Business ventures - as determined from experience of venture developer - have three development stages. The Startup Stage when in fact the venture begins the process of transforming a dormant corporation also called corporate shell into an operating corporation, includes a phase, The Execution Phase, when the venture passes through a pure dynamic state of evolution: beginning from a static inertia state into a "steady-state" of dynamic equilibrium. The phase of pure dynamic needs to be effectively managed and maneuvered, and usually is better so handled if a Business Plan prepared specifically for that period of venture development adopted as a guide. Such is business plan necessarily implements the Growth Tactics Business Plan, which is commonly referred just as Business Plan. The plan for guiding the implementation of the Business plan is aptly a Growth Tactics Implementation Plan, such as is being presented. This plan effectively is also one of numerous schedules for performance.

The entrepreneur however, must recognize that this Growth Tactics Implementation Plan is Extremely Confidential, be marked as such and must not and can not be revealed to anybody who is not an officer of the corporation. For the purposes of financial negotiations the funding sources may be given the opportunity to view the Plan, but only in the presence of the entrepreneur; and the entrepreneur must also leave the environ with the Plan.

Developing a Business plan is essentially documentation of the Growth Tactical Plan of a company. Effectively all the business processes as under the Operations Plan of the Growth Tactics Business Plan are defined for the routine operation of the  business, and as such the processes are conceptualized for a sort of "steady state operation" of the business, better described as a dynamic equilibrium state, while the starting phase is in essence a static inertia state. 

However, developing the corresponding Growth Tactics Implementation Plan involves a redesign of all contents of the Business Plan into dynamic task, effectively time-dependent tasks. Moreover, these tasks also have to be designed to be evolving expansively in accommodation of employment of more staff as the venture grows. Designing the business processes to be both time-dependent and of evolving scope is very crucial and is one of the main tasks of the Growth Tactics Implementation Plans: Every venture development plan must define the critical mass of the venture, and begin with the support level essential for sustained operations of the critical mass; however, as the venture stabilizes and begins to employ more staff, the processes should by flexibility of design grow in scope and absorb the additional staff, and should also by flexibility of design be divisible into sub-tasks that foster Division of Labor. So in addition to having the Growth Tactics Business Plan designed into dynamic tasks, the Growth Tactics Implementation Plan must embody two plans, the critical mass venture plan and the growth stage venture plan.

The most important task of preparing this  Growth Tactics Implementation Plan is constructing a well-crafted Sales Cycle, based on which Sales

The sales cycle should be devolved into appropriate tasks, and from the tasks construct such product marketing tasks as product advertisement, telemarketing campaigns, mail marketing, product-literature mailing and customers visits and all the available marketing tactics. Of course, the manner of association of specific marketing activity with the tasks of the sales cycle of course depends on several factors such as being of Minor Sales or Major sales, whether or not the product fills a need or just a want, whether or not the product is a consumer product or a non-consumer product, and whether the prospective customers of the target market or sales territory are homogeneously dispersed or heterogeneously dispersed, which are generally addressed as marketing product characterization. Most importantly, the devolving of the Sales Cycle into Marketing tasks and performance schedules should also determine more precisely the number of times each task should be performed before it is terminated. This means that each task should have a defined  number times it should be performed in order that the scheduled subsequent task is either initiated, or abandoned with the possibility of the entire target market segment being abandoned, depending on the realization or not of the expected object of current activity; or further marketing communication with the target customer be terminated.

Of course, the information of these schedules should be used to better define the Market Entry Plan. Schedules for market penetration must be developed as this schedules helps defines the financial needs of the venture with time. The scheduling of the business processes such as employment schedules, production schedules and their inceptions should all be derived from the sales Projection schedules. The projections should then be used to developed the schedules for Advertisement Plan, Promotion Plan, Market Penetration Plan. There must also be developed schedules for the inception of all the corporate operations processes, and the respective inception plans for each and every one of those process. In particular there must be schedules for Operations Inception Plan, Production Inception Plan.

Besides modifying the Business Plan for the purposes of implementation, some other contents  not otherwise included in the plan must be analyzed and documented in the Growth Tactics Implementation Plan; and these plans being Shadow Organization Design, Corporate Culture Design, Financial System. Besides the designs of  contents under conditions of dynamic equilibrium,

advertisement

now available... Click Image↑ to Buy

Coming soon! details(in popup window)

the pure dynamic evolution of the supporting processes must also be developed for each of them. Performance schedules must be developed for the institution of these features. in particular there must be schedules Corporate Culture Plan, Staff Employment Schedule, Employee Benefits Plan and Salary and Wages Payment Plan. Two other plans which can only be included here are the Research and Development Plan for ventures development plans that have Embryonic Stage as a state of evolution, and the Corporate Policy Plan. There can be no over-emphasizing that these two Plans are Extremely Confidential and handled as such. Generally, the Research and Development Plan must address such issues in relation to the product technology as the Research Plan, Product Technology Science Basis, and R&D Divisions required to support the research needs. The Corporate Policy Plan among other aspects of the corporate management should address Corporate Bylaws, Corporate Policies and
Employee Rules and Regulations.

Every entrepreneur is strongly advised to prepare a copy of this Business Plan for private use. In fact when a venture is to be started, the entrepreneur should make it a point to prepare  this plan, and follow it as the guide for daily schedule of tasks for performance. The business which is otherwise static  in the starting phase must be passed through a dynamic state during which it must evolve into the routine operating state - admittedly another steady state, but already described as more of an dynamic equilibrium state.

  Company