Top Talent Sports Complex Business Plan The business plan consists of a narrative and several financial worksheets. The narrative template is the body of t

Top Talent Sports Complex Business Plan The business plan consists of a narrative and several financial worksheets. The narrative template is the body of the business plan. Work through the sections in any order that you want, except for the Executive Summary, which should be done last. Skip any questions that do not apply to your type of business. When you are finished writing your first draft, you’ll have a collection of small essays on the various topics of the business plan. Then you’ll want to edit them into a smooth-flowing narrative.Assignment requirements are attached in the link provided.Can extend time if needed. Business Plan for a Startup Business
The business plan consists of a narrative and several financial worksheets. The narrative template is the body
of the business plan. It contains more than 150 questions divided into several sections. Work through the
sections in any order that you want, except for the Executive Summary, which should be done last. Skip any
questions that do not apply to your type of business. When you are finished writing your first draft, you’ll
have a collection of small essays on the various topics of the business plan. Then you’ll want to edit them into
a smooth-flowing narrative.
The real value of creating a business plan is not in having the finished product in hand; rather, the value lies
in the process of researching and thinking about your business in a systematic way. The act of planning helps
you to think things through thoroughly, study and research if you are not sure of the facts, and look at your
ideas critically. It takes time now, but avoids costly, perhaps disastrous, mistakes later.
This business plan is a generic model suitable for all types of businesses. However, you should modify it to
suit your particular circumstances. Before you begin, review the section titled Refining the Plan, found at the end.
It suggests emphasizing certain areas depending upon your type of business (manufacturing, retail, service,
etc.). It also has tips for fine-tuning your plan to make an effective presentation to investors or bankers. If
this is why you’re creating your plan, pay particular attention to your writing style. You will be judged by the
quality and appearance of your work as well as by your ideas.
It typically takes several weeks to complete a good plan. Most of that time is spent in research and re-thinking
your ideas and assumptions. But then, that’s the value of the process. So make time to do the job properly.
Those who do never regret the effort. And finally, be sure to keep detailed notes on your sources of
information and on the assumptions underlying your financial data.
Page 2 of 28
Business Plan
OWNERS
Your Business Name
Street Address
Address 2
City, ST ZIP Code
Telephone
Fax
E-Mail
Page 3 of 28
I.
Table of Contents
I.
Table of Contents …………………………………………………………………………………………………………………… 3
II.
Executive Summary ……………………………………………………………………………………………………………….. 4
III.
General Company Description ………………………………………………………………………………………………. 5
IV.
Products and Services …………………………………………………………………………………………………………….. 6
V.
Marketing Plan ……………………………………………………………………………………………………………………….. 7
VI.
Operational Plan …………………………………………………………………………………………………………………… 15
VII.
Management and Organization …………………………………………………………………………………………….. 19
VIII. Personal Financial Statement………………………………………………………………………………………………… 20
IX.
Startup Expenses and Capitalization …………………………………………………………………………………….. 21
X.
Financial Plan ……………………………………………………………………………………………………………………….. 22
XI.
Appendices …………………………………………………………………………………………………………………………… 25
XII.
Refining the Plan ………………………………………………………………………………………………………………….. 26
Page 4 of 28
II.
Executive Summary
Write this section last.
We suggest that you make it two pages or fewer.
Include everything that you would cover in a five-minute interview.
Explain the fundamentals of the proposed business: What will your product be? Who will your customers
be? Who are the owners? What do you think the future holds for your business and your industry?
Make it enthusiastic, professional, complete, and concise.
If applying for a loan, state clearly how much you want, precisely how you are going to use it, and how the
money will make your business more profitable, thereby ensuring repayment.
Page 5 of 28
III. General Company Description
What business will you be in? What will you do?
