business. IBM didn’t want to change their corporate image so they worked hard at creating a unique image for their service. Last year they provided over 12 billion dollars of IT services.

When you settle on the image you wish to project you can then define your promotion strategy as it relates to publicity and advertising.

Publicity is “free”. It occurs because the media believes the information will be of interest to their audience. You should plan what media you are targeting for publicity, how you intend to generate the interest, what form the publicity will take and when the publicity will occur.

Advertising is “paid” promotion of your image, product or service. Advertising can take many forms, from calendars to coffee mugs to billboards to magazine ads to radio and TV spots. In most cases advertising is expensive, so you should plan carefully, making sure that the advertising is well focused on your target markets with a high exposure per dollar invested.

Pricing of your product or service is often one of the most difficult decisions when defining your strategy. Your pricing strategy is heavily influenced by whether your objective is cash generation or market penetration.

Cash generation is possible if you can price the offering significantly higher than your cost to produce. To achieve this there must be minimal competition. This could be because you are the first to the market, you have a monopoly on the market or because you are the only one willing to offer such an offering due to market decline, liability, social pressures, market location, etc.

Significant market penetration is usually only feasible in the early stages of an offering form's life cycle and is often accompanied with very competitive pricing. In later life cycle stages, market penetration might be feasible if you are able to offer much greater value for the same price or you have been able to substantially reduce your cost to produce as compared to the competition.

Having created market awareness with your promotion strategy you must then sell and distribute your offerings. You must define a sales organization that is structured and located in a manner consistent with your target markets. Often products or services are sold through channels other than direct sales to the customer. If you choose this approach you must assess the available channels and select those who can help you achieve your objectives.

And finally you will need a policy for supporting your customers as they use your products or services. You must consider product or service warranties and what form of support will be required to meet the warranty commitments. 

Competition 

If you have a good product or service concept then you are sure to have competition, either immediately or in the near future. It is not uncommon for someone with a fresh concept to state “there is no competition”. However, you must recognize that competition comes in many forms. For example, a man who wants to fell a tree can use an axe, a hand saw, a chain saw, a bull dozer or possibly trained beavers. From the prospect’s perspective any one of these may be a viable alternative even though you believe your solution to be the “best”.

Another form of “competition” may be the prospect's bias if there is some form of new technology on the horizon that promises a better solution or if a major competitor has pre-announced a new product. This might cause the prospect to put off a purchase decision until they learn more.

You must evaluate the potential forms of competition, assess their strengths and weaknesses and develop a strategy you believe will most successfully compete in the marketplace. Two forms of strategic response to competition are:

The DIFFERENTIATION STRATEGY is one of creating a product or service that is perceived as being unique "throughout the industry". The emphasis can be on brand image, proprietary technology, special features, superior service, a strong distributor network or other aspects that might be specific to your industry.

The COST LEADERSHIP STRATEGY is based on the assumption that an enterprise can produce and market a good quality product or service at a lower cost than their competitors. These low costs should translate to profit margins that are higher than the industry average.

Whatever approach you choose you must take the time to learn about your competition. They are often the inspiration for some of your best ideas. 

Development 

Whether you are embarking on a technological breakthrough or improving and expanding existing product or service lines you will have some form of development organization. As you plan for these activities you must consider whether your efforts will be directed toward “state of the art” innovation or a “me too”, improve on what the competition has already researched approach. Both are legitimate strategies, your choice must be based on the capabilities of your personnel, the depth of your pocket book and the demands of the marketplace.

While some call development an art, it should be more exact than that. You must understand what technologies are available versus what you must develop. It often makes more sense to purchase usage rights to existing technology than to develop your own. You must understand the legalities of the development process as it relates to trade secrets and patents. Through the use of patents many innovative companies today are generating significant income from royalties for past development efforts as well as protecting their strongest offerings.

The development process requires knowledgeable personnel and if your plan calls for a growing development program you must consider where those personnel will come from. And, when you bring on new personnel, they must be trained and equipped for their job.

Finally you must be able to project with some degree of assurance when the development program will result in something you can take to market. Many a business plan has failed because of missed development schedules.

All this effort involves an expense that must be paid for by the fruits of the development effort. Prepare for the “art” of development with careful planning. 

Production/Service Delivery 

If you are selling a product it must be manufactured which will involve an organization, personnel, suppliers, use of technology, quality control and inventory control.

If you are just starting your business you may be better advised to purchase required manufacturing capabilities from outside sources. When you have proven that the market exists and you can make a profit, you can then make the decision to vertically integrate the manufacturing process.

Determining your requirements for manufacturing capacity will be crucial. Too little capacity will result in your inability to deliver product when needed. Too much capacity will result in unnecessary expense and excess inventory. While it may seem better to have excess manufacturing capacity this often places too high an expense burden on the business and it fails.

Most successful businesses start with a “lean” manufacturing organization. Remember that the personnel in your manufacturing organization are a fixed cost, so start by hiring highly qualified personnel who can oversee the process, sub-contracting for as much of the work as possible. Where possible, take advantage of outside organizations that have already been through the learning curve.

Your first priority should be the production of “quality” products. Up front quality minimizes rejects, unwanted inventory and the possibility of product redesign or rework. It also reduces the requirement for costly customer support after the product has been delivered. So part of the “lean” organization should be someone who has the ability to test for and insure the quality of your product.

If you are providing a service you must be concerned with how the service will be delivered. Your challenge is to insure that the customer is satisfied with the service to the extent that they will purchase it again and/or recommend it to others.

It may be relatively easy to deliver a high quality of service as you are starting your business but as you grow it can become more difficult. You must realize that the quality standards you set early on will come to be expected as the norm from your customers. This is good because it sets an important standard against which you can measure your performance and from which you can strive to improve.

With a few exceptions delivery of a service involves people, which means for you to grow you will have to hire new personnel. In most cases these personnel will need training about what your service is and how it should be delivered. Prepare for growth by putting a strong human resources and training program in place early in the development of your business. 

Summary 

A business plan is typically designed for either or both of the following purposes:

* To establish a framework for management to use as they pursue the enterprise objectives

* To convince an investor that a capital investment in the enterprise's business is a sound financial decision

In the preceding sections you have addressed a wide range of topics relating to your business and your strategy for profitable market penetration. Drawing on this information you must create an Executive Summary that clearly and concisely describes your plan.

Start with your business philosophy and objectives. If your reader likes these then so will your prospects. Follow this with a description of your enterprise as it is today and as it is planned for the future.

An investor recognizes that if the market is large enough and ripe enough that this, along with high quality personnel, represents a very positive potential for the business.

So, one of the two most important aspects of a business plan to an investor is the people who will be running the business. Name the key personnel and “sell” each of them. Describe their experience in terms that show how it is relevant to this plan and explain what part they will play in implementing the plan.

A second and equally important aspect of the plan is a description of the market. Explain the need in the marketplace, what the market is currently doing to address that need and the opportunity this need is providing for an alternative solution (which will obviously be your solution). Then, provide a description of the overall market, how it breaks down into segments, geographical distributions, sizes, growth expectations and the share of the market your enterprise expects to capture.

Then, explain how your product or service will meet this market need and how you will deliver it to the market. And finally, describe your expectations of financial results over the planning period.

You should limit this summary to no more than seven pages. Both management and investors are usually short on time so the summary will either make or break your opportunity with them. If the summary clearly presents the plan, they will decide to read on, if not, you lose. 

Financial Projections 

Funding Requirements 

Capital is vital for you to grow your business and take advantage of opportunities when they occur. One way to get this capital is to allow others to invest in your enterprise. Such an investment involves exchanging funds for equity in your business. The difference between equity and debt is that debt involves borrowing money which you will have to pay back with interest. Equity funding, on the other hand, involves selling part of the ownership of your business. The purchaser’s (share holders) assume that, with the use of their funds, the enterprise will be profitable enough over time to justify their investment.

Don't equate shareholder ownership with control of your business. You can still retain day-to-day control of your business without having 100% ownership. If you're unwilling to share ownership, then you will not receive any investment capital.

Investment is often provided in stages by the capital investors against agreed milestones. In other words, you will receive some of the funding which you must use to meet agreed objectives. Then you may receive additional funding, again against agreed objectives, until all objectives are achieved.

You should select investors based on their total contribution to your business, not just how much money they will give you. It is possibly more important to get an investor that will help you grow your business rather than one who simply provides a sum of money.

As your enterprise grows, you may seek multiple investments. This will often involve different investors. Select those investors that best suit your company's current need. For example, your first investment may require capital for development. For this you might need an investor with technical expertise.

Following a successful development program the next investment might be for production and marketing. Here you might need an investor with marketing expertise.

With a successful market entry you may need additional capital to address the international market where an investor with international contacts would be beneficial.

You'll probably find it easier to acquire the third investment than the first, because by then you'll have proven you can meet given objectives and milestones.

Remember to take advantage of all the assistance and help that's out there in the marketplace when you're seeking investment capital. You will find many Internet links to support organizations by clicking on the Resources icon in the upper left corner of the Plan Write display. 

New or On-going Business 

If you are starting a new business you will begin with zero resources and have to build from scratch your business infrastructure, supplier relationships, market awareness, your enterprise image, product or service image and customer loyalty.

On the other hand, if this plan is designed to extend or expand an on-going business you will have resources on which to draw. Understanding the extent to which the implementation of this plan can benefit from the existing resources of the business will be of great value.

If a sales organization and a customer base already exist you may be able to quickly penetrate the market. If cash reserves exist you may be able to fund a development program as you are generating market awareness. If a manufacturing organization or a customer support program is already in place then an additional product or service may produce a very high profit margin given that the fixed cost of these organizations is already in place. You should identify the available resources and try to leverage them to maximize the success potential of your plan.

The next few topics will ask you to provide financial information from the near past to the present. This will allow Plan Write to integrate your existing financial resources (and obligations) with the projections you will be making later. 

Variables 

There are a number of variables that influence your ability to optimize your financial resources. For example, the period of time that elapses between when you bill your customer and when you receive cash in hand is called the receivables period. The shorter that time period is the better for you, with the ideal being that you receive payment at the time of billing.

On the other hand, the period of time that elapses between when your vendors bill you and the time the vendor has cash in hand is called the payables period. The longer that time period is the better for you, but you must consider the trade-off between keeping your vendors happy enough to provide you good service and minimizing your negative cash flow.

Another factor is the maintenance of finished goods inventory. The ideal would be that the day you need to deliver a product to your customer is the day it completes the manufacturing and quality control process because the less inventory on hand the less cost to you. Achieving this ideal is unlikely, so you must evaluate how much inventory you must keep on hand to meet normal demand as well as the occasional abnormally high demand. The trade-off is deciding how long a new customer will wait for product delivery and still be happy.

The use of available cash for daily operations versus investing it in development for the future is another factor. You must decide whether it is more cost effective for you to borrow funds on which you must pay interest or put off investment for the future until your profits generate the necessary funds. The trade-off is whether the cost of interest on the borrowed funds is less than the profits you will realize by getting to the market sooner with new products or services. 

The Income Statement 

The Income Statement subtracts all the costs incurred to operate your enterprise from the amounts received from selling goods and services. The result is a net income or a net loss for the year. The costs incurred usually consist of cost of sales; overhead expenses such as wages and salaries, rent, supplies, depreciation; interest on money borrowed; and taxes.

Key components of the Income Statement are:

Product/Service Sales - the primary source of money received by your enterprise from its customers for goods sold or services rendered. The net sales item covers the amount received after taking into consideration returned goods and allowances for reduction of prices.

Cost of Goods Sold - those costs which can be identified with the purchase or manufacture of goods made available for sale which includes direct materials, direct labor, and production overhead.

Operating Expenses - these expenses are generally grouped separately from cost of sales to show the extent of selling and administrative costs. They typically include salesmen's salaries and commissions, advertising and promotion, travel and entertainment, executives' salaries, office payroll and office expenses.

Depreciation - the decline in value of buildings and equipment.

Loan Payment Interest - amounts paid to loan agencies for the use of their money. Interest must be paid whether your enterprise is profitable or not. 

The Cash Flow Statement 

The Cash Flow Statement examines the changes in cash resulting from business activities. Cash-flow analysis is important for making proper investment decisions, as well as maintaining operations. Cash flows, although related to net income, are not equivalent. This is because of the accrual concept of accounting. Generally, under accrual accounting, a transaction is recognized on the income statement when the earnings process has been completed or an expense has been incurred. This does not necessarily coincide with the time that cash is exchanged. For example, cash received from merchandise sales often lags behind the time when goods are delivered to customers. However, the sale is recorded on the income statement when the goods are shipped.

Cash is money in the bank or in the business. It is not inventory, it is not accounts receivable (what you are owed), and it is not property. These might be converted to cash at some point in time, but it takes cash on hand or in the bank to pay suppliers, to pay the rent, and to meet the payroll.

It is important to understand the difference between profit and cash. Profit is the amount of money you expect to make if all customers pay on time and if your expenses could be spread out evenly over the time period being measured. However, that is not a realistic scenario. Cash is essential to keep your business going as you work to achieve a profit. Over time, a company's profits are of little value if they are not accompanied by positive net cash flow. You can't spend profit; you can only spend cash.

If the cash coming "in" to the business is more than the cash going "out" of the business, the company has a positive cash flow. A positive cash flow is very good and the only worry here is what to do with the excess cash.

If the cash going "out" of the business is more than the cash coming "in", you have a negative cash flow. A negative cash flow can be caused by a number of reasons. For example: too much or obsolete inventory or poor collections on your accounts receivable can cause you to be short of cash. 

The Balance Sheet 

The balance sheet is divided into two sections: assets and liabilities plus shareholders’ equity. The two sections must always be in balance. Each asset, liability, and component of shareholders’ equity reported in the balance sheet is represented by a dollar amount or a "balance."

The assets section includes all the goods and property owned, as well as your accounts receivable. The liabilities section lists all debts due. Shareholders' equity represents the amount shareholders would receive if your enterprise were liquidated at its balance sheet value.

Key components of the balance sheet include:

Cash - available cash and money on deposit in the bank.

Marketable Securities - an investment of excess cash that is not needed immediately. However, these funds may be needed on short notice, so it is essential that the securities be readily marketable and subject to minimum price fluctuation. The general practice is to show marketable securities at cost or market, whichever is lower.

Accounts Receivable - the amount due from customers but not yet collected.

Inventory - includes raw materials to be used in the product, partially finished goods in process of manufacture, and finished goods ready for shipment to customers. The generally accepted method of valuation of the inventory is cost or market, whichever is lower.

Building & Equipment - those assets not intended for sale that are used regularly to manufacture, display, warehouse, and transport the product. This category includes buildings, machinery, equipment, furniture, automobiles, and trucks. The generally accepted and approved method for valuation is cost minus the depreciation accumulated by the date of the balance sheet.

Non-depreciable Assets - land is normally valued at the time of purchase and then does not depreciate nor appreciate on your balance sheet until such time as you dispose of it.

Depreciation - the practice of allocating the cost of a fixed asset over its useful life. This has been defined for accounting purposes as the decline in useful value of a fixed asset due to wear and tear from use and passage of time. Plan Write uses a straight-line method of depreciation.

Accounts Payable - the amounts the enterprise owes to its regular business creditors from whom it has bought goods or services.

Short Term Loans - amounts due within 12 months of the date of the balance sheet to a bank, individual, corporation, or other lender. These amounts appear on the balance sheet as evidence that a promissory note has been given by the borrower.

Long Term Liabilities - amounts due beyond 12 months from the date of the balance sheet to a bank, individual, corporation, or other lender.

Shareholder’s Equity - the total equity interest that all shareholders have in your enterprise which is the corporation's net worth after subtracting all liabilities. This is separated for legal and accounting reasons into the categories discussed below.

Capital Stock - shares in the proprietary interest in your enterprise. These shares are represented by stock certificates issued by the corporation to its shareholders.

Retained Earnings - is the accumulation of profits that are reinvested or "retained" in the enterprise. Retained earnings increase by the amount of profits earned, less dividends declared to shareholders. 

Alternative Scenarios 

You have completed your financial projections using your best judgment and the best information you could find. You are betting your future, the future of your enterprise and the future of your employees on these projections. So, the projections probably show a reasonable profit over the planning period otherwise it wouldn’t make sense to pursue this business.

Given the importance of the projections it is usually a good idea to review the assumptions you used. For example, let’s say you assumed a market large enough to generate interest from 1,000 prospects each month and that out of those 1,000 you would make a sale to ten percent of them. What if you were actually able to generate 1,500 prospects each month? How would that impact your revenues and profits? What assumptions would have to change for this to occur? Could these changes realistically occur and thus create a significantly greater upside potential for your business? You can and should use this same approach to evaluate the downside potential for the business.

Why is it important to investigate these alternative scenarios? You have worked hard to project the most likely financial results. In the process you probably had to make some tough decisions as to when and how much you can invest in the growth of your business. The results of the alternative projections may cause you to rethink some of those investment decisions. You also know there will be unforeseen opportunities that come up as you are implementing your plan. These opportunities will require a quick decision. If you have taken the time to think through the alternative scenarios you will have established a more informed opinion regarding the potential for your business. If the analysis left you with a positive attitude toward the upside potential you will be more aggressive in seizing opportunities. On the other hand, if the analysis caused you to lean toward the downside you will be more conservative in your decisions.

Finally, if you are seeking venture capital, the knowledge gained from this analysis will allow you to present a stronger argument in support of investment.

The alternative scenario analysis is to your benefit because it allows you to gain a better perspective of both extremes of your financial projections. It will allow you to make better and more confident decisions. 

Addenda 

During the creation of your plan you researched and reviewed a lot of material to support the positions you have taken. While this material may not be appropriate to include in the main body of your plan it can and should be included here to lend credibility.

This may include white papers from research organizations evaluating the future of technologies important to your plan. It may be demographic studies that support your market segmentation assumptions. It could be examples of contracts you will be negotiating with suppliers or customers. Mock-ups of proposed ads or information brochures might be included. Information gathered about your primary competitors is always enlightening.

Remember, the objective of the plan is to convince and inform an investor about the potential of your business or to provide guidance to your management team. For either purpose any information that supports or expands on the assumptions made in the plan is appropriate for inclusion in the Addenda section

About Us

Prof (Dr.) Kanayalal Raina specializes in Govt. funding and strengthening nonprofit and business organizations through assessment, education and empowerment of leadership. Helping companies to better formulate their strategies and make the process of strategy execution more tangible with KPIs. Areas of expertise are Business & Marketing Plans, Business Scorecard, business performance management, business loans and Govt. funding.