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Developing a Business Plan is
essentially the same as the documentation of the
Growth
Tactical Plan of a company. Of course the Growth Tactical Plan
derives indirectly from the Strategic Forces Model, and also from
the target-stage of the venture on the Corporate Lifecycle Curve. In
general for a corporation in the Prime Stage, the business
functional tasks consists of Marketing, Sales, General
Administration, with each of these subdivided into long-term
function and short-term function. Hence, the effective Growth
Tactical Plan content extensively expanded to serve virtually all
possible Strategic Forces Model in documentation then can be
represented under these headings shown in Table 1
Effectively, these headings
also constitute the Contents of any Business Plan. Equally
note-worthy is that the investigative analytical reader would
also realize that these heading are encompassing of just about
the recommended of most guides in the market. However, also, a
few other contents that may seem important to some, such as
Shadow Organization Design, Corporate
Culture Design, Financial System, et al, have not been included;
but suffice it to state that every such component that is not
included here belongs in the collection of Appendixes of the
Business Plan.
The contents, however, may vary
depending on the Lifecycle Stage of the corporation for which the
entrepreneur is developing the Business Plan. So the entrepreneur
may only have to use this contents information as merely a guide and
not an absolute. For clarity with respect to this consideration, a
good re-organization of the contents for a corporation in the
Adolescence stage of the Corporate Lifecycle would have the
Marketing and Sales functions combined. There would also not be
Standing Management Committees, the Sales Entry Processes of the
Corporate Operations may be placed under Marketing and Sales. Indeed
several changes may have to be made to better reflect the situation.
Yet, if a corporation is targeted at the Prime then the contents of
the Business Plan should not deviate by much from the Contents as
presented here.
The Contents of the Business
Plan as represented here is curious, because the role of the Growth
Strategic Plan is not obviously reflected within this Contents,
seemingly making the Plan insignificant. However, the Plan is quite
significantly embedded within: Actually, because the Strategy is an
inherent aspect of the corporation, it is in fact reflected
in the section entitled Company Background; and particularly by the
topic on Market Potential. As has been asserted severally, the
object of the Growth Strategic Plan
is to develop a thrust by which the corporation can compete
advantageously as to become viable. The viability of the corporation
is determined first and foremost by the existence of, at
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Table 1 Business Plan Table of Contents |
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I. Company Background
Brief Company History
Company Business
Company Mission
Market Potential
II. Products Tactics
Products and Potential
Markets
Product Obsolescence
Intellectual Property Ownership
Second Generation Products
III. Marketing Tactics
Markets and Segments
Market Channels
Advertisement Tactics
Promotion Tactics
Market Penetration Tactics
IV. Sales Tactics
Sales Force
Selling Process
Sales Plan
V. Organizational Tactics
Organization Hierarchy
Personnel Roster/Plan
Employee Benefits Plan
VI. Management Tactics
Board of Directors
Management Team
Team Members
Standing Committees
VII. Corporate Operations
Corporate Facilities
Administration Process
Production Process
Warehousing and Inventory Process
Staff Employment Process
Sales Entry Process
Accounting Process
VIII. Funding and Leveraging
Tactics
Funding Sources
Stock Ownership and Sales
Debt Plan
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least, a Market for
participation and of large enough size to permit both entry and
penetration. So the topic of Market Potential is effectively a
summarized presentation of the result of the Growth Strategic Plan.
Another topic of the Contents of
Business Plan as represented here worthy of consideration is the
topic of Intellectual Property Ownership. The
Assets Management Construct
as
adopted by the entrepreneur is discussed under this topic. The
construct must be disclosed in synopsis just enough to satisfy
disclosure requirements under the law, as failure to so disclose the
construct could result in lawsuits of fraud.
Note should also be taken of
the business processes as listed under the
business functions of
Corporate Operations: These are not comprehensive and the
entrepreneur may add, subtract, expand and contract as appropriate.
The object here is to list some of the generic and as such
corporation non-specific processes.
Finally, the entrepreneur must
also disclose to the prospective financers the people who already
own stocks in the corporation, and how much each stock was sold for,
and also explain the price changes, if any, between the current
owners and the new would-be investors.
A
carefully completed discussion
of
each of these Contents topics should undoubtedly produce a sound
investor attracting Business Plan.
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