Mission Statement: Many companies have a brief mission statement, usually in 30 words or fewer, explaining
their reason for being and their guiding principles. If you want to draft a mission statement, this is a good
place to put it in the plan, followed by:
Company Goals and Objectives: Goals are destinations—where you want your business to be. Objectives are
progress markers along the way to goal achievement. For example, a goal might be to have a healthy,
successful company that is a leader in customer service and that has a loyal customer following. Objectives
might be annual sales targets and some specific measures of customer satisfaction.
Business Philosophy: What is important to you in business?
To whom will you market your products? (State it briefly here—you will do a more thorough explanation in
the Marketing Plan section).
Describe your industry. Is it a growth industry? What changes do you foresee in the industry, short term and
long term? How will your company be poised to take advantage of them?
Describe your most important company strengths and core competencies. What factors will make the
company succeed? What do you think your major competitive strengths will be? What background
experience, skills, and strengths do you personally bring to this new venture?
Legal form of ownership: Sole proprietor, Partnership, Corporation, Limited liability corporation (LLC)?
Why have you selected this form?
Page 6 of 28
IV. Products and Services
Describe in depth your products or services (technical specifications, drawings, photos, sales brochures, and
other bulky items belong in Appendices).
What factors will give you competitive advantages or disadvantages? Examples include level of quality or
unique or proprietary features.
What are the pricing, fee, or leasing structures of your products or services?
Page 7 of 28
V.
Marketing Plan
Market research – Why?
No matter how good your product and your service, the venture cannot succeed without effective marketing.
And this begins with careful, systematic research. It is very dangerous to assume that you already know about
your intended market. You need to do market research to make sure you’re on track. Use the business
planning process as your opportunity to uncover data and to question your marketing efforts. Your time will
be well spent.
Market research – How?
There are two kinds of market research: primary and secondary.
Secondary research means using published information such as industry profiles, trade journals, newspapers,
magazines, census data, and demographic profiles. This type of information is available in public libraries,
industry associations, chambers of commerce, from vendors who sell to your industry, and from government
agencies.
Start with your local library. Most librarians are pleased to guide you through their business data collection.
You will be amazed at what is there. There are more online sources than you could possibly use. Your
chamber of commerce has good information on the local area. Trade associations and trade publications
often have excellent industry-specific data.
Primary research means gathering your own data. For example, you could do your own traffic count at a
proposed location, use the yellow pages to identify competitors, and do surveys or focus-group interviews to
learn about consumer preferences. Professional market research can be very costly, but there are many books
that show small business owners how to do effective research themselves.
In your marketing plan, be as specific as possible; give statistics, numbers, and sources. The marketing plan
will be the basis, later on, of the all-important sales projection.
Economics
Facts about your industry:
•
What is the total size of your market?
•
What percent share of the market will you have? (This is important only if you think you will be a
major factor in the market.)
Page 8 of 28
•
Current demand in target market.
•
Trends in target market—growth trends, trends in consumer preferences, and trends in product
development.
•
Growth potential and opportunity for a business of your size.
•
What barriers to entry do you face in entering this market with your new company? Some typical
barriers are:
o
o
o
o
o
o
o
o
o
High capital costs
High production costs
High marketing costs
Consumer acceptance and brand recognition
Training and skills
Unique technology and patents
Unions
Shipping costs
Tariff barriers and quotas
•
And of course, how will you overcome the barriers?
•
How could the following affect your company?
o
o
o
o
Change in technology
Change in government regulations
Change in the economy
Change in your industry
Product
In the Products and Services section, you described your products and services as you see them. Now describe them
from your customers’ point of view.
Features and Benefits
List all of your major products or services.
For each product or service:
•
Describe the most important features. What is special about it?
•
Describe the benefits. That is, what will the product do for the customer?
Note the difference between features and benefits, and think about them. For example, a house that gives
shelter and lasts a long time is made with certain materials and to a certain design; those are its features. Its
Page 9 of 28
benefits include pride of ownership, financial security, providing for the family, and inclusion in a
neighborhood. You build features into your product so that you can sell the benefits.
