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Marketing and sales
The question that investors will ask is How will you turn your forecasts into reality?
Having identified your product or service, and the demand for it in the market, how will you reach that market?
What you will sell
Product or service
Describe exactly what customers will buy, how they will buy it, how it will be provided or delivered, and how it will be supported after purchase.
Think about:
- The selection and decision process
- Ordering and payment
- Delivery of real or virtual goods
- Access to real or virtual services
Campaigns
Campaign
What campaigns are you planning to publicize your product or service? Examples include:
- Press releases
- Special offers
- A promotional series of advertisements
- A launch event or open day
- A competition or prize draw
Routes to market
Route to market
List the ways that you can reach your market segments. Examples include:
- Retail locations, your own or others
- Direct sales representatives
- Online presence
- Email, SMS and telephone calling
- Newsletters and leaflets
- Social media and word of mouth
- Shows and exhibitions
- Press coverage and reviews
- Advertising in newspapers, radio, television or specialist publications
Market research
Add a description of your market research.
What market research have you done to identify the best routes to market for your particular segment?
- Where is the best place for your target segment to find you?
- Where is the best place for you to find your target segment?
Operations
How will the operations of your organization need to change, to support this plan?
Investors will need to know that you will also have the capabilities to deliver it, sustain it and scale it up.
Suppliers and partners
Supplier or partner
- What materials and services will you need from suppliers?
- Who will you need to partner with to make the most of the opportunity?
- Will you depend entirely on them, or do you have alternatives?
Add a supplier or partner.
Staff, knowledge and skills
Staff and skills
- What new staff will be needed?
- What skills and knowledge are needed?
- Will you be able to retrain existing staff?
- Can you recruit the right people?
- Are you expecting the investors to bring expertise and resources?
Add staff, knowledge or skills.
Development
Development projects
- What new things need to be designed and developed to deliver this opportunity?
- Are these new developments or enhancements of existing products and services?
- Will they involve research and prototypes?
Add a development project.
Processes
Process
What new processes will you need to establish? Do you need to change existing processes?
Processes include:
- Leadership and strategy
- Design and development
- Production & delivery
- Marketing and sales
- Financial and administrative
- Customer service and support
Add a process.
Equipment
What new equipment and tools will you need? Will you replace old ones, or extend your capacity?
Add capital equipment.
Facilities
Facility
How will your facilities need to change to implement your plan?
Will you need new premises or changes to existing premises?
Add a facility.
Implementation
If you win the investment or support that you need, where will you start?
Risks
Risk
- How will you manage risk in your plan? What could go wrong?
- How are you planning to reduce the chances of a problem occurring?
- How are you planning to reduce the impact if it does?
Add a risk.
Next steps
Next step
- What are the next steps in your plan?
- If you win support, where will you begin?
- If you don't, what is your backup plan?
Add the next step.
Milestones
Milestone
What are the key points in the implementation of your plan? How will you know that you are making real progress?
Think about:
- Signing key agreements and contracts
- Appointing new staff
- Completing development and design work
- Events and campaigns
- First production
- First sales
- First press coverage and reviews
Add a milestone.
Gabriela Mistral (1889-1957
You will need credible forecasts of profitability and strategic benefits if you are proposing investment in your business.
Strategic challenges
Strategic highlights
What is the impact on your strategy of this initiative? How will your strategy change to ensure that you can adapt to whatever this plan brings, whether it is good or not so good? Think about:
- The best and worst case scenarios
- How you will respond to best and worst case scenarios
- Your exit routes if things do not go according to plan
- How your strategic position will change
- What new opportunities could arise as a result of this change
Add a strategic point.
Cashflow forecast
Cashflow highlight
Even if your plan will eventually be profitable, cashflow limitations could prevent you from getting there. Your cash flow forecast should show that you are in control of this.
Consider:
- The best and worst cases for financial exposure
- The effects of late payment from customers
- When payback begins
- When payback completes and profitability begins
Add a key point from the cashflow forecast.
Breakeven analysis
Breakeven highlight
Your breakeven analysis should show the minimum level of achievement that is still survivable. If operations go below breakeven, then you will need to take evasive action. Make forecasts for:
- Survival-level costs and expenses
- What could be delayed or dropped from the plan to reduce costs
- Worst cases for implementation delays and cost overruns
- Minimum sales performance
Profit and loss forecast
Profit and loss highlight
Your profit and loss (or income) forecasts should detail where, when and how profitability will be achieved.
Add a highlight from your Profit and Loss forecast.
Consider making forecasts for year 1, year 2 and year 3 of your plan.
Balance sheet forecast
Balance sheet highlight
How will your balance sheet change as a result of this initiative?
- What new assets will you gain?
- What liabilities will you take on?
- How will the ownership of equity change?
Add a key point from the balance sheet forecast.
Costs forecast
Cost highlight
How will your costs base change as a result of your initiatives? Think about:
- Changes in fixed costs and overheads
- Changes in variable costs with volume
- Changes in variable costs with better equipment, better processes or better product design
- Changes in materials costs with volume
Add a key point from the costs forecast.
Sales forecast
Sales highlight
How will sales increase as a result of your initiatives? Think about:
- Increased sales volume
- Increased average value of sales
- Increased sales to existing customers
- Opening up new markets and segments
Add a key point from the sales forecast.
Jorge Borges (1899-1986)
It must be clear to investors what you are asking for, when you need it and when & how it will be repaid - in short, what value they will get for their investment.
Obras escritas
El libro de arena
El aleph
Ficciones
Add a sum-up of how this investment will be spent. Include:
- Purchasing assets
- Paying wages or overheads
- Buying stock and materials
- Investing in training or advisors
- Servicing loans
Dato interesante
Lo motivo a crear simbolos literarios
A los 55 años quedo ciego
Add a summary of how much is required and when.
Pablo Neruda (1904-1973)
Investors will ask: how well do you know your customers and your market? Your business plan should show that you are targeting your market by well-defined segments and are focused on creating value for customers.
Muerte
Muere debido a un cancer de prostrata
What market position are you aiming at?
Think about:
- What segment you target
- How you compete
- Your 'brand values' - what you are known for
- Your visibility in the market
- How your competitors regard you
- How your positioning needs to change
Premios
el 1945 gano el premio nacional de literatura
Gano el premio nobel de literatura
Add some key points about the industry you are working in.
- What industry sector are you competing in?
- What are the characteristics of this sector?
- What kind of changes or trends are happening?
- What are the driving forces for change?
- Which parts are growing or shrinking?
Nicolas Guillen (1902-1989)
Describe the vision and the opportunity that the plan is based on.
The investor's question you answer here is Where are you headed, and why?
Legacia
Su pasion por las artes
Escritos afrocubano
Elegias
West Indies, Ltd
Motivos de son
Where do you want to be in 5 years?
Where would you like to be in terms of:
- Company size, turnover and profitability?
- Financial strength and independence?
- Structure and ownership?
- Market leadership and reputation?
- Competitiveness?
- Core skills and capabilities?
- Positioning for an exit strategy?
Un hombre de las politicas y de la literatura
Nacio en Camagüey, Cuba
Cesar Vallejo (1892-1938)
Provide your investors with a clear picture of your business: how it is structured, who owns it, who runs it, and how it is doing so far?
Considerado
El poeta humano
El poeta del dolor universal
Add some information about important partnerships. Think about:
- Organisations you have partnered with
- The strategic advantages of relationships
- What dependencies you have on other partners
- Participation in industry associations
- Independent professional advisors and coaches
Caracteristicas
El dolor ajeno do suyo
Summarize the record of your credit history.
- Does your company have a good credit history?
- Can you negotiate favorable terms with suppliers?
- Poor payment terms (such as cash with order) can affect cash flow while building up a new business.
Sufrimiento por el hombre
Add some information about your current profitability.
For example:
- Turnover in last 12 months
- Profitability in last 12 months
- Order pipeline
Protesta permanente
Add some information about the current shareholding.
How much have the current owners invested in the business?
Tema humano y doloroso
Add some information about the capital finance situation at your company.
- Who owns your company? Are you part owned by anyone else?
- Do you have shareholders?
- How would the shareholding change with financial support for this business plan?
Construccion
Drama
Los hermanos colacho
La piedra cansada
Narrativa
El tungsteno
Fabla Salvaje
Paco Yunque
Poesia
Add some information about the regulatory environment that affects your company. Apart from company law, what other regulations apply to your sector? Consider:
- Bodies or associations with a code of conduct
- Privacy and data protection
- Insurance requirements
- Health & safety
- Professional training standards
- Equality and opportunity regulations
- Working with vulnerable groups
Heraldos negros
Idilio muerto
Trix
Murio en Paris
Add some information about the governance of your organization.
- How are you governed and managed?
- Do you have a board of directors?
- Who is accountable to the owners?
- Who takes the key decisions?
Nacio en 1982 en Santiago de Chucos
What is the legal status of your organization? Are you a sole trader, a limited company with shareholders, or a non-profit?
Vicente Huidobro (1893-1948)
Although the executive summary appears first in the document, it is easier to complete it last, when you can summarise and prioritize the key points in your plan.
Estudios:
Curso estudios de literatura en la Universidad de Chile
Obras
Pasando y pasando 1914
La gruta del silencio 1913
Ecos del Alma 1911
Vida
Se caso con Manuela Portales Bello
Su padre era el heredero del marquesado de Casa Real
Hijo de: Vicente Garcia y Maria Luisa Fernandez.
Nacionalidad Chilena
10 de enero de 1893
Vicente Garcia Huidobro Fernandez
List the benefits that will come from pursuing this opportunity. Include:
- Profitability
- Payback timescales
- Customer benefits
- Strategic benefits
