importance of annual business plan

How to create a successful annual business plan

Here is what you need to know to create an effective and comprehensive annual plan for your department or company:

What is the purpose of annual planning?

An annual plan acts as a roadmap for your company. Annual planning allows you to go into a new fiscal or calendar year with specific and measurable goals set, budgets finalized, and a plan for how to measure progress on and achieve your company’s organizational and financial goals. Through this process, you develop the vision of where you hope that your company will be at the end of the year and the map of how you will get there.

You can also use annual planning to set goals and plans for individual departments or teams within an organization. Create marketing plans, human resource plans, and more to keep each segment of your business on track, reset your goals, and get your teams aligned towards common goals and initiatives. Since trends, consumer habits, and other factors change frequently, it’s good to create a fresh one-year plan each year.

Annual plans complement strategic planning while providing more short-term (one year) goals that are often tied to financial goals as well as the annual budget. Strategic plans often have more overarching goals that work to advance the company’s mission over three years or longer. Your annual plan will likely include goals that play into these longer-term goals in your company’s strategic plan.

Evaluating existing and prior year goals

Start your process by evaluating your current starting point. Take time to look back at last year’s annual plan and evaluate whether you achieved your set goals or fell short in certain areas. Attempt to determine why you fell short on specific goals and what steps you could take to prevent a repeat of that issue. This will help you set realistic goals for the new year.

This is also a great time to review your company’s:

Mission statement. This is a statement that describes the purpose of your organization. What does your business do and what does it hope to accomplish?

Core values. These are the principles, beliefs, and values that your organization’s culture is built on. These values shape how you do business, and as such, should shape your annual plan.

Strategic plan. Your strategic plan should detail your business plan and long-term goals while taking market conditions into consideration. Your annual plan should complement your overall strategic plan.

Financial reports. Review the prior year’s budget reconciliation, cash flow statements, and year-end reporting. If you have access to budgets or financial forecasts for the upcoming year, review them now. If not, they’ll need to be created later in the annual planning process.

Keep all of these documents handy, as you may need to reference them as you move through the annual planning process.

Create an updated SWOT analysis

It’s also time to update or create a SWOT Analysis chart for your company. A SWOT analysis is typically depicted as a four-quadrant square with the following quadrants:

Strengths. List out the things that your company already does well and your internal strengths. Perhaps you have a large Instagram following with a strong network of influencers promoting your product. Maybe you have unique branding, patents, or technology that set you apart from competitors. This section is your highlight reel from prior years and can also include strengths like new products or developments being released in the new year.

Weaknesses. Now it’s time to consider what can be improved. List out your company’s internal areas of weakness. A good way to identify weaknesses is to look at customer feedback. Do customers like your product but complain about the processing and delivery times? A weakness can also be staffing-related such as high turnover or taking too long to fill open positions. A common marketing weakness may be lack of media mentions or ranking low in Google search results for your product or business type.

Opportunities. These are external opportunities that you can take advantage of in the coming year. Are there new trends or technologies that could boost the success of your business? Is it time to start marketing your products to Gen Z? Are there changes in government regulations or laws going into effect in 2022 that could have a positive impact on your business?

Threats. Explore potential external threats to your company’s growth and success in the coming year. Maybe the current supply chain problems mean that you will have manufacturing or delivery delays in 2022. There could also be legal changes that negatively impact your business. Threats could also come in the form of major competitors or market saturation. Knowing what may threaten your success will help you build a plan to overcome these challenges, so be thorough with your market analysis.

After creating a company-wide SWOT analysis, consider breaking things down even further and creating a SWOT analysis on specific aspects or segments of your business.

For example, a marketing SWOT chart can help you identify what you need to adjust in your marketing strategy for the new year. Many businesses, especially small businesses, may have strong Facebook and Instagram accounts but weaknesses in the area of SEO. Reaching new audiences and market segments through TikTok may be an opportunity if your business has not jumped onto the platform yet. A new year is a great time to do a SWOT and update your ideal customer or target demographics to evaluate opportunities for expansion.

Goal setting with SMART goals

It’s a good idea to start off the new year by setting goals for your employees, departments, and the company overall. This creates trackable metrics to measure your company’s success at each level throughout the year. The best way to create goals is to use the SMART goal system.

Specific. Aim to make your goals specific and to identify who will be involved in the goal. A general goal would be to increase brand awareness. Specific goals would be growing your LinkedIn following to 10,000, obtaining 10 media mentions, or ranking one the first page of Google results for a specific target keyword. Within each of those specific goals you could identify who is responsible for them; a social media manager, PR or media relations team member, an SEO consultant, or in a small business, it may just be a digital marketing manager. Regardless, it’s helpful to define who is involved and who will oversee progress.

Measurable. Define how you will measure the success of each goal. What metric will you use to track progress towards the goal?

Attainable. Your goals should be realistic. They can be somewhat ambitious, but avoid including stretch goals that are unlikely to be achieved within the year with your anticipated staffing levels, budget, and level of consumer awareness. Of course, start-ups would love to score a major investor or have their company go viral and generate a huge amount of buzz with consumers, but unless you have reason to believe either of those is on the horizon, leave out goals that depend on unrealistic or unpredictable events. Also, leave goals that will take several years for your strategic plan.

Relevant. The goals that you set for this year should be relevant to your company’s vision, mission, and long-term objectives. This is why it’s helpful to start the process by looking at your mission statement, vision, and strategic plan.

Time-bound. All goals should have a clearly defined time frame including a specific deadline date. For annual planning, the timeframe may be one year, or you can break your goals down into monthly or quarterly goals and adjust the deadlines as such.

You’ll likely end up with a decently long list of goals for your company. As mentioned in the Specific criteria, breaking down your goals and defining who is responsible for them is important. Try to create goals that span the major business functions of your company such as product, operations, marketing, HR, and leadership . Set company-wide goals and then break them down by teams and later by individual contributors to ensure that everyone knows what goals they need to accomplish in order to help the business meet its overall yearly goals.

Budgeting and financial considerations

An important aspect of annual planning is financial planning. A good business plan should take financial constraints, budgets, and financial goals into consideration and plan accordingly. If you are a start-up and plan to go through a round of fundraising or have other major changes such as going public with an IPO, include those in your annual planning.

Your annual plan should include financial projections for the year. These projections will help you plan for financing needs, changes in cash flow, and evaluate the best timing for new projects or hiring. You’ll want to create sales forecasts to project your expected income. It’s also wise to forecast your anticipated expenses for things like labor, materials. supplies, and overhead.

You’ll also want to verify that you will be able to allocate the funds needed to accomplish the SMART goals that you created earlier. At this point, you may need to revise some of your goals to ensure that they are achievable within your financial constraints. Those that require a larger budget may need to be scaled down or saved for next year.

Contingency planning

Hopefully everything will go as planned, but it’s always good to have a contingency plan in place in case something goes awry. After all, we’ve all seen how unexpected challenges can derail business operations over the past two years.

Plan for potential emergencies or alternate scenarios. Does your annual business plan rely on covid conditions improving in 2022? Create a contingency plan in case there are more hiccups than expected during reopening or the return to the office.

Consider how your business could best handle supply chain issues, unexpected cash flow problems, and major IT or security concerns. If your headquarters is in an area prone to natural disasters such as wildfires or hurricanes, you should always have a plan in place for the safety of your staff, files, as well as assets that would be difficult to replace.

Putting it all together

There are a number of annual business plan templates available online that you can use to craft your final report. Larger companies often use specialized software for their annual business plan. If you plan to use the goals created during the annual planning process for performance management , a software solution may be best so that department leads and individual employees can track their goals throughout the year.

The report should open with an executive summary, although this is actually the last piece that you’ll typically want to write. The executive summary should act as an introduction to and a summary of the full report. Tailor it to your audience depending on whether the plan will be shared with employees, investors, or others.

A description of the product or services including new products, the team, and the company at present may also be included.

Then comes the meat of the report where you explain the goals you’ve created and your plan for achieving and measuring them. Your full report may be separated into marketing planning, financial planning, HR planning for organizational improvement, and other relevant sub-sections. This is where the zoomed-in SWOT analyses and department-level SMART goals will come in handy.

The report should leave the reader with a clear picture of what you will achieve and how you will do it.

WHAT TO READ NEXT

Do you REALLY need a business plan?

The top three questions that I get asked most frequently as a professional business plan writer will probably not surprise you:

• What is the purpose of a business plan – why is it really required?
• How is it going to benefit my business if I write a business plan?
• Is a business plan really that important – how can I actually use it?

Keep reading to get my take on what the most essential advantages of preparing a business plan are—and why you may (not) need to prepare one.

The importance, purpose and benefit of a business plan is in that it enables you to validate a business idea, secure funding, set strategic goals – and then take organized action on those goals by making decisions, managing resources, risk and change, while effectively communicating with stakeholders.

Let’s take a closer look at how each of the important business planning benefits can catapult your business forward:

1. Validate Your Business Idea

The process of writing your business plan will force you to ask the difficult questions about the major components of your business, including:

• External: industry, target market of prospective customers, competitive landscape
• Internal: business model, unique selling proposition, operations, marketing, finance

Business planning connects the dots to draw a big picture of the entire business.

And imagine how much time and money you would save if working through a business plan revealed that your business idea is untenable. You would be surprised how often that happens – an idea that once sounded so very promising may easily fall apart after you actually write down all the facts, details and numbers.

While you may be tempted to jump directly into start-up mode, writing a business plan is an essential first step to check the feasibility of a business before investing too much time and money into it. Business plans help to confirm that the idea you are so passionate and convinced about is solid from business point of view.

Take the time to do the necessary research and work through a proper business plan. The more you know, the higher the likelihood that your business will succeed.

2. Set and Track Goals

Successful businesses are dynamic and continuously evolve. And so are good business plans that allow you to:

• Priorities: Regularly set goals, targets (e.g., sales revenues reached), milestones (e.g. number of employees hired), performance indicators and metrics for short, mid and long term
• Accountability: Track your progress toward goals and benchmarks
• Course-correction: make changes to your business as you learn more about your market and what works and what does not
• Mission: Refer to a clear set of values to help steer your business through any times of trouble

Essentially, business plan is a blueprint and an important strategic tool that keeps you focused, motivated and accountable to keep your business on track. When used properly and consulted regularly, it can help you measure and manage what you are working so hard to create – your long-term vision.

As humans, we work better when we have clear goals we can work towards. The everyday business hustle makes it challenging to keep an eye on the strategic priorities. The business planning process serves as a useful reminder.

3. Take Action

A business plan is also a plan of action . At its core, your plan identifies where you are now, where you want your business to go, and how you will get there.

Planning out exactly how you are going to turn your vision into a successful business is perhaps the most important step between an idea and reality. Success comes not only from having a vision but working towards that vision in a systematic and organized way.

A good business plan clearly outlines specific steps necessary to turn the business objectives into reality. Think of it as a roadmap to success. The strategy and tactics need to be in alignment to make sure that your day-to-day activities lead to the achievement of your business goals.

4. Manage Resources

A business plan also provides insight on how resources required for achieving your business goals will be structured and allocated according to their strategic priority. For example:

Large Spending Decisions

• Assets: When and in what amount will the business commit resources to buy/lease new assets, such as computers or vehicles.
• Human Resources: Objectives for hiring new employees, including not only their pay but how they will help the business grow and flourish.
• Business Space: Information on costs of renting/buying space for offices, retail, manufacturing or other operations, for example when expanding to a new location.

Cash Flow It is essential that a business carefully plans and manages cash flows to ensure that there are optimal levels of cash in the bank at all times and avoid situations where the business could run out of cash and could not afford to pay its bills.

Revenues v. Expenses In addition, your business plan will compare your revenue forecasts to the budgeted costs to make sure that your financials are healthy and the business is set up for success.

5. Make Decisions

Whether you are starting a small business or expanding an existing one, a business plan is an important tool to help guide your decisions:

Sound decisions Gathering information for the business plan boosts your knowledge across many important areas of the business:

• Industry, market, customers and competitors
• Financial projections (e.g., revenue, expenses, assets, cash flow)
• Operations, technology and logistics
• Human resources (management and staff)
• Creating value for your customer through products and services

Decision-making skills The business planning process involves thorough research and critical thinking about many intertwined and complex business issues. As a result, it solidifies the decision-making skills of the business owner and builds a solid foundation for strategic planning , prioritization and sound decision making in your business. The more you understand, the better your decisions will be.