What after-sale services will you give? Some examples are delivery, warranty, service contracts, support,
follow-up, and refund policy.
Customers
Identify your targeted customers, their characteristics, and their geographic locations, otherwise known as
their demographics.
The description will be completely different depending on whether you plan to sell to other businesses or
directly to consumers. If you sell a consumer product, but sell it through a channel of distributors,
wholesalers, and retailers, you must carefully analyze both the end consumer and the middleman businesses
to which you sell.
You may have more than one customer group. Identify the most important groups. Then, for each customer
group, construct what is called a demographic profile:
•
Age
•
Gender
•
Location
•
Income level
•
Social class and occupation
•
Education
•
Other (specific to your industry)
•
Other (specific to your industry)
For business customers, the demographic factors might be:
•
Industry (or portion of an industry)
•
Location
•
Size of firm
•
Quality, technology, and price preferences
Page 10 of 28
•
Other (specific to your industry)
•
Other (specific to your industry)
Competition
What products and companies will compete with you?
List your major competitors:
(Names and addresses)
Will they compete with you across the board, or just for certain products, certain customers, or in certain
locations?
Will you have important indirect competitors? (For example, video rental stores compete with theaters,
although they are different types of businesses.)
How will your products or services compare with the competition?
Use the Competitive Analysis table below to compare your company with your two most important
competitors. In the first column are key competitive factors. Since these vary from one industry to another,
you may want to customize the list of factors.
In the column labeled Me, state how you honestly think you will stack up in customers’ minds. Then check
whether you think this factor will be a strength or a weakness for you. Sometimes it is hard to analyze our
own weaknesses. Try to be very honest here. Better yet, get some disinterested strangers to assess you. This
can be a real eye-opener. And remember that you cannot be all things to all people. In fact, trying to be
causes many business failures because efforts become scattered and diluted. You want an honest assessment
of your firm’s strong and weak points.
Now analyze each major competitor. In a few words, state how you think they compare.
In the final column, estimate the importance of each competitive factor to the customer. 1 = critical; 5 = not
very important.
Table 1: Competitive Analysis
FACTOR
Products
Me
Strength
Weakness
Competitor A
Competitor B
Importance to
Customer
Page 11 of 28
FACTOR
Me
Strength
Weakness
Competitor A
Competitor B
Importance to
Customer
Price
Quality
Selection
Service
Reliability
Stability
Expertise
Company
Reputation
Location
Appearance
Sales Method
Credit
Policies
Advertising
Image
Now, write a short paragraph stating your competitive advantages and disadvantages.
Niche
Now that you have systematically analyzed your industry, your product, your customers, and the competition,
you should have a clear picture of where your company fits into the world.
In one short paragraph, define your niche, your unique corner of the market.
Page 12 of 28
Strategy
Now outline a marketing strategy that is consistent with your niche.
Promotion
How will you get the word out to customers?
Advertising: What media, why, and how often? Why this mix and not some other?
Have you identified low-cost methods to get the most out of your promotional budget?
Will you use methods other than paid advertising, such as trade shows, catalogs, dealer incentives, word of
mouth (how will you stimulate it?), and network of friends or professionals?
What image do you want to project? How do you want customers to see you?
In addition to advertising, what plans do you have for graphic image support? This includes things like logo
design, cards and letterhead, brochures, signage, and interior design (if customers come to your place of
business).
Should you have a system to identify repeat customers and then systematically contact them?
Promotional Budget
How much will you spend on the items listed above?
Before startup? (These numbers will go into your startup budget.)
Ongoing? (These numbers will go into your operating plan budget.)
Pricing
Explain your method or methods of setting prices. For most small businesses, having the lowest price is not a
good policy. It robs you of needed profit margin; customers may not care as much about price as you think;
and large competitors can under price you anyway. Usually you will do better to have average prices and
compete on quality and service.
Does your pricing strategy fit with what was revealed in your competitive analysis?
Compare your prices with those of the competition. Are they higher, lower, the same? Why?
How important is price as a competitive factor? Do your intended customers really make their purchase
decisions mostly on price?
Page 13 of 28
What will be your customer service and credit policies?
Proposed Location
Probably you do not have a precise location picked out yet. This is the time to think about what you want and
need in a location. Many startups run successfully from home for a while.
You will describe your physical needs later, in the Operational Plan section. Here, analyze your location criteria as
they will affect your customers.
Is your location important to your customers? If yes, how?
If customers come to your place of business:
Is it convenient? Parking? Interior spaces? Not out of the way?
Is it consistent with your image?
Is it what customers want and expect?
Where is the competition located? Is it better for you to be near them (like car dealers or fast-food
restaurants) or distant (like convenience-food stores)?
Distribution Channels
How do you sell your products or services?
Retail
Direct (mail order, Web, catalog)
Wholesale
Your own sales force
Agents
Independent representatives
Bid on contracts
Page 14 of 28
Sales Forecast
Now that you have described your products, services, customers, markets, and marketing plans in detail, it’s
time to attach some numbers to your plan. Use a sales forecast spreadsheet to prepare a month-by-month
projection. The forecast should be based on your historical sales, the marketing strategies that you have just
described, your market research, and industry data, if available.
You may want to do two forecasts: 1) a “best guess”, which is what you really expect, and 2) a “worst case”
low estimate that you are confident you can reach no matter what happens.
Remember to keep notes on your research and your assumptions as you build this sales forecast and all
subsequent spreadsheets in the plan. This is critical if you are going to present it to funding sources.
Page 15 of 28
VI. Operational Plan
Explain the daily operation of the business, its location, equipment, people, processes, and surrounding
environment.
Production
How and where are your products or services produced?
Explain your methods of:
•
Production techniques and costs
•
Quality control
•
Customer service
•
Inventory control
•
Product development
Location
What qualities do you need in a location? Describe the type of location you’ll have.
Physical requirements:
•
Amount of space
•
Type of building
•
Zoning
•
Power and other utilities
Access:
Is it important that your location be convenient to transportation or to suppliers?
Do you need easy walk-in access?
What are your requirements for parking and proximity to freeway, airports, railroads, and shipping centers?
Include a drawing or layout of your proposed facility if it is important, as it might be for a manufacturer.
Page 16 of 28
Construction? Most new companies should not sink capital into construction, but if you are planning to build,
costs and specifications will be a big part of your plan.
Cost: Estimate your occupation expenses, including rent, but also including maintenance, utilities, insurance,
and initial remodeling costs to make the space suit your needs. These numbers will become part of your
financial plan.
What will be your business hours?
Legal Environment
Describe the following:
•
Licensing and bonding requirements
•
Permits
•
Health, workplace, or environmental regulations
•
Special regulations covering your industry or profession
•
Zoning or building code requirements
•
Insurance coverage
•
Trademarks, copyrights, or patents (pending, existing, or purchased)
Personnel
•
Number of employees
•
Type of labor (skilled, unskilled, and professional)
•
Where and how will you find the right employees?
•
Quality of existing staff
•
Pay structure
•
Training methods and requirements
•
Who does which tasks?
•
Do you have schedules and written procedures prepared?
•
Have you drafted job descriptions for employees? If not, take time to write some. They really help
internal communications with employees.
Page 17 of 28
•
For certain functions, will you use contract workers in addition to employees?
Inventory
•
What kind of inventory will you keep: raw materials, supplies, finished goods?
•
Average value in stock (i.e., what is your inventory investment)?
•
Rate of turnover and how this compares to the industry averages?
•
Seasonal buildups?
•
Lead-time for ordering?
Suppliers
Identify key suppliers:
•
Names and …
Purchase answer to see full
attachment