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Developing a Business plan for
any reason is fairly a tasking job.
In reality though the difficulty and trepidation surrounding the
development of any business plan need not be so. Actually the form
and content of a business plan is very easily determined for the
informed: for starters, an entrepreneur must not consider taking on
the writing of a business plan until the
Vision Analysis has been extensively conducted and concluded.
The Business Plan must, now
as required for funding and business performance assessments, also
include Financial Statements, with the result that the Complete
Business Plan should now consists of the following
- Business Plan :-
Growth Tactical Plan
- Financial Statements
- Appendixes:- Growth
Tactics Implementation Plan
As already observed the phrase
"Business
Plan" as is often used means the
Growth
Tactics Plan of a company, which provides the foundation from
which the Corporate Operations are constructed. However, as shall
become obvious presently, in writing the Complete Business Plan
though, as is the object here, the task must address both the Growth
Tactical Plan and the Growth Tactics Implementation Plan.
Moreover, because the Growth Tactics Plan
derives from the Growth Strategic Plan, hence in order to develop an
efficacious Business Plan for the venture, the
entrepreneur must first develop a
Growth Strategic Plan by
performing detailed
Vision
Analysis in assessment of the viability of the venture.
The rationale for this requirement is that the entrepreneur must
have a firm understanding of the cost of implementing the
vision/innovation. The
entrepreneur therefore must have a sense of analysis of the cost of
the venture even before he starts.
The Growth Tactics Plan, however, is a
static plan descriptive of the state of the venture, at some time in
the future.
On the contrary, the Growth
Tactics Implementation Plan, however, which traces the evolution of
the company through time into the future for the venture development
time-span, is dynamic and requires that the entrepreneur visualize
the future far into the time span of the venture. This venture
development time-span is defined by whether or not the venture has
started operations and the nature of the venture to a great extent,
and the extent into the future that the entrepreneur is capable of
visualizing as it were in the immediate.
Evidently then,
Business Plans being written for venture development targeting
any specific industrial category must be written for time-spans
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into the future that are, at least, the
empirical time-to-turn black plus one year.
However, the preferable
number of years beyond the
time-to-turn-black is three years. By this rational then, Business
Plan for a venture of the category in the chemical industry must be
written for a time-span of ten (10) to thirteen (13) years.
In effect , the Business
Plan is a description of the entrepreneur's conceptualization of the
venture-entity as exists in a future date that is three years after
the time-to-turn black. So the writing of any
business plan for a venture requires that the entrepreneur
visualize the future. This then often requires that the entrepreneur
be visionary enough to
visualize the future over
the venture development time-span
with a level of comfort that the venture development plan demands, which may be anywhere from three to twenty five years into the future.
Further, the entrepreneur
preparing any business plan must necessarily also develop the Growth Tactics Implementation Plan as to reflect
the time-dependency of the evolution of the venture-entity. In
particular, the
Venture Operations
into which the tactics implementation evolves must also be documented as an
appendixes, and in fact shown as the limiting state of the venture
evolution with respect to the Growth Tactical Plan.
These documentation of these
information based on the
Contents of Business
Plans may follow as guide the descriptions:
Brief Company Background:
The company legal basis of prevalence is described here, as are its
company mission statement and the
company business; the
Market Potential as evaluated from the market analysis based on the
Summarized Growth
Strategic Plan is also presented as an initial assertion of the
viability of the venture.
Products Tactics;
Capability for Market Participation is asserted here in providing
description(s) of the product(s) and the corresponding
functional; again this must give the reader a sense of the venture
having competitive advantage with respect to Product Technology
dimension of the
vision analysis
Marketing Tactics:
The marketing of the product as constructed from the association of
the Sales Cycles - as crafted under the
Growth Tactics Implementation Plan - with such product marketing
tasks as product advertisement, telemarketing campaigns, mail
marketing, product-literature mailing and customers visits and all
the available marketing tactics, effectively define the contents of
this section
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Sales Tactics:
The Sales tasks which are simply the one-on-one marketing
of product also as crafted from the Sales Cycles while preparing the
Growth Tactics Implementation Plan are described under appropriate
subheadings in this section.
Organizational Tactics:
The reporting formalism based on the Business Process Model obtained
from the translation of the cerebral
corporate
strategy into the practical
corporate operations
is described here - of course, to the extent that the entrepreneur wishes
to disclose to the public. This reporting
formalism establishing the chain of responsibility, effectively
serves as the organization structure. However, the form revealed
here to the public is often different from the actual from adopted internally, so the entrepreneur should be
careful to reveal only the non-confidential aspects of the
structure. The confidential aspects, usually termed the
Shadow organization, is usually placed in the
Growth Tactics
Implementation Plan.
Management Tactics:
The decision-making processes for managing the organization or venture-entity
as are the management positions designated within the organizational
structure is described here; very often though,
the processes and the management team constituting the management system is a reflection of the convictions of the
entrepreneur and of the best method of achieving the corporate
strategic goal as defined during the
Vision development analysis.
Corporate Operations:
Described here are the
routine set of business activities - the limiting state of the
tactics implementation tasks which as an operating company, the
venture-entity performs on a daily, monthly and annual
basis, as well as their sequential operations, venture-entity the guiding laws, regulations, and
certifications as documented under
Venture Startup Operations
Planning.
Funding and Leveraging Tactics:
The financial plan by which the venture entity will meet the
financial needs during the development is described here, together
with the approach the entrepreneur plans on leveraging the funds for
optimal utilization.
Writing The Business Plan:
By these guides, a dedicated entrepreneur venturing into the world
of entrepreneurship, and has taken the time to carefully gain the
requisite understanding of
a business plan and become knowledgeable of the
type of plan needed,
should now be able to prepare a Complete Business Plan. |