Planning Thorough planning allows you to determine the answer to some of the most critical business decisions ahead of time , prepare for anticipate problems before they arise, and ensure that any tactical solutions are in line with the overall strategy and goals.

If you do not take time to plan, you risk becoming overwhelmed by countless options and conflicting directions because you are not unclear about the mission , vision and strategy for your business.

6. Manage Risk

Some level of uncertainty is inherent in every business, but there is a lot you can do to reduce and manage the risk, starting with a business plan to uncover your weak spots.

You will need to take a realistic and pragmatic look at the hard facts and identify:

• Major risks , challenges and obstacles that you can expect on the way – so you can prepare to deal with them.
• Weaknesses in your business idea, business model and strategy – so you can fix them.
• Critical mistakes before they arise – so you can avoid them.

Essentially, the business plan is your safety net . Naturally, business plan cannot entirely eliminate risk, but it can significantly reduce it and prepare you for any challenges you may encounter.

7. Communicate Internally

Attract talent For a business to succeed, attracting talented workers and partners is of vital importance.

A business plan can be used as a communication tool to attract the right talent at all levels, from skilled staff to executive management, to work for your business by explaining the direction and growth potential of the business in a presentable format.

Align performance Sharing your business plan with all team members helps to ensure that everyone is on the same page when it comes to the long-term vision and strategy.

You need their buy-in from the beginning, because aligning your team with your priorities will increase the efficiency of your business as everyone is working towards a common goal .

If everyone on your team understands that their piece of work matters and how it fits into the big picture, they are more invested in achieving the objectives of the business.

It also makes it easier to track and communicate on your progress.

Share and explain business objectives with your management team, employees and new hires. Make selected portions of your business plan part of your new employee training.

8. Communicate Externally

Alliances If you are interested in partnerships or joint ventures, you may share selected sections of your plan with the potential business partners in order to develop new alliances.

Suppliers A business plan can play a part in attracting reliable suppliers and getting approved for business credit from suppliers. Suppliers who feel confident that your business will succeed (e.g., sales projections) will be much more likely to extend credit.

In addition, suppliers may want to ensure their products are being represented in the right way .

Professional Services Having a business plan in place allows you to easily share relevant sections with those you rely on to support the organization, including attorneys, accountants, and other professional consultants as needed, to make sure that everyone is on the same page.

Advisors Share the plan with experts and professionals who are in a position to give you valuable advice.

Landlord Some landlords and property managers require businesses to submit a business plan to be considered for a lease to prove that your business will have sufficient cash flows to pay the rent.

Customers The business plan may also function as a prospectus for potential customers, especially when it comes to large corporate accounts and exclusive customer relationships.

9. Secure Funding

If you intend to seek outside financing for your business, you are likely going to need a business plan.

Whether you are seeking debt financing (e.g. loan or credit line) from a lender (e.g., bank or financial institution) or equity capital financing from investors (e.g., venture or angel capital), a business plan can make the difference between whether or not – and how much – someone decides to invest.

Investors and financiers are always looking at the risk of default and the earning potential based on facts and figures. Understandably, anyone who is interested in supporting your business will want to check that you know what you are doing, that their money is in good hands, and that the venture is viable in the long run.

Business plans tend to be the most effective ways of proving that. A presentation may pique their interest , but they will most probably request a well-written document they can study in detail before they will be prepared to make any financial commitment.

That is why a business plan can often be the single most important document you can present to potential investors/financiers that will provide the structure and confidence that they need to make decisions about funding and supporting your company.

Be prepared to have your business plan scrutinized . Investors and financiers will conduct extensive checks and analyses to be certain that what is written in your business plan faithful representation of the truth.

10. Grow and Change

It is a very common misconception that a business plan is a static document that a new business prepares once in the start-up phase and then happily forgets about.

But businesses are not static. And neither are business plans. The business plan for any business will change over time as the company evolves and expands .

In the growth phase, an updated business plan is particularly useful for:

Raising additional capital for expansion

• Seeking financing for new assets , such as equipment or property
• Securing financing to support steady cash flows (e.g., seasonality, market downturns, timing of sale/purchase invoices)
• Forecasting to allocate resources according to strategic priority and operational needs
• Valuation (e.g., mergers & acquisitions, tax issues, transactions related to divorce, inheritance, estate planning)

Keeping the business plan updated gives established businesses better chance of getting the money they need to grow or even keep operating.

Business plan is also an excellent tool for planning an exit as it would include the strategy and timelines for a transfer to new ownership or dissolution of the company.

Also, if you ever make the decision to sell your business or position yourself for a merger or an acquisition , a strong business plan in hand is going to help you to maximize the business valuation.

Valuation is the process of establishing the worth of a business by a valuation expert who will draw on professional experience as well as a business plan that will outline what you have, what it’s worth now and how much will it likely produce in the future.

Your business is likely to be worth more to a buyer if they clearly understand your business model, your market, your assets and your overall potential to grow and scale .

Related Questions

Business plan purpose: what is the purpose of a business plan.

The purpose of a business plan is to articulate a strategy for starting a new business or growing an existing one by identifying where the business is going and how it will get there to test the viability of a business idea and maximize the chances of securing funding and achieving business goals and success.

Business Plan Benefits: What are the benefits of a business plan?

A business plan benefits businesses by serving as a strategic tool outlining the steps and resources required to achieve goals and make business ideas succeed, as well as a communication tool allowing businesses to articulate their strategy to stakeholders that support the business.

Business Plan Importance: Why is business plan important?

The importance of a business plan lies in it being a roadmap that guides the decisions of a business on the road to success, providing clarity on all aspects of its operations. This blueprint outlines the goals of the business and what exactly is needed to achieve them through effective management.

Sign up for our Newsletter

Get more articles just like this straight into your mailbox.

Related Posts

Recent Posts

Table of Contents

What is a business plan, the advantages of having a business plan, the types of business plans, the key elements of a business plan, best business plan software, common challenges of writing a business plan, become an expert business planner, business planning: it’s importance, types and key elements.

Every year, thousands of new businesses see the light of the day. One look at the  World Bank's Entrepreneurship Survey and database  shows the mind-boggling rate of new business registrations. However, sadly, only a tiny percentage of them have a chance of survival.   

According to the Bureau of Labor Statistics, about 20% of small businesses fail in their first year, about 50% in their fifth year.

Research from the University of Tennessee found that 44% of businesses fail within the first three years. Among those that operate within specific sectors, like information (which includes most tech firms), 63% shut shop within three years.

Several  other statistics  expose the abysmal rates of business failure. But why are so many businesses bound to fail? Most studies mention "lack of business planning" as one of the reasons.

This isn’t surprising at all. 

Running a business without a plan is like riding a motorcycle up a craggy cliff blindfolded. Yet, way too many firms ( a whopping 67%)  don't have a formal business plan in place. 

It doesn't matter if you're a startup with a great idea or a business with an excellent product. You can only go so far without a roadmap — a business plan. Only, a business plan is so much more than just a roadmap. A solid plan allows a business to weather market challenges and pivot quickly in the face of crisis, like the one global businesses are struggling with right now, in the post-pandemic world.  

But before you can go ahead and develop a great business plan, you need to know the basics. In this article, we'll discuss the fundamentals of business planning to help you plan effectively for 2021.  

Now before we begin with the details of business planning, let us understand what it is.

No two businesses have an identical business plan, even if they operate within the same industry. So one business plan can look entirely different from another one. Still, for the sake of simplicity, a business plan can be defined as a guide for a company to operate and achieve its goals.  

More specifically, it's a document in writing that outlines the goals, objectives, and purpose of a business while laying out the blueprint for its day-to-day operations and key functions such as marketing, finance, and expansion.

A good business plan can be a game-changer for startups that are looking to raise funds to grow and scale. It convinces prospective investors that the venture will be profitable and provides a realistic outlook on how much profit is on the cards and by when it will be attained. 

However, it's not only new businesses that greatly benefit from a business plan. Well-established companies and large conglomerates also need to tweak their business plans to adapt to new business environments and unpredictable market changes. 

Before getting into learning more about business planning, let us learn the advantages of having one.

Since a detailed business plan offers a birds-eye view of the entire framework of an establishment, it has several benefits that make it an important part of any organization. Here are few ways a business plan can offer significant competitive edge.

• Sets objectives and benchmarks: Proper planning helps a business set realistic objectives and assign stipulated time for those goals to be met. This results in long-term profitability. It also lets a company set benchmarks and Key Performance Indicators (KPIs) necessary to reach its goals. 
• Maximizes resource allocation: A good business plan helps to effectively organize and allocate the company’s resources. It provides an understanding of the result of actions, such as, opening new offices, recruiting fresh staff, change in production, and so on. It also helps the business estimate the financial impact of such actions.
• Enhances viability: A plan greatly contributes towards turning concepts into reality. Though business plans vary from company to company, the blueprints of successful companies often serve as an excellent guide for nascent-stage start-ups and new entrepreneurs. It also helps existing firms to market, advertise, and promote new products and services into the market.
• Aids in decision making: Running a business involves a lot of decision making: where to pitch, where to locate, what to sell, what to charge — the list goes on. A well thought-out business plan provides an organization the ability to anticipate the curveballs that the future could throw at them. It allows them to come up with answers and solutions to these issues well in advance.
• Fix past mistakes: When businesses create plans keeping in mind the flaws and failures of the past and what worked for them and what didn’t, it can help them save time, money, and resources. Such plans that reflects the lessons learnt from the past offers businesses an opportunity to avoid future pitfalls.
• Attracts investors: A business plan gives investors an in-depth idea about the objectives, structure, and validity of a firm. It helps to secure their confidence and encourages them to invest. 

Now let's look at the various types involved in business planning.

Become a Business and Leadership Professional

• Top 10 skills in demand Business Analysis As A Skill In 2020
• 14% Growth in Jobs Of Business Analysis Profile By 2028

Business Analyst

• Industry-recognized certifications from IBM and Simplilearn
• Masterclasses from IBM experts

Post Graduate Program in Business Analysis

• Certificate from Simplilearn in collaboration with Purdue University
• Become eligible to be part of the Purdue University Alumni Association

Here's what learners are saying regarding our programs:

Assistant Consultant at Tata Consultancy Services , Tata Consultancy Services

My experience with Simplilearn has been great till now. They have good materials to start with, and a wide range of courses. I have signed up for two courses with Simplilearn over the past 6 months, Data Scientist and Agile and Scrum. My experience with both is good. One unique feature I liked about Simplilearn is that they give pre-requisites that you should complete, before a live class, so that you go there fully prepared. Secondly, there support staff is superb. I believe there are two teams, to cater to the Indian and US time zones. Simplilearn gives you the most methodical and easy way to up-skill yourself. Also, when you compare the data analytics courses across the market that offer web-based tutorials, Simplilearn, scores over the rest in my opinion. Great job, Simplilearn!

I was keenly looking for a change in my domain from business consultancy to IT(Business Analytics). This Post Graduate Program in Business Analysis course helped me achieve the same. I am proficient in business analysis now and am looking for job profiles that suit my skill set.

Business plans are formulated according to the needs of a business. It can be a simple one-page document or an elaborate 40-page affair, or anything in between. While there’s no rule set in stone as to what exactly a business plan can or can’t contain, there are a few common types of business plan that nearly all businesses in existence use.  

Here’s an overview of a few fundamental types of business plans. 

• Start-up plan: As the name suggests, this is a documentation of the plans, structure, and objections of a new business establishments. It describes the products and services that are to be produced by the firm, the staff management, and market analysis of their production. Often, a detailed finance spreadsheet is also attached to this document for investors to determine the viability of the new business set-up.
• Feasibility plan: A feasibility plan evaluates the prospective customers of the products or services that are to be produced by a company. It also estimates the possibility of a profit or a loss of a venture. It helps to forecast how well a product will sell at the market, the duration it will require to yield results, and the profit margin that it will secure on investments. 
• Expansion Plan: This kind of plan is primarily framed when a company decided to expand in terms of production or structure. It lays down the fundamental steps and guidelines with regards to internal or external growth. It helps the firm to analyze the activities like resource allocation for increased production, financial investments, employment of extra staff, and much more.
• Operations Plan: An operational plan is also called an annual plan. This details the day-to-day activities and strategies that a business needs to follow in order to materialize its targets. It outlines the roles and responsibilities of the managing body, the various departments, and the company’s employees for the holistic success of the firm.
• Strategic Plan: This document caters to the internal strategies of the company and is a part of the foundational grounds of the establishments. It can be accurately drafted with the help of a SWOT analysis through which the strengths, weaknesses, opportunities, and threats can be categorized and evaluated so that to develop means for optimizing profits.

There is some preliminary work that’s required before you actually sit down to write a plan for your business. Knowing what goes into a business plan is one of them. 

Here are the key elements of a good business plan:

• Executive Summary: An executive summary gives a clear picture of the strategies and goals of your business right at the outset. Though its value is often understated, it can be extremely helpful in creating the readers’ first impression of your business. As such, it could define the opinions of customers and investors from the get-go.  
• Business Description: A thorough business description removes room for any ambiguity from your processes. An excellent business description will explain the size and structure of the firm as well as its position in the market. It also describes the kind of products and services that the company offers. It even states as to whether the company is old and established or new and aspiring. Most importantly, it highlights the USP of the products or services as compared to your competitors in the market.
• Market Analysis: A systematic market analysis helps to determine the current position of a business and analyzes its scope for future expansions. This can help in evaluating investments, promotions, marketing, and distribution of products. In-depth market understanding also helps a business combat competition and make plans for long-term success.
• Operations and Management: Much like a statement of purpose, this allows an enterprise to explain its uniqueness to its readers and customers. It showcases the ways in which the firm can deliver greater and superior products at cheaper rates and in relatively less time. 
• Financial Plan: This is the most important element of a business plan and is primarily addressed to investors and sponsors. It requires a firm to reveal its financial policies and market analysis. At times, a 5-year financial report is also required to be included to show past performances and profits. The financial plan draws out the current business strategies, future projections, and the total estimated worth of the firm.

The importance of business planning is it simplifies the planning of your company's finances to present this information to a bank or investors. Here are the best business plan software providers available right now:

• Business Sorter

The importance of business planning cannot be emphasized enough, but it can be challenging to write a business plan. Here are a few issues to consider before you start your business planning:

• Create a business plan to determine your company's direction, obtain financing, and attract investors.
• Identifying financial, demographic, and achievable goals is a common challenge when writing a business plan.
• Some entrepreneurs struggle to write a business plan that is concise, interesting, and informative enough to demonstrate the viability of their business idea.
• You can streamline your business planning process by conducting research, speaking with experts and peers, and working with a business consultant.

Whether you’re running your own business or in-charge of ensuring strategic performance and growth for your employer or clients, knowing the ins and outs of business planning can set you up for success. 

Be it the launch of a new and exciting product or an expansion of operations, business planning is the necessity of all large and small companies. Which is why the need for professionals with superior business planning skills will never die out. In fact, their demand is on the rise with global firms putting emphasis on business analysis and planning to cope with cut-throat competition and market uncertainties.

While some are natural-born planners, most people have to work to develop this important skill. Plus, business planning requires you to understand the fundamentals of business management and be familiar with business analysis techniques . It also requires you to have a working knowledge of data visualization, project management, and monitoring tools commonly used by businesses today.   

Simpliearn’s Executive Certificate Program in General Management will help you develop and hone the required skills to become an extraordinary business planner. This comprehensive general management program by IIM Indore can serve as a career catalyst, equipping professionals with a competitive edge in the ever-evolving business environment.

What Is Meant by Business Planning?

Business planning is developing a company's mission or goals and defining the strategies you will use to achieve those goals or tasks. The process can be extensive, encompassing all aspects of the operation, or it can be concrete, focusing on specific functions within the overall corporate structure.

What Are the 4 Types of Business Plans?

The following are the four types of business plans:

Operational Planning

This type of planning typically describes the company's day-to-day operations. Single-use plans are developed for events and activities that occur only once (such as a single marketing campaign). Ongoing plans include problem-solving policies, rules for specific regulations, and procedures for a step-by-step process for achieving particular goals.

Strategic Planning

Strategic plans are all about why things must occur. A high-level overview of the entire business is included in strategic planning. It is the organization's foundation and will dictate long-term decisions.

Tactical Planning

Tactical plans are about what will happen. Strategic planning is aided by tactical planning. It outlines the tactics the organization intends to employ to achieve the goals outlined in the strategic plan.

Contingency Planning

When something unexpected occurs or something needs to be changed, contingency plans are created. In situations where a change is required, contingency planning can be beneficial.

What Are the 7 Steps of a Business Plan?

The following are the seven steps required for a business plan:

Conduct Research

If your company is to run a viable business plan and attract investors, your information must be of the highest quality.

Have a Goal

The goal must be unambiguous. You will waste your time if you don't know why you're writing a business plan. Knowing also implies having a target audience for when the plan is expected to get completed.

Create a Company Profile

Some refer to it as a company profile, while others refer to it as a snapshot. It's designed to be mentally quick and digestible because it needs to stick in the reader's mind quickly since more information is provided later in the plan.

Describe the Company in Detail

Explain the company's current situation, both good and bad. Details should also include patents, licenses, copyrights, and unique strengths that no one else has.

Create a marketing plan ahead of time.

A strategic marketing plan is required because it outlines how your product or service will be communicated, delivered, and sold to customers.

Be Willing to Change Your Plan for the Sake of Your Audience

Another standard error is that people only write one business plan. Startups have several versions, just as candidates have numerous resumes for various potential employers.

Incorporate Your Motivation

Your motivation must be a compelling reason for people to believe your company will succeed in all circumstances. A mission should drive a business, not just selling, to make money. That mission is defined by your motivation as specified in your business plan.

What Are the Basic Steps in Business Planning?

These are the basic steps in business planning:

Summary and Objectives

Briefly describe your company, its objectives, and your plan to keep it running.

Services and Products

Add specifics to your detailed description of the product or service you intend to offer. Where, why, and how much you plan to sell your product or service and any special offers.

Conduct research on your industry and the ideal customers to whom you want to sell. Identify the issues you want to solve for your customers.

Operations are the process of running your business, including the people, skills, and experience required to make it successful.

How are you going to reach your target audience? How you intend to sell to them may include positioning, pricing, promotion, and distribution.

Consider funding costs, operating expenses, and projected income. Include your financial objectives and a breakdown of what it takes to make your company profitable. With proper business planning through the help of support, system, and mentorship, it is easy to start a business.

Our Business And Leadership Courses Duration And Fees

Business And Leadership Courses typically range from a few weeks to several months, with fees varying based on program and institution.

Get Free Certifications with free video courses

Business and Leadership

Business Analysis Basics

Data Science & Business Analytics

Business Intelligence Fundamentals

Learn from Industry Experts with free Masterclasses

From Concept to Market - How to Excel at Product Management in 2024 with SP Jain Program

Ascend the Product Management Career Ladder in 2024 with UC San Diego

Career Information Session: Find Out How to Become a Business Analyst with IIT Roorkee

Recommended Reads

Business Intelligence Career Guide: Your Complete Guide to Becoming a Business Analyst

Corporate Succession Planning: How to Create Leaders According to the Business Need

Top Business Analyst Skills

Business Analytics Basics: A Beginner’s Guide

Financial Planning for Businesses Across the Globe

How to Become a Business Analyst

Get Affiliated Certifications with Live Class programs

• PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

Small Business Trends

How to create a business plan: examples & free template.

This is the ultimate guide to creating a comprehensive and effective plan to start a business . In today’s dynamic business landscape, having a well-crafted business plan is an important first step to securing funding, attracting partners, and navigating the challenges of entrepreneurship.

This guide has been designed to help you create a winning plan that stands out in the ever-evolving marketplace. U sing real-world examples and a free downloadable template, it will walk you through each step of the process.

Whether you’re a seasoned entrepreneur or launching your very first startup, the guide will give you the insights, tools, and confidence you need to create a solid foundation for your business.

Table of Contents

How to Write a Business Plan

Embarking on the journey of creating a successful business requires a solid foundation, and a well-crafted business plan is the cornerstone. Here is the process of writing a comprehensive business plan and the main parts of a winning business plan . From setting objectives to conducting market research, this guide will have everything you need.

Executive Summary

The Executive Summary serves as the gateway to your business plan, offering a snapshot of your venture’s core aspects. This section should captivate and inform, succinctly summarizing the essence of your plan.

It’s crucial to include a clear mission statement, a brief description of your primary products or services, an overview of your target market, and key financial projections or achievements.

Think of it as an elevator pitch in written form: it should be compelling enough to engage potential investors or stakeholders and provide them with a clear understanding of what your business is about, its goals, and why it’s a promising investment.

Example: EcoTech is a technology company specializing in eco-friendly and sustainable products designed to reduce energy consumption and minimize waste. Our mission is to create innovative solutions that contribute to a cleaner, greener environment.

Our target market includes environmentally conscious consumers and businesses seeking to reduce their carbon footprint. We project a 200% increase in revenue within the first three years of operation.

Overview and Business Objectives

In the Overview and Business Objectives section, outline your business’s core goals and the strategic approaches you plan to use to achieve them. This section should set forth clear, specific objectives that are attainable and time-bound, providing a roadmap for your business’s growth and success.

It’s important to detail how these objectives align with your company’s overall mission and vision. Discuss the milestones you aim to achieve and the timeframe you’ve set for these accomplishments.

This part of the plan demonstrates to investors and stakeholders your vision for growth and the practical steps you’ll take to get there.

Example: EcoTech’s primary objective is to become a market leader in sustainable technology products within the next five years. Our key objectives include:

• Introducing three new products within the first two years of operation.
• Achieving annual revenue growth of 30%.
• Expanding our customer base to over 10,000 clients by the end of the third year.

Company Description

The Company Description section is your opportunity to delve into the details of your business. Provide a comprehensive overview that includes your company’s history, its mission statement, and its vision for the future.

Highlight your unique selling proposition (USP) – what makes your business stand out in the market. Explain the problems your company solves and how it benefits your customers.

Include information about the company’s founders, their expertise, and why they are suited to lead the business to success. This section should paint a vivid picture of your business, its values, and its place in the industry.

Example: EcoTech is committed to developing cutting-edge sustainable technology products that benefit both the environment and our customers. Our unique combination of innovative solutions and eco-friendly design sets us apart from the competition. We envision a future where technology and sustainability go hand in hand, leading to a greener planet.

Define Your Target Market

Defining Your Target Market is critical for tailoring your business strategy effectively. This section should describe your ideal customer base in detail, including demographic information (such as age, gender, income level, and location) and psychographic data (like interests, values, and lifestyle).

Elucidate on the specific needs or pain points of your target audience and how your product or service addresses these. This information will help you know your target market and develop targeted marketing strategies.

Example: Our target market comprises environmentally conscious consumers and businesses looking for innovative solutions to reduce their carbon footprint. Our ideal customers are those who prioritize sustainability and are willing to invest in eco-friendly products.

Market Analysis

The Market Analysis section requires thorough research and a keen understanding of the industry. It involves examining the current trends within your industry, understanding the needs and preferences of your customers, and analyzing the strengths and weaknesses of your competitors.

This analysis will enable you to spot market opportunities and anticipate potential challenges. Include data and statistics to back up your claims, and use graphs or charts to illustrate market trends.

This section should demonstrate that you have a deep understanding of the market in which you operate and that your business is well-positioned to capitalize on its opportunities.

Example: The market for eco-friendly technology products has experienced significant growth in recent years, with an estimated annual growth rate of 10%. As consumers become increasingly aware of environmental issues, the demand for sustainable solutions continues to rise.

Our research indicates a gap in the market for high-quality, innovative eco-friendly technology products that cater to both individual and business clients.

SWOT Analysis

A SWOT analysis in your business plan offers a comprehensive examination of your company’s internal and external factors. By assessing Strengths, you showcase what your business does best and where your capabilities lie.

Weaknesses involve an honest introspection of areas where your business may be lacking or could improve. Opportunities can be external factors that your business could capitalize on, such as market gaps or emerging trends.

Threats include external challenges your business may face, like competition or market changes. This analysis is crucial for strategic planning, as it helps in recognizing and leveraging your strengths, addressing weaknesses, seizing opportunities, and preparing for potential threats.

Including a SWOT analysis demonstrates to stakeholders that you have a balanced and realistic understanding of your business in its operational context.

• Innovative and eco-friendly product offerings.
• Strong commitment to sustainability and environmental responsibility.
• Skilled and experienced team with expertise in technology and sustainability.

Weaknesses:

• Limited brand recognition compared to established competitors.
• Reliance on third-party manufacturers for product development.

Opportunities:

• Growing consumer interest in sustainable products.
• Partnerships with environmentally-focused organizations and influencers.
• Expansion into international markets.
• Intense competition from established technology companies.
• Regulatory changes could impact the sustainable technology market.

Competitive Analysis

In this section, you’ll analyze your competitors in-depth, examining their products, services, market positioning, and pricing strategies. Understanding your competition allows you to identify gaps in the market and tailor your offerings to outperform them.

By conducting a thorough competitive analysis, you can gain insights into your competitors’ strengths and weaknesses, enabling you to develop strategies to differentiate your business and gain a competitive advantage in the marketplace.

Example: Key competitors include:

GreenTech: A well-known brand offering eco-friendly technology products, but with a narrower focus on energy-saving devices.

EarthSolutions: A direct competitor specializing in sustainable technology, but with a limited product range and higher prices.

By offering a diverse product portfolio, competitive pricing, and continuous innovation, we believe we can capture a significant share of the growing sustainable technology market.

Organization and Management Team

Provide an overview of your company’s organizational structure, including key roles and responsibilities. Introduce your management team, highlighting their expertise and experience to demonstrate that your team is capable of executing the business plan successfully.

Showcasing your team’s background, skills, and accomplishments instills confidence in investors and other stakeholders, proving that your business has the leadership and talent necessary to achieve its objectives and manage growth effectively.

Example: EcoTech’s organizational structure comprises the following key roles: CEO, CTO, CFO, Sales Director, Marketing Director, and R&D Manager. Our management team has extensive experience in technology, sustainability, and business development, ensuring that we are well-equipped to execute our business plan successfully.

Products and Services Offered

Describe the products or services your business offers, focusing on their unique features and benefits. Explain how your offerings solve customer pain points and why they will choose your products or services over the competition.

This section should emphasize the value you provide to customers, demonstrating that your business has a deep understanding of customer needs and is well-positioned to deliver innovative solutions that address those needs and set your company apart from competitors.

Example: EcoTech offers a range of eco-friendly technology products, including energy-efficient lighting solutions, solar chargers, and smart home devices that optimize energy usage. Our products are designed to help customers reduce energy consumption, minimize waste, and contribute to a cleaner environment.

Marketing and Sales Strategy

In this section, articulate your comprehensive strategy for reaching your target market and driving sales. Detail the specific marketing channels you plan to use, such as social media, email marketing, SEO, or traditional advertising.

Describe the nature of your advertising campaigns and promotional activities, explaining how they will capture the attention of your target audience and convey the value of your products or services. Outline your sales strategy, including your sales process, team structure, and sales targets.

Discuss how these marketing and sales efforts will work together to attract and retain customers, generate leads, and ultimately contribute to achieving your business’s revenue goals.

This section is critical to convey to investors and stakeholders that you have a well-thought-out approach to market your business effectively and drive sales growth.

Example: Our marketing strategy includes digital advertising, content marketing, social media promotion, and influencer partnerships. We will also attend trade shows and conferences to showcase our products and connect with potential clients. Our sales strategy involves both direct sales and partnerships with retail stores, as well as online sales through our website and e-commerce platforms.

Logistics and Operations Plan

The Logistics and Operations Plan is a critical component that outlines the inner workings of your business. It encompasses the management of your supply chain, detailing how you acquire raw materials and manage vendor relationships.

Inventory control is another crucial aspect, where you explain strategies for inventory management to ensure efficiency and reduce wastage. The section should also describe your production processes, emphasizing scalability and adaptability to meet changing market demands.

Quality control measures are essential to maintain product standards and customer satisfaction. This plan assures investors and stakeholders of your operational competency and readiness to meet business demands.

Highlighting your commitment to operational efficiency and customer satisfaction underlines your business’s capability to maintain smooth, effective operations even as it scales.

Example: EcoTech partners with reliable third-party manufacturers to produce our eco-friendly technology products. Our operations involve maintaining strong relationships with suppliers, ensuring quality control, and managing inventory.

We also prioritize efficient distribution through various channels, including online platforms and retail partners, to deliver products to our customers in a timely manner.

Financial Projections Plan

In the Financial Projections Plan, lay out a clear and realistic financial future for your business. This should include detailed projections for revenue, costs, and profitability over the next three to five years.

Ground these projections in solid assumptions based on your market analysis, industry benchmarks, and realistic growth scenarios. Break down revenue streams and include an analysis of the cost of goods sold, operating expenses, and potential investments.

This section should also discuss your break-even analysis, cash flow projections, and any assumptions about external funding requirements.

By presenting a thorough and data-backed financial forecast, you instill confidence in potential investors and lenders, showcasing your business’s potential for profitability and financial stability.

This forward-looking financial plan is crucial for demonstrating that you have a firm grasp of the financial nuances of your business and are prepared to manage its financial health effectively.

Example: Over the next three years, we expect to see significant growth in revenue, driven by new product launches and market expansion. Our financial projections include:

• Year 1: $1.5 million in revenue, with a net profit of $200,000.
• Year 2: $3 million in revenue, with a net profit of $500,000.
• Year 3: $4.5 million in revenue, with a net profit of $1 million.

These projections are based on realistic market analysis, growth rates, and product pricing.

Income Statement

The income statement , also known as the profit and loss statement, provides a summary of your company’s revenues and expenses over a specified period. It helps you track your business’s financial performance and identify trends, ensuring you stay on track to achieve your financial goals.

Regularly reviewing and analyzing your income statement allows you to monitor the health of your business, evaluate the effectiveness of your strategies, and make data-driven decisions to optimize profitability and growth.

Example: The income statement for EcoTech’s first year of operation is as follows:

• Revenue: $1,500,000
• Cost of Goods Sold: $800,000
• Gross Profit: $700,000
• Operating Expenses: $450,000
• Net Income: $250,000

This statement highlights our company’s profitability and overall financial health during the first year of operation.

Cash Flow Statement

A cash flow statement is a crucial part of a financial business plan that shows the inflows and outflows of cash within your business. It helps you monitor your company’s liquidity, ensuring you have enough cash on hand to cover operating expenses, pay debts, and invest in growth opportunities.

By including a cash flow statement in your business plan, you demonstrate your ability to manage your company’s finances effectively.

Example:  The cash flow statement for EcoTech’s first year of operation is as follows:

Operating Activities:

• Depreciation: $10,000
• Changes in Working Capital: -$50,000
• Net Cash from Operating Activities: $210,000

Investing Activities:

•  Capital Expenditures: -$100,000
• Net Cash from Investing Activities: -$100,000

Financing Activities:

• Proceeds from Loans: $150,000
• Loan Repayments: -$50,000
• Net Cash from Financing Activities: $100,000
• Net Increase in Cash: $210,000

This statement demonstrates EcoTech’s ability to generate positive cash flow from operations, maintain sufficient liquidity, and invest in growth opportunities.

Tips on Writing a Business Plan

1. Be clear and concise: Keep your language simple and straightforward. Avoid jargon and overly technical terms. A clear and concise business plan is easier for investors and stakeholders to understand and demonstrates your ability to communicate effectively.

2. Conduct thorough research: Before writing your business plan, gather as much information as possible about your industry, competitors, and target market. Use reliable sources and industry reports to inform your analysis and make data-driven decisions.

3. Set realistic goals: Your business plan should outline achievable objectives that are specific, measurable, attainable, relevant, and time-bound (SMART). Setting realistic goals demonstrates your understanding of the market and increases the likelihood of success.

4. Focus on your unique selling proposition (USP): Clearly articulate what sets your business apart from the competition. Emphasize your USP throughout your business plan to showcase your company’s value and potential for success.

5. Be flexible and adaptable: A business plan is a living document that should evolve as your business grows and changes. Be prepared to update and revise your plan as you gather new information and learn from your experiences.

6. Use visuals to enhance understanding: Include charts, graphs, and other visuals to help convey complex data and ideas. Visuals can make your business plan more engaging and easier to digest, especially for those who prefer visual learning.

7. Seek feedback from trusted sources: Share your business plan with mentors, industry experts, or colleagues and ask for their feedback. Their insights can help you identify areas for improvement and strengthen your plan before presenting it to potential investors or partners.

FREE Business Plan Template

To help you get started on your business plan, we have created a template that includes all the essential components discussed in the “How to Write a Business Plan” section. This easy-to-use template will guide you through each step of the process, ensuring you don’t miss any critical details.

The template is divided into the following sections:

• Mission statement
• Business Overview
• Key products or services
• Target market
• Financial highlights
• Company goals
• Strategies to achieve goals
• Measurable, time-bound objectives
• Company History
• Mission and vision
• Unique selling proposition
• Demographics
• Psychographics
• Pain points
• Industry trends
• Customer needs
• Competitor strengths and weaknesses
• Opportunities
• Competitor products and services
• Market positioning
• Pricing strategies
• Organizational structure
• Key roles and responsibilities
• Management team backgrounds
• Product or service features
• Competitive advantages
• Marketing channels
• Advertising campaigns
• Promotional activities
• Sales strategies
• Supply chain management
• Inventory control
• Production processes
• Quality control measures
• Projected revenue
• Assumptions
• Cash inflows
• Cash outflows
• Net cash flow

What is a Business Plan?

A business plan is a strategic document that outlines an organization’s goals, objectives, and the steps required to achieve them. It serves as a roadmap as you start a business , guiding the company’s direction and growth while identifying potential obstacles and opportunities.

Typically, a business plan covers areas such as market analysis, financial projections, marketing strategies, and organizational structure. It not only helps in securing funding from investors and lenders but also provides clarity and focus to the management team.

A well-crafted business plan is a very important part of your business startup checklist because it fosters informed decision-making and long-term success.

Why You Should Write a Business Plan

Understanding the importance of a business plan in today’s competitive environment is crucial for entrepreneurs and business owners. Here are five compelling reasons to write a business plan:

• Attract Investors and Secure Funding : A well-written business plan demonstrates your venture’s potential and profitability, making it easier to attract investors and secure the necessary funding for growth and development. It provides a detailed overview of your business model, target market, financial projections, and growth strategies, instilling confidence in potential investors and lenders that your company is a worthy investment.
• Clarify Business Objectives and Strategies : Crafting a business plan forces you to think critically about your goals and the strategies you’ll employ to achieve them, providing a clear roadmap for success. This process helps you refine your vision and prioritize the most critical objectives, ensuring that your efforts are focused on achieving the desired results.
• Identify Potential Risks and Opportunities : Analyzing the market, competition, and industry trends within your business plan helps identify potential risks and uncover untapped opportunities for growth and expansion. This insight enables you to develop proactive strategies to mitigate risks and capitalize on opportunities, positioning your business for long-term success.
• Improve Decision-Making : A business plan serves as a reference point so you can make informed decisions that align with your company’s overall objectives and long-term vision. By consistently referring to your plan and adjusting it as needed, you can ensure that your business remains on track and adapts to changes in the market, industry, or internal operations.
• Foster Team Alignment and Communication : A shared business plan helps ensure that all team members are on the same page, promoting clear communication, collaboration, and a unified approach to achieving the company’s goals. By involving your team in the planning process and regularly reviewing the plan together, you can foster a sense of ownership, commitment, and accountability that drives success.

What are the Different Types of Business Plans?

In today’s fast-paced business world, having a well-structured roadmap is more important than ever. A traditional business plan provides a comprehensive overview of your company’s goals and strategies, helping you make informed decisions and achieve long-term success. There are various types of business plans, each designed to suit different needs and purposes. Let’s explore the main types:

• Startup Business Plan: Tailored for new ventures, a startup business plan outlines the company’s mission, objectives, target market, competition, marketing strategies, and financial projections. It helps entrepreneurs clarify their vision, secure funding from investors, and create a roadmap for their business’s future. Additionally, this plan identifies potential challenges and opportunities, which are crucial for making informed decisions and adapting to changing market conditions.
• Internal Business Plan: This type of plan is intended for internal use, focusing on strategies, milestones, deadlines, and resource allocation. It serves as a management tool for guiding the company’s growth, evaluating its progress, and ensuring that all departments are aligned with the overall vision. The internal business plan also helps identify areas of improvement, fosters collaboration among team members, and provides a reference point for measuring performance.
• Strategic Business Plan: A strategic business plan outlines long-term goals and the steps to achieve them, providing a clear roadmap for the company’s direction. It typically includes a SWOT analysis, market research, and competitive analysis. This plan allows businesses to align their resources with their objectives, anticipate changes in the market, and develop contingency plans. By focusing on the big picture, a strategic business plan fosters long-term success and stability.
• Feasibility Business Plan: This plan is designed to assess the viability of a business idea, examining factors such as market demand, competition, and financial projections. It is often used to decide whether or not to pursue a particular venture. By conducting a thorough feasibility analysis, entrepreneurs can avoid investing time and resources into an unviable business concept. This plan also helps refine the business idea, identify potential obstacles, and determine the necessary resources for success.
• Growth Business Plan: Also known as an expansion plan, a growth business plan focuses on strategies for scaling up an existing business. It includes market analysis, new product or service offerings, and financial projections to support expansion plans. This type of plan is essential for businesses looking to enter new markets, increase their customer base, or launch new products or services. By outlining clear growth strategies, the plan helps ensure that expansion efforts are well-coordinated and sustainable.
• Operational Business Plan: This type of plan outlines the company’s day-to-day operations, detailing the processes, procedures, and organizational structure. It is an essential tool for managing resources, streamlining workflows, and ensuring smooth operations. The operational business plan also helps identify inefficiencies, implement best practices, and establish a strong foundation for future growth. By providing a clear understanding of daily operations, this plan enables businesses to optimize their resources and enhance productivity.
• Lean Business Plan: A lean business plan is a simplified, agile version of a traditional plan, focusing on key elements such as value proposition, customer segments, revenue streams, and cost structure. It is perfect for startups looking for a flexible, adaptable planning approach. The lean business plan allows for rapid iteration and continuous improvement, enabling businesses to pivot and adapt to changing market conditions. This streamlined approach is particularly beneficial for businesses in fast-paced or uncertain industries.
• One-Page Business Plan: As the name suggests, a one-page business plan is a concise summary of your company’s key objectives, strategies, and milestones. It serves as a quick reference guide and is ideal for pitching to potential investors or partners. This plan helps keep teams focused on essential goals and priorities, fosters clear communication, and provides a snapshot of the company’s progress. While not as comprehensive as other plans, a one-page business plan is an effective tool for maintaining clarity and direction.
• Nonprofit Business Plan: Specifically designed for nonprofit organizations, this plan outlines the mission, goals, target audience, fundraising strategies, and budget allocation. It helps secure grants and donations while ensuring the organization stays on track with its objectives. The nonprofit business plan also helps attract volunteers, board members, and community support. By demonstrating the organization’s impact and plans for the future, this plan is essential for maintaining transparency, accountability, and long-term sustainability within the nonprofit sector.
• Franchise Business Plan: For entrepreneurs seeking to open a franchise, this type of plan focuses on the franchisor’s requirements, as well as the franchisee’s goals, strategies, and financial projections. It is crucial for securing a franchise agreement and ensuring the business’s success within the franchise system. This plan outlines the franchisee’s commitment to brand standards, marketing efforts, and operational procedures, while also addressing local market conditions and opportunities. By creating a solid franchise business plan, entrepreneurs can demonstrate their ability to effectively manage and grow their franchise, increasing the likelihood of a successful partnership with the franchisor.

Using Business Plan Software

Creating a comprehensive business plan can be intimidating, but business plan software can streamline the process and help you produce a professional document. These tools offer a number of benefits, including guided step-by-step instructions, financial projections, and industry-specific templates. Here are the top 5 business plan software options available to help you craft a great business plan.

1. LivePlan

LivePlan is a popular choice for its user-friendly interface and comprehensive features. It offers over 500 sample plans, financial forecasting tools, and the ability to track your progress against key performance indicators. With LivePlan, you can create visually appealing, professional business plans that will impress investors and stakeholders.

2. Upmetrics

Upmetrics provides a simple and intuitive platform for creating a well-structured business plan. It features customizable templates, financial forecasting tools, and collaboration capabilities, allowing you to work with team members and advisors. Upmetrics also offers a library of resources to guide you through the business planning process.

Bizplan is designed to simplify the business planning process with a drag-and-drop builder and modular sections. It offers financial forecasting tools, progress tracking, and a visually appealing interface. With Bizplan, you can create a business plan that is both easy to understand and visually engaging.

Enloop is a robust business plan software that automatically generates a tailored plan based on your inputs. It provides industry-specific templates, financial forecasting, and a unique performance score that updates as you make changes to your plan. Enloop also offers a free version, making it accessible for businesses on a budget.

5. Tarkenton GoSmallBiz

Developed by NFL Hall of Famer Fran Tarkenton, GoSmallBiz is tailored for small businesses and startups. It features a guided business plan builder, customizable templates, and financial projection tools. GoSmallBiz also offers additional resources, such as CRM tools and legal document templates, to support your business beyond the planning stage.

Business Plan FAQs

What is a good business plan.

A good business plan is a well-researched, clear, and concise document that outlines a company’s goals, strategies, target market, competitive advantages, and financial projections. It should be adaptable to change and provide a roadmap for achieving success.

What are the 3 main purposes of a business plan?

The three main purposes of a business plan are to guide the company’s strategy, attract investment, and evaluate performance against objectives. Here’s a closer look at each of these:

• It outlines the company’s purpose and core values to ensure that all activities align with its mission and vision.
• It provides an in-depth analysis of the market, including trends, customer needs, and competition, helping the company tailor its products and services to meet market demands.
• It defines the company’s marketing and sales strategies, guiding how the company will attract and retain customers.
• It describes the company’s organizational structure and management team, outlining roles and responsibilities to ensure effective operation and leadership.
• It sets measurable, time-bound objectives, allowing the company to plan its activities effectively and make strategic decisions to achieve these goals.
• It provides a comprehensive overview of the company and its business model, demonstrating its uniqueness and potential for success.
• It presents the company’s financial projections, showing its potential for profitability and return on investment.
• It demonstrates the company’s understanding of the market, including its target customers and competition, convincing investors that the company is capable of gaining a significant market share.
• It showcases the management team’s expertise and experience, instilling confidence in investors that the team is capable of executing the business plan successfully.
• It establishes clear, measurable objectives that serve as performance benchmarks.
• It provides a basis for regular performance reviews, allowing the company to monitor its progress and identify areas for improvement.
• It enables the company to assess the effectiveness of its strategies and make adjustments as needed to achieve its objectives.
• It helps the company identify potential risks and challenges, enabling it to develop contingency plans and manage risks effectively.
• It provides a mechanism for evaluating the company’s financial performance, including revenue, expenses, profitability, and cash flow.

Can I write a business plan by myself?

Yes, you can write a business plan by yourself, but it can be helpful to consult with mentors, colleagues, or industry experts to gather feedback and insights. There are also many creative business plan templates and business plan examples available online, including those above.

We also have examples for specific industries, including a using food truck business plan , salon business plan , farm business plan , daycare business plan , and restaurant business plan .

Is it possible to create a one-page business plan?

Yes, a one-page business plan is a condensed version that highlights the most essential elements, including the company’s mission, target market, unique selling proposition, and financial goals.

How long should a business plan be?

A typical business plan ranges from 20 to 50 pages, but the length may vary depending on the complexity and needs of the business.

What is a business plan outline?

A business plan outline is a structured framework that organizes the content of a business plan into sections, such as the executive summary, company description, market analysis, and financial projections.

What are the 5 most common business plan mistakes?

The five most common business plan mistakes include inadequate research, unrealistic financial projections, lack of focus on the unique selling proposition, poor organization and structure, and failure to update the plan as circumstances change.

What questions should be asked in a business plan?

A business plan should address questions such as: What problem does the business solve? Who is the specific target market ? What is the unique selling proposition? What are the company’s objectives? How will it achieve those objectives?

What’s the difference between a business plan and a strategic plan?

A business plan focuses on the overall vision, goals, and tactics of a company, while a strategic plan outlines the specific strategies, action steps, and performance measures necessary to achieve the company’s objectives.

How is business planning for a nonprofit different?

Nonprofit business planning focuses on the organization’s mission, social impact, and resource management, rather than profit generation. The financial section typically includes funding sources, expenses, and projected budgets for programs and operations.

Image: Envato Elements

Your email address will not be published. Required fields are marked *

© Copyright 2003 - 2024, Small Business Trends LLC. All rights reserved. "Small Business Trends" is a registered trademark.

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Research: Writing a Business Plan Makes Your Startup More Likely to Succeed

• Francis J. Greene
• Christian Hopp

It’s particularly important if you plan to raise money.

When asked about an opponent’s plan for their impending fight, former world heavyweight champion Mike Tyson once said: “everyone has a plan until they get punched in the mouth.” It is a school of thought now fashionable in entrepreneurship circles. The truth, though, is that we just don’t know if it pays to plan. For every study that shows that it does, another study comes along and says that start-ups should just learn by doing. We wanted to study entrepreneurial planning, but with more context than previous efforts. We found that it pays to plan. Entrepreneurs who write formal plans are 16% more likely to achieve viability than the otherwise identical non-planning entrepreneurs. More than that, we were also able to see what makes people write business plans in the first place.

When asked about an opponent’s plan for their impending fight, former world heavyweight champion Mike Tyson once said: “Everyone has a plan until they get punched in the mouth.”

• FG Francis J. Greene is Chair in Entrepreneurship in the University of Edinburgh Business School.
• CH Christian Hopp is Chair in Technology Entrepreneurship in the TIME Research Area, the Faculty of Business and Economics, RWTH Aachen University.

Partner Center

• SaaS Company
• Small Business
• Developer Portal
• Documentation
• Help & Support
• Small Business Resources
• News & Events
• Integrated Payments
• Credit Cards
• Recurring Billing
• Online Invoicing Payments & Billing Software
• Customer Portal
• Manage Customers
• Business Insights
• Marketing Tools
• Quickbooks Integration
• Franchise Solutions

A 5-Step Guide to Annual Planning for Your Business

With any luck, you were able to take some time off around the holidays to relax and recharge for the New Year. With time to reflect and decompress, you should be entering your next year of business with a fresh set of eyes and new found energy. Make the most out of this feeling by channeling your energy into annual business planning and give your business the direction and momentum it needs to have its best year yet.

Your business plan doesn’t have to be overly complex, but it does need to be organized and give you the framework to map out your next year of business. When we talk to our customers, we find that many business owners find the following five steps to be helpful and easy to navigate for their planning.

Review and Assess

• Pull reports that give you a clear picture of your revenue year over year and month over month. Try to spot trends that help you identify activities you tried that worked well for your business, or things that didn’t. Next, take a look at your closest competitor. While you won’t be able to know what their books look like, you can get a feel for their revenue growth by looking at their marketing efforts, facility upgrades, etc.
• Going through a traditional SWOT analysis is a great way to get a high-level view of your business over the last year that can help you spot obvious next steps and lessons for your annual business planning.

Define Your Purpose: Who are we here for?

• By identifying your most valuable customers you will learn two things. Firstly, you’ll learn what ‘kind’ of customer is the best fit for your business, which will help you determine your target market and a focus for marketing to similar people that are not yet customers. Secondly, you’ll be able to learn more about your best customers and determine the best way to retain them and brand new customers.
• Look at this group of “best customers” and determine what they’re buying and when they’re buying. This information will help you create a strategy for how to serve them better with more products or services that meet their needs. This is also a good time to think of different ways to reinforce your relationship with your customers by providing value through helpful information, coupons, or just a nice email message.
• Think about your most valuable customers, why do you think they are choosing you over your competitor? If you’re not sure, it might be helpful to provide an easy way for your customers to provide feedback into what they like and don’t like about your business, so that you can continue to build on your strengths and learn from your weaknesses.

Outline High-Level Goals

• To succeed, everyone within your organization needs to understand the underlying mission of your business—for the next year and for the long-term. Starting from the top (you) and down, take an honest look at the priorities each person carries: Do those priorities align with the business’ goals? Is that person working on the most impactful priorities, given their unique set of skills and expertise?
• What does your business want to be when it grows up? With that clear picture in your mind start to think about the messaging and the offerings of the company you aim to be and weave that into your current activities to start building momentum behind the direction you want to move.

Make a Plan

• Keep it short and keep it simple. Start with your goals for the upcoming year, figure out what activities need to happen to get to those goals, assign and delegate as a team, making sure everyone understands their priorities and accountability and give your team the autonomy and tools to succeed.
• When your employees understand and believe in the business’ mission, they will feel a sense of purpose. When they understand how that mission can be achieved, they will feel a sense of direction and focus. Talk to your employees, have candid conversations and take that feedback into consideration in your annual business planning and as you think about the long-term vision of your organization.

Measure Success

• Your annual plan is the road map for you and your employees for the next year. That road map needs milestones (deadlines, success metrics) that carry your plan forward through a series of smaller goals that lead into your larger goal of where you want your business to end up by the end of the year.
• While your plan should provide structure, it should also be pliable. Revisit your plan often and make changes when needed. You are the boss of your plan so own it and let it be the tool that helps you feel ‘in control’ and helps drive the success of your business.

Going through the process of creating an annual plan is something that every business owner can benefit from, regardless of the size of the business. If you are a business of one, share your plan with a mentor or someone you respect in your network for feedback. If you are business of many employees, get feedback from your team to create an informed plan that everyone can buy into and get behind.

Recommended Reading

Customers Have Choices – Experience Is Paramount

Small Business Guide: What is Inflation and What You Can Do About It

What Small Business Owners Can Do When Inflation is High

Annual Business Planning: 5 Steps to Plan for a New Year

Annual business planning is a key activity that every business should set time aside to do once a year. But let’s say you’ve set the time aside – what are you actually meant to do as part of the annual business planning process? Well you are in the right place as in this blog post I’m going to share the steps to follow when annual business planning. Keep on reading to learn how to plan for a new year.

This page may include affiliate links, which means that if you choose to make a purchase, I may earn a commission. This commission comes at no additional cost to you. 

What is annual business planning?

Annual business planning is where a business creates a roadmap to achieve the business goals that have been set for the upcoming year. Annual business planning enables a business to think about what it would like to achieve over the next 12 months and make decisions, and write down, the actions that will be taken over the next year.

ANNUAL BUSINESS PLANNING: 5 STEPS TO PLAN FOR A NEW YEAR 

Step 1: review the last year and understand the business’ current position .

To successful put together a plan together for the year ahead you first need to review the last year and understand the business’ current position.

I’d highly recommend that you do an annual business review. In this review you’d look back over the goals that had been set the year before and see what has and hasn’t been achieved. You’ll also review key metrics in the business to get an understand of how the business’ performance has changed over the year and what the current performance is.

The purpose of reviewing the year before is to ensure you really understand what did and didn’t work, and that everyone has a good knowledge of what is happening in the business right now. It is too easy when working in the business to make assumptions and not have an accurate understanding of what is happening in the business. There is no point putting a plan together to get from Point A to Point B, but Point A isn’t accurate. That’s why it is so important to ensure you do a proper annual business review before doing any annual business planning.

I go into more detail about how to do an annual business review in this blog post – How to do an annual business review.

Step 2: Set goals for the year ahead 

Once you are clear on the current position of your business it is now time to focus on the future. What do you want the business to achieve over the next year? At this point you might right down a number of possible goals and then refine during the planning process as it can be that individually goals makes sense, but as you start planning you realise that based on resources it may be that some goals are more of a priority.

There are whole range of goals you can set as a business, but here are some of the common type of goals

Every business needs to have clear financial goals. There are numerous financial goals that you could set for your business. For example, you could set a goal based on the overall revenue (to generate 100k, 250k, 1m etc). You could also set goals around the amount of profit you make, the amount of money that will be reinvested in the business, and if you are the business owner you might want to include a clear financial goal around the amount of money you’ll pay yourself over the coming year.

Impact – Number of clients / customers etc

Another very common business goal is to set a goal around the impact of the business. This is usually aligned with the bigger mission of a business. For example, if you’re a money coach who wants to help 10,000 invest $100k over the next 5 years then to ensure you stay on track you might set the goal of helping 2,000 people in the coming year.

Service / Product

Some businesses will set goals around launching a new service or product. For example, it could be that the aim is to publish a book, launch a mastermind or run an in-person retreat.

If you are the business owner then it might be that you also set a goal that is related to you working in the business and how that impacts your lifestyle. For example, you might set a goal to take X weeks off for holiday, or to work a maximum of X hours per week.

Step 3: Put together the plan

Now that you are clear on where the business is right now (Point A) and where the business ideally will be in a year’s time (Point B) it is time to create a plan to bridge that gap. Depending on the nature of your business (services/products you offer, size of team, revenue) this level of depth that you need to go into will be very different.

Here is an example of what I cover when working with a small, service-based, business.

Offer Suite (Services and Products)

What will the business be selling over the upcoming year? Will it be the same services and products as the year before or will there be changes? It might be that you decide to stop selling something and introduce new things. Knowing what will be available to sell at what point in the year is key.

Once you are clear on everything you’ll be selling across the year it is time to focus on pricing. You’ll need to have a set price for every product and service. It may be through the year you intend to make changes. Again this should be noted as that will impact financial forecasting.

Marketing and Sales

At this point you are clear on the volume of sales the business needs to make so now you can plan what marketing and sales activity. It may be that you have offers that are always available and have an always-on or evergreen marketing approach. It might be that in the year you are introducing new offers and will do launches. What marketing channels will you use to market your offers?

For all of the above to happen you’ll need to think about the business resources. Is there capacity for the current team to be able to implement all of the above? Does the current team have the necessary skills and knowledge to implement this? Or will you need to get additional support? Do you have the right technology, software and tools in place to be able to deliver everything that is planned for the year ahead?

Financial Forecasting 

First the focus will be on the income side of the financial forecasting. Look back over your historical data, revenue goals and impact goals and determine what the sales targets would need to be on a monthly or quarterly basis. At this point, it may be that you discover the goals of the business with the originally intended offers and pricing don’t work together. Adjust as necessary until you get to a point where you are confident with the offer suite, pricing and goals.

Then you’ll need to focus on the expenditure side. Given the resources you’ll need and the sales and marketing activity, how much will it cost the business in order to implement the plan.

This should enable you to then work out the possible gross profit for the business, and you can even go further and do a month-by-month cashflow.

Step 4: Create an annual timeline

From working your way through all of the sections in Step 3 you’ll have made decisions for the upcoming year. Taking that information and plotting it onto an annual timeline will make it easier for everyone to be able to see what is happening at a glance.

Also, when creating an annual timeline you’ll start to see points where there may be capacity issues and crunch points. For example, there is a month where lots is happening, but the month before or not it is quiet. This then gives you the option to think about whether anything can be moved, or whether you need to get in extra support for that period of time.

By creating an annual timeline you’ll also be able to include clear milestones that will help with the monitoring process.

Step 5: Monitor

Wouldn’t it be lovely if you could spend some time doing your annual business planning, have your plan and then just be able to blindly implement it? It would be lovely but that isn’t the way it works.

A lot can change in a year, which is why it is important to monitor how everything is going against the plan and then adjust as necessary.

I actually recommending using a combination of an annual plan and a quarterly plan. A quarterly plan will allow you to refer back to the annual plan and then go into more detail which will help individual team members know what they should be focused on by a week by week basis or month by month basis. Also by reviewing your annual plan every quarter if something isn’t working you can adjust accordingly.

You can find out more about quarterly planning here.

Monitoring the business on a regular basis is key. You can set metrics that are related specifically to each business goal and then review on a regular basis, ideally weekly, but you may choose monthly. You can also review progress based on the milestones set in the annual timeline.

That’s it. You know now the 5 steps to take when doing annual business planning.

If you aren’t already doing annual business planning in your business I know it might sound a bit overwhelming, but it is a game-changer for your business. By setting goals and then taking the time to plan the route the business will take to achieve those goals you are going to save so much time and resources in the long run.

Let me know in the comments what your biggest take away is. 

I’m on a mission to make every small business owner take planning seriously and once a year have an annual business planning day.

There are two ways I can help you

DONE-WITH-YOU

Running an annual business planning day by yourself can be tricky. You might not have the analytical mind to properly review your finances and marketing data. You might have a money mindset that impacts your approach to pricing. You might not have the knowledge for creating an effective marketing and sales strategy. And you struggle to take your big goals and create a plan to achieve them.

If you think any of those things might hold you back then I can help you. You can book a 2024  Strategy Day with me and I’ll guide you through the process, ensure that you don’t skim over the bits that aren’t your strengths and be the external support to ensure you have strategically thought through everything and have the best plan possible for the year ahead.

To find out more, and to book a 2024 Strategy Day click here. 

DO-IT-YOURSELF

Do you annual business planning by yourself by having an annual CEO Day. You can find out about how to structure your day this blog post will help – How to structure your annual CEO Day. 

Share this:

Related posts.

Want to know why you shouldn’t build your business on borrowed land? When you are…

Want to know why you shouldn’t rely on social media to market your business? Social…

Want to know what ‘being consistent in your marketing’ means? If you are marketing your…

Privacy Overview

• Starting a Business
• Growing a Business
• Small Business Guide
• Business News
• Science & Technology
• Money & Finance
• For Subscribers
• Write for Entrepreneur
• Entrepreneur Store
• United States
• Asia Pacific
• Middle East
• South Africa

Copyright © 2024 Entrepreneur Media, LLC All rights reserved. Entrepreneur® and its related marks are registered trademarks of Entrepreneur Media LLC

Elements of a Business Plan There are seven major sections of a business plan, and each one is a complex document. Read this selection from our business plan tutorial to fully understand these components.

Now that you understand why you need a business plan and you've spent some time doing your homework gathering the information you need to create one, it's time to roll up your sleeves and get everything down on paper. The following pages will describe in detail the seven essential sections of a business plan: what you should include, what you shouldn't include, how to work the numbers and additional resources you can turn to for help. With that in mind, jump right in.

Executive Summary

Within the overall outline of the business plan, the executive summary will follow the title page. The summary should tell the reader what you want. This is very important. All too often, what the business owner desires is buried on page eight. Clearly state what you're asking for in the summary.

The statement should be kept short and businesslike, probably no more than half a page. It could be longer, depending on how complicated the use of funds may be, but the summary of a business plan, like the summary of a loan application, is generally no longer than one page. Within that space, you'll need to provide a synopsis of your entire business plan. Key elements that should be included are:

• Business concept. Describes the business, its product and the market it will serve. It should point out just exactly what will be sold, to whom and why the business will hold a competitive advantage.
• Financial features. Highlights the important financial points of the business including sales, profits, cash flows and return on investment.
• Financial requirements. Clearly states the capital needed to start the business and to expand. It should detail how the capital will be used, and the equity, if any, that will be provided for funding. If the loan for initial capital will be based on security instead of equity, you should also specify the source of collateral.
• Current business position. Furnishes relevant information about the company, its legal form of operation, when it was formed, the principal owners and key personnel.
• Major achievements. Details any developments within the company that are essential to the success of the business. Major achievements include items like patents, prototypes, location of a facility, any crucial contracts that need to be in place for product development, or results from any test marketing that has been conducted.

When writing your statement of purpose, don't waste words. If the statement of purpose is eight pages, nobody's going to read it because it'll be very clear that the business, no matter what its merits, won't be a good investment because the principals are indecisive and don't really know what they want. Make it easy for the reader to realize at first glance both your needs and capabilities.

Business Description

Tell them all about it.

The business description usually begins with a short description of the industry. When describing the industry, discuss the present outlook as well as future possibilities. You should also provide information on all the various markets within the industry, including any new products or developments that will benefit or adversely affect your business. Base all of your observations on reliable data and be sure to footnote sources of information as appropriate. This is important if you're seeking funding; the investor will want to know just how dependable your information is, and won't risk money on assumptions or conjecture.

When describing your business, the first thing you need to concentrate on is its structure. By structure we mean the type of operation, i.e. wholesale, retail, food service, manufacturing or service-oriented. Also state whether the business is new or already established.

In addition to structure, legal form should be reiterated once again. Detail whether the business is a sole proprietorship, partnership or corporation, who its principals are, and what they will bring to the business.

You should also mention who you will sell to, how the product will be distributed, and the business's support systems. Support may come in the form of advertising, promotions and customer service.

Once you've described the business, you need to describe the products or services you intend to market. The product description statement should be complete enough to give the reader a clear idea of your intentions. You may want to emphasize any unique features or variations from concepts that can typically be found in the industry.

Be specific in showing how you will give your business a competitive edge. For example, your business will be better because you will supply a full line of products; competitor A doesn't have a full line. You're going to provide service after the sale; competitor B doesn't support anything he sells. Your merchandise will be of higher quality. You'll give a money-back guarantee. Competitor C has the reputation for selling the best French fries in town; you're going to sell the best Thousand Island dressing.

How Will I Profit?

Now you must be a classic capitalist and ask yourself, "How can I turn a buck? And why do I think I can make a profit that way?" Answer that question for yourself, and then convey that answer to others in the business concept section. You don't have to write 25 pages on why your business will be profitable. Just explain the factors you think will make it successful, like the following: it's a well-organized business, it will have state-of-the-art equipment, its location is exceptional, the market is ready for it, and it's a dynamite product at a fair price.

If you're using your business plan as a document for financial purposes, explain why the added equity or debt money is going to make your business more profitable.

Show how you will expand your business or be able to create something by using that money.

Show why your business is going to be profitable. A potential lender is going to want to know how successful you're going to be in this particular business. Factors that support your claims for success can be mentioned briefly; they will be detailed later. Give the reader an idea of the experience of the other key people in the business. They'll want to know what suppliers or experts you've spoken to about your business and their response to your idea. They may even ask you to clarify your choice of location or reasons for selling this particular product.

The business description can be a few paragraphs in length to a few pages, depending on the complexity of your plan. If your plan isn't too complicated, keep your business description short, describing the industry in one paragraph, the product in another, and the business and its success factors in three or four paragraphs that will end the statement.

While you may need to have a lengthy business description in some cases, it's our opinion that a short statement conveys the required information in a much more effective manner. It doesn't attempt to hold the reader's attention for an extended period of time, and this is important if you're presenting to a potential investor who will have other plans he or she will need to read as well. If the business description is long and drawn-out, you'll lose the reader's attention, and possibly any chance of receiving the necessary funding for the project.

Market Strategies

Define your market.

Market strategies are the result of a meticulous market analysis. A market analysis forces the entrepreneur to become familiar with all aspects of the market so that the target market can be defined and the company can be positioned in order to garner its share of sales. A market analysis also enables the entrepreneur to establish pricing, distribution and promotional strategies that will allow the company to become profitable within a competitive environment. In addition, it provides an indication of the growth potential within the industry, and this will allow you to develop your own estimates for the future of your business.

Begin your market analysis by defining the market in terms of size, structure, growth prospects, trends and sales potential.

The total aggregate sales of your competitors will provide you with a fairly accurate estimate of the total potential market. Once the size of the market has been determined, the next step is to define the target market. The target market narrows down the total market by concentrating on segmentation factors that will determine the total addressable market--the total number of users within the sphere of the business's influence. The segmentation factors can be geographic, customer attributes or product-oriented.

For instance, if the distribution of your product is confined to a specific geographic area, then you want to further define the target market to reflect the number of users or sales of that product within that geographic segment.

Once the target market has been detailed, it needs to be further defined to determine the total feasible market. This can be done in several ways, but most professional planners will delineate the feasible market by concentrating on product segmentation factors that may produce gaps within the market. In the case of a microbrewery that plans to brew a premium lager beer, the total feasible market could be defined by determining how many drinkers of premium pilsner beers there are in the target market.

It's important to understand that the total feasible market is the portion of the market that can be captured provided every condition within the environment is perfect and there is very little competition. In most industries this is simply not the case. There are other factors that will affect the share of the feasible market a business can reasonably obtain. These factors are usually tied to the structure of the industry, the impact of competition, strategies for market penetration and continued growth, and the amount of capital the business is willing to spend in order to increase its market share.

Projecting Market Share

Arriving at a projection of the market share for a business plan is very much a subjective estimate. It's based on not only an analysis of the market but on highly targeted and competitive distribution, pricing and promotional strategies. For instance, even though there may be a sizable number of premium pilsner drinkers to form the total feasible market, you need to be able to reach them through your distribution network at a price point that's competitive, and then you have to let them know it's available and where they can buy it. How effectively you can achieve your distribution, pricing and promotional goals determines the extent to which you will be able to garner market share.

For a business plan, you must be able to estimate market share for the time period the plan will cover. In order to project market share over the time frame of the business plan, you'll need to consider two factors:

• Industry growth which will increase the total number of users. Most projections utilize a minimum of two growth models by defining different industry sales scenarios. The industry sales scenarios should be based on leading indicators of industry sales, which will most likely include industry sales, industry segment sales, demographic data and historical precedence.
• Conversion of users from the total feasible market. This is based on a sales cycle similar to a product life cycle where you have five distinct stages: early pioneer users, early users, early majority users, late majority users and late users. Using conversion rates, market growth will continue to increase your market share during the period from early pioneers to early majority users, level off through late majority users, and decline with late users.

Defining the market is but one step in your analysis. With the information you've gained through market research, you need to develop strategies that will allow you to fulfill your objectives.

Positioning Your Business

When discussing market strategy, it's inevitable that positioning will be brought up. A company's positioning strategy is affected by a number of variables that are closely tied to the motivations and requirements of target customers within as well as the actions of primary competitors.

Before a product can be positioned, you need to answer several strategic questions such as:

• How are your competitors positioning themselves?
• What specific attributes does your product have that your competitors' don't?
• What customer needs does your product fulfill?

Once you've answered your strategic questions based on research of the market, you can then begin to develop your positioning strategy and illustrate that in your business plan. A positioning statement for a business plan doesn't have to be long or elaborate. It should merely point out exactly how you want your product perceived by both customers and the competition.

How you price your product is important because it will have a direct effect on the success of your business. Though pricing strategy and computations can be complex, the basic rules of pricing are straightforward:

• All prices must cover costs.
• The best and most effective way of lowering your sales prices is to lower costs.
• Your prices must reflect the dynamics of cost, demand, changes in the market and response to your competition.
• Prices must be established to assure sales. Don't price against a competitive operation alone. Rather, price to sell.
• Product utility, longevity, maintenance and end use must be judged continually, and target prices adjusted accordingly.
• Prices must be set to preserve order in the marketplace.

There are many methods of establishing prices available to you:

• Cost-plus pricing. Used mainly by manufacturers, cost-plus pricing assures that all costs, both fixed and variable, are covered and the desired profit percentage is attained.
• Demand pricing. Used by companies that sell their product through a variety of sources at differing prices based on demand.
• Competitive pricing. Used by companies that are entering a market where there is already an established price and it is difficult to differentiate one product from another.
• Markup pricing. Used mainly by retailers, markup pricing is calculated by adding your desired profit to the cost of the product. Each method listed above has its strengths and weaknesses.
• Distribution

Distribution includes the entire process of moving the product from the factory to the end user. The type of distribution network you choose will depend upon the industry and the size of the market. A good way to make your decision is to analyze your competitors to determine the channels they are using, then decide whether to use the same type of channel or an alternative that may provide you with a strategic advantage.

Some of the more common distribution channels include:

• Direct sales. The most effective distribution channel is to sell directly to the end-user.
• OEM (original equipment manufacturer) sales. When your product is sold to the OEM, it is incorporated into their finished product and it is distributed to the end user.
• Manufacturer's representatives. One of the best ways to distribute a product, manufacturer's reps, as they are known, are salespeople who operate out of agencies that handle an assortment of complementary products and divide their selling time among them.
• Wholesale distributors. Using this channel, a manufacturer sells to a wholesaler, who in turn sells it to a retailer or other agent for further distribution through the channel until it reaches the end user.
• Brokers. Third-party distributors who often buy directly from the distributor or wholesaler and sell to retailers or end users.
• Retail distributors. Distributing a product through this channel is important if the end user of your product is the general consuming public.
• Direct Mail. Selling to the end user using a direct mail campaign.

As we've mentioned already, the distribution strategy you choose for your product will be based on several factors that include the channels being used by your competition, your pricing strategy and your own internal resources.

Promotion Plan

With a distribution strategy formed, you must develop a promotion plan. The promotion strategy in its most basic form is the controlled distribution of communication designed to sell your product or service. In order to accomplish this, the promotion strategy encompasses every marketing tool utilized in the communication effort. This includes:

• Advertising. Includes the advertising budget, creative message(s), and at least the first quarter's media schedule.
• Packaging. Provides a description of the packaging strategy. If available, mockups of any labels, trademarks or service marks should be included.
• Public relations. A complete account of the publicity strategy including a list of media that will be approached as well as a schedule of planned events.
• Sales promotions. Establishes the strategies used to support the sales message. This includes a description of collateral marketing material as well as a schedule of planned promotional activities such as special sales, coupons, contests and premium awards.
• Personal sales. An outline of the sales strategy including pricing procedures, returns and adjustment rules, sales presentation methods, lead generation, customer service policies, salesperson compensation, and salesperson market responsibilities.

Sales Potential

Once the market has been researched and analyzed, conclusions need to be developed that will supply a quantitative outlook concerning the potential of the business. The first financial projection within the business plan must be formed utilizing the information drawn from defining the market, positioning the product, pricing, distribution, and strategies for sales. The sales or revenue model charts the potential for the product, as well as the business, over a set period of time. Most business plans will project revenue for up to three years, although five-year projections are becoming increasingly popular among lenders.

When developing the revenue model for the business plan, the equation used to project sales is fairly simple. It consists of the total number of customers and the average revenue from each customer. In the equation, "T" represents the total number of people, "A" represents the average revenue per customer, and "S" represents the sales projection. The equation for projecting sales is: (T)(A) = S

Using this equation, the annual sales for each year projected within the business plan can be developed. Of course, there are other factors that you'll need to evaluate from the revenue model. Since the revenue model is a table illustrating the source for all income, every segment of the target market that is treated differently must be accounted for. In order to determine any differences, the various strategies utilized in order to sell the product have to be considered. As we've already mentioned, those strategies include distribution, pricing and promotion.

Competitive Analysis

Identify and analyze your competition.

The competitive analysis is a statement of the business strategy and how it relates to the competition. The purpose of the competitive analysis is to determine the strengths and weaknesses of the competitors within your market, strategies that will provide you with a distinct advantage, the barriers that can be developed in order to prevent competition from entering your market, and any weaknesses that can be exploited within the product development cycle.

The first step in a competitor analysis is to identify the current and potential competition. There are essentially two ways you can identify competitors. The first is to look at the market from the customer's viewpoint and group all your competitors by the degree to which they contend for the buyer's dollar. The second method is to group competitors according to their various competitive strategies so you understand what motivates them.

Once you've grouped your competitors, you can start to analyze their strategies and identify the areas where they're most vulnerable. This can be done through an examination of your competitors' weaknesses and strengths. A competitor's strengths and weaknesses are usually based on the presence and absence of key assets and skills needed to compete in the market.

To determine just what constitutes a key asset or skill within an industry, David A. Aaker in his book, Developing Business Strategies , suggests concentrating your efforts in four areas:

• The reasons behind successful as well as unsuccessful firms
• Prime customer motivators
• Major component costs
• Industry mobility barriers

According to theory, the performance of a company within a market is directly related to the possession of key assets and skills. Therefore, an analysis of strong performers should reveal the causes behind such a successful track record. This analysis, in conjunction with an examination of unsuccessful companies and the reasons behind their failure, should provide a good idea of just what key assets and skills are needed to be successful within a given industry and market segment.

Through your competitor analysis, you will also have to create a marketing strategy that will generate an asset or skill competitors don't have, which will provide you with a distinct and enduring competitive advantage. Since competitive advantages are developed from key assets and skills, you should sit down and put together a competitive strength grid. This is a scale that lists all your major competitors or strategic groups based upon their applicable assets and skills and how your own company fits on this scale.

Create a Competitive Strength Grid

To put together a competitive strength grid, list all the key assets and skills down the left margin of a piece of paper. Along the top, write down two column headers: "weakness" and "strength." In each asset or skill category, place all the competitors that have weaknesses in that particular category under the weakness column, and all those that have strengths in that specific category in the strength column. After you've finished, you'll be able to determine just where you stand in relation to the other firms competing in your industry.

Once you've established the key assets and skills necessary to succeed in this business and have defined your distinct competitive advantage, you need to communicate them in a strategic form that will attract market share as well as defend it. Competitive strategies usually fall into these five areas:

• Advertising

Many of the factors leading to the formation of a strategy should already have been highlighted in previous sections, specifically in marketing strategies. Strategies primarily revolve around establishing the point of entry in the product life cycle and an endurable competitive advantage. As we've already discussed, this involves defining the elements that will set your product or service apart from your competitors or strategic groups. You need to establish this competitive advantage clearly so the reader understands not only how you will accomplish your goals, but also why your strategy will work.

Design and Development Plan

What you'll cover in this section.

The purpose of the design and development plan section is to provide investors with a description of the product's design, chart its development within the context of production, marketing and the company itself, and create a development budget that will enable the company to reach its goals.

There are generally three areas you'll cover in the development plan section:

• Product development
• Market development
• Organizational development

Each of these elements needs to be examined from the funding of the plan to the point where the business begins to experience a continuous income. Although these elements will differ in nature concerning their content, each will be based on structure and goals.

The first step in the development process is setting goals for the overall development plan. From your analysis of the market and competition, most of the product, market and organizational development goals will be readily apparent. Each goal you define should have certain characteristics. Your goals should be quantifiable in order to set up time lines, directed so they relate to the success of the business, consequential so they have impact upon the company, and feasible so that they aren't beyond the bounds of actual completion.

Goals For Product Development

Goals for product development should center on the technical as well as the marketing aspects of the product so that you have a focused outline from which the development team can work. For example, a goal for product development of a microbrewed beer might be "Produce recipe for premium lager beer" or "Create packaging for premium lager beer." In terms of market development, a goal might be, "Develop collateral marketing material." Organizational goals would center on the acquisition of expertise in order to attain your product and market-development goals. This expertise usually needs to be present in areas of key assets that provide a competitive advantage. Without the necessary expertise, the chances of bringing a product successfully to market diminish.

With your goals set and expertise in place, you need to form a set of procedural tasks or work assignments for each area of the development plan. Procedures will have to be developed for product development, market development, and organization development. In some cases, product and organization can be combined if the list of procedures is short enough.

Procedures should include how resources will be allocated, who is in charge of accomplishing each goal, and how everything will interact. For example, to produce a recipe for a premium lager beer, you would need to do the following:

• Gather ingredients.
• Determine optimum malting process.
• Gauge mashing temperature.
• Boil wort and evaluate which hops provide the best flavor.
• Determine yeast amounts and fermentation period.
• Determine aging period.
• Carbonate the beer.
• Decide whether or not to pasteurize the beer.

The development of procedures provides a list of work assignments that need to be accomplished, but one thing it doesn't provide are the stages of development that coordinate the work assignments within the overall development plan. To do this, you first need to amend the work assignments created in the procedures section so that all the individual work elements are accounted for in the development plan. The next stage involves setting deliverable dates for components as well as the finished product for testing purposes. There are primarily three steps you need to go through before the product is ready for final delivery:

• Preliminary product review . All the product's features and specifications are checked.
• Critical product review . All the key elements of the product are checked and gauged against the development schedule to make sure everything is going according to plan.
• Final product review . All elements of the product are checked against goals to assure the integrity of the prototype.

Scheduling and Costs

This is one of the most important elements in the development plan. Scheduling includes all of the key work elements as well as the stages the product must pass through before customer delivery. It should also be tied to the development budget so that expenses can be tracked. But its main purpose is to establish time frames for completion of all work assignments and juxtapose them within the stages through which the product must pass. When producing the schedule, provide a column for each procedural task, how long it takes, start date and stop date. If you want to provide a number for each task, include a column in the schedule for the task number.

Development Budget

That leads us into a discussion of the development budget. When forming your development budget, you need to take into account all the expenses required to design the product and to take it from prototype to production.

Costs that should be included in the development budget include:

• Material . All raw materials used in the development of the product.
• Direct labor . All labor costs associated with the development of the product.
• Overhead . All overhead expenses required to operate the business during the development phase such as taxes, rent, phone, utilities, office supplies, etc.
• G&A costs . The salaries of executive and administrative personnel along with any other office support functions.
• Marketing & sales . The salaries of marketing personnel required to develop pre-promotional materials and plan the marketing campaign that should begin prior to delivery of the product.
• Professional services . Those costs associated with the consultation of outside experts such as accountants, lawyers, and business consultants.
• Miscellaneous Costs . Costs that are related to product development.
• Capital equipment . To determine the capital requirements for the development budget, you first have to establish what type of equipment you will need, whether you will acquire the equipment or use outside contractors, and finally, if you decide to acquire the equipment, whether you will lease or purchase it.

As we mentioned already, the company has to have the proper expertise in key areas to succeed; however, not every company will start a business with the expertise required in every key area. Therefore, the proper personnel have to be recruited, integrated into the development process, and managed so that everyone forms a team focused on the achievement of the development goals.

Before you begin recruiting, however, you should determine which areas within the development process will require the addition of personnel. This can be done by reviewing the goals of your development plan to establish key areas that need attention. After you have an idea of the positions that need to be filled, you should produce a job description and job specification.

Once you've hired the proper personnel, you need to integrate them into the development process by assigning tasks from the work assignments you've developed. Finally, the whole team needs to know what their role is within the company and how each interrelates with every position within the development team. In order to do this, you should develop an organizational chart for your development team.

Assessing Risks

Finally, the risks involved in developing the product should be assessed and a plan developed to address each one. The risks during the development stage will usually center on technical development of the product, marketing, personnel requirements, and financial problems. By identifying and addressing each of the perceived risks during the development period, you will allay some of your major fears concerning the project and those of investors as well.

Operations & Management

The operations and management plan is designed to describe just how the business functions on a continuing basis. The operations plan will highlight the logistics of the organization such as the various responsibilities of the management team, the tasks assigned to each division within the company, and capital and expense requirements related to the operations of the business. In fact, within the operations plan you'll develop the next set of financial tables that will supply the foundation for the "Financial Components" section.

The financial tables that you'll develop within the operations plan include:

• The operating expense table
• The capital requirements table
• The cost of goods table

There are two areas that need to be accounted for when planning the operations of your company. The first area is the organizational structure of the company, and the second is the expense and capital requirements associated with its operation.

Organizational Structure

The organizational structure of the company is an essential element within a business plan because it provides a basis from which to project operating expenses. This is critical to the formation of financial statements, which are heavily scrutinized by investors; therefore, the organizational structure has to be well-defined and based within a realistic framework given the parameters of the business.

Although every company will differ in its organizational structure, most can be divided into several broad areas that include:

• Marketing and sales (includes customer relations and service)
• Production (including quality assurance)
• Research and development
• Administration

These are very broad classifications and it's important to keep in mind that not every business can be divided in this manner. In fact, every business is different, and each one must be structured according to its own requirements and goals.

The four stages for organizing a business are:

Calculate Your Personnel Numbers

Once you've structured your business, however, you need to consider your overall goals and the number of personnel required to reach those goals. In order to determine the number of employees you'll need to meet the goals you've set for your business, you'll need to apply the following equation to each department listed in your organizational structure: C / S = P

In this equation, C represents the total number of customers, S represents the total number of customers that can be served by each employee, and P represents the personnel requirements. For instance, if the number of customers for first year sales is projected at 10,110 and one marketing employee is required for every 200 customers, you would need 51 employees within the marketing department: 10,110 / 200 = 51

Once you calculate the number of employees that you'll need for your organization, you'll need to determine the labor expense. The factors that need to be considered when calculating labor expense (LE) are the personnel requirements (P) for each department multiplied by the employee salary level (SL). Therefore, the equation would be: P * SL = LE

Using the marketing example from above, the labor expense for that department would be: 51 * $40,000 = $2,040,000

Calculate Overhead Expenses

Once the organization's operations have been planned, the expenses associated with the operation of the business can be developed. These are usually referred to as overhead expenses. Overhead expenses refer to all non-labor expenses required to operate the business. Expenses can be divided into fixed (those that must be paid, usually at the same rate, regardless of the volume of business) and variable or semivariable (those which change according to the amount of business).

Overhead expenses usually include the following:

• Maintenance and repair
• Equipment leases
• Advertising & promotion
• Packaging & shipping
• Payroll taxes and benefits
• Uncollectible receivables
• Professional services
• Loan payments
• Depreciation

In order to develop the overhead expenses for the expense table used in this portion of the business plan, you need to multiply the number of employees by the expenses associated with each employee. Therefore, if NE represents the number of employees and EE is the expense per employee, the following equation can be used to calculate the sum of each overhead (OH) expense: OH = NE * EE

Develop a Capital Requirements Table

In addition to the expense table, you'll also need to develop a capital requirements table that depicts the amount of money necessary to purchase the equipment you'll use to establish and continue operations. It also illustrates the amount of depreciation your company will incur based on all equipment elements purchased with a lifetime of more than one year.

In order to generate the capital requirements table, you first have to establish the various elements within the business that will require capital investment. For service businesses, capital is usually tied to the various pieces of equipment used to service customers.

Capital for manufacturing companies, on the other hand, is based on the equipment required in order to produce the product. Manufacturing equipment usually falls into three categories: testing equipment, assembly equipment and packaging equipment.

With these capital elements in mind, you need to determine the number of units or customers, in terms of sales, that each equipment item can adequately handle. This is important because capital requirements are a product of income, which is produced through unit sales. In order to meet sales projections, a business usually has to invest money to increase production or supply better service. In the business plan, capital requirements are tied to projected sales as illustrated in the revenue model shown earlier in this chapter.

For instance, if the capital equipment required is capable of handling the needs of 10,000 customers at an average sale of $10 each, that would be $100,000 in sales, at which point additional capital will be required in order to purchase more equipment should the company grow beyond this point. This leads us to another factor within the capital requirements equation, and that is equipment cost.

If you multiply the cost of equipment by the number of customers it can support in terms of sales, it would result in the capital requirements for that particular equipment element. Therefore, you can use an equation in which capital requirements (CR) equals sales (S) divided by number of customers (NC) supported by each equipment element, multiplied by the average sale (AS), which is then multiplied by the capital cost (CC) of the equipment element. Given these parameters, your equation would look like the following: CR = [(S / NC) * AS] * CC

The capital requirements table is formed by adding all your equipment elements to generate the total new capital for that year. During the first year, total new capital is also the total capital required. For each successive year thereafter, total capital (TC) required is the sum of total new capital (NC) plus total capital (PC) from the previous year, less depreciation (D), once again, from the previous year. Therefore, your equation to arrive at total capital for each year portrayed in the capital requirements model would be: TC = NC + PC - D

Keep in mind that depreciation is an expense that shows the decrease in value of the equipment throughout its effective lifetime. For many businesses, depreciation is based upon schedules that are tied to the lifetime of the equipment. Be careful when choosing the schedule that best fits your business. Depreciation is also the basis for a tax deduction as well as the flow of money for new capital. You may need to seek consultation from an expert in this area.

Create a Cost of Goods Table

The last table that needs to be generated in the operations and management section of your business plan is the cost of goods table. This table is used only for businesses where the product is placed into inventory. For a retail or wholesale business, cost of goods sold --or cost of sales --refers to the purchase of products for resale, i.e. the inventory. The products that are sold are logged into cost of goods as an expense of the sale, while those that aren't sold remain in inventory.

For a manufacturing firm, cost of goods is the cost incurred by the company to manufacture its product. This usually consists of three elements:

As in retail, the merchandise that is sold is expensed as a cost of goods , while merchandise that isn't sold is placed in inventory. Cost of goods has to be accounted for in the operations of a business. It is an important yardstick for measuring the firