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Business Plan Outline of the Business Plan: 2. Executive Summary. a. Although the executive summary appears at the beginning of the business plan, it should be created after the plan is finished. Only then can an accurate overview of the plan be written. b. An executive summary shouldn't exceed two single-spaced pages. The cleanest format for an executive summary is to provide an overview of the business plan on a section-by-section basis. 3. Industry Analysis. This section should begin by describing the industry the new business will enter in terms of its size, growth rate, and sales projections. It is important to focus strictly on the business's industry and not its industry and target market simultaneously. Before a business selects its target market, it should have a good grasp on its industry including where its industry's promising areas are and where its points of vulnerability are located. 4. Company Description. This section begins with a general description of the company. Although at first glance this section may seem less critical than the others, it is extremely important. It demonstrates to your reader that you know how to translate an idea into a business. a. The company description should start with a brief introduction, which provides an overview of the company and reminds the reader of the reason it is starting. b. The sections to include in this portion of the plan include: Company History, Mission Statement, Products and Services, Current Status, Legal Status and Ownership, and Key Partnerships (if any). 5. Market Analysis. While the industry analysis focuses on the industry that a firm will participate in, the market analysis breaks the industry into segments and zeroes in on the specific segment (or target market) to which the firm will try to appeal. a. The sections to include in this portion of the plan include Market Segmentation and Target Market Selection, Buyer Behavior, and Competitor Analysis. b. Market segmentation is the process of dividing the market into distinct segments. Markets can be segmented in many ways, such as by geography, demographic variables, psychographic variables, and so forth. c. A competitor analysis is a detailed analysis of a firm's competitors. 6. The Economics of the Business. This section begins the financial analysis of the business, which is further fleshed out in the financial projections. It addresses the basic logic of how profits are earned in the business and how many units of a business's product or service must be sold for the business to "break even" and then start earning a profit. a. Revenue drivers and profit margins. Summarize the major revenue drivers of the business in proportion to where you expect to make your money. Describe the size of the overall gross margins and margins for each of the major revenue drivers of the business. Then determine the weighted average contribution margins. b. Fixed and variable costs. Provide a detailed summary of fixed and variable costs for the venture. c. Operating leverage and its implications. Characterize whether your cost structure is predominantly fixed or variable and then indicate the implications. d. Start-up costs. Distinguish the one-time start-up costs of the business. f. Breakeven chart and calculations. Compute the number of units the business has to sell to "break even" prior to earning a profit. g.Profit durability. Address the issue of how solid or vulnerable the profit stream appears to be. 7. Marketing Plan. The marketing plan focuses on how the business will market and sell its product or service. It deals with the nuts and bolts of marketing in terms of price, promotion, distribution, and sales. a. The sections to include in this portion of the plan include Overall Marketing Strategy and Product, Price, Promotions, and Distribution. b. A firm's marketing strategy refers to its overall approach for marketing its products and services. A firm's overall approach typically boils down to how it positions itself in its market and how it differentiates itself from its competitors. c. The next section should deal with your company's approach to product, price, promotion, and distribution. 8. Product (or Service) Design and Development Plan. If you're developing a completely new product or service, you need to include a section in your business plan that focuses on the status of your development efforts. The sections to include in this portion of the plan include: Development Status and Tasks, Challenges and Risks, and Intellectual Property. 9. Operations Plan. The operations plan outlines how your business will be run and how your product or service will be produced. a. The sections to include in this portion of the plan include: General Approach to Operations, Business Location, Facilities, and Equipment. b. A useful way to illustrate how your business will be run is to first articulate your general approach to operations in terms of what's most important. 10. Management Team and Company Structure. a. The sections to include in this portion of the plan include: Management Team, Board of Directors, Board of Advisors, and Company Structure. b. A board of directors is a panel of individuals elected by a corporation's shareholders to oversee the management of the firm. c. A board of advisors is a panel of experts asked by a firm's management to provide counsel and advice on an ongoing basis. 11. Overall Schedule. A schedule should be prepared that shows the major events required to launch the business. The schedule should be in the format of milestones critical to the business's success. 12. Financial Projections. a. The sections to include in this portion of the plan include: Sources and Uses of Funds Statement, Assumptions Sheet, Pro Forma Income Statements, Pro Forma Balance Sheets, Pro Forma Cash Flows, and Ratio Analysis. b. A sources and uses of funds statement is a document that lays out specifically how much money a firm needs, where the money will come from, and what the money will be used for. c. Pro forma (or projected) financial statements are the heart of the financial section of a business plan. A firm's pro forma financial statements are similar to the historical statements an established firm would normally prepare, except they look forward rather than track the past. d. Ratio analysis Most business plan writers interpret or make sense of a firm's historical and/or pro forma financial statements through ratio analysis. Ratios, such as return on assets (ROA) and return on sales (ROS), are computed by taking numbers out of financial statements and forming ratios with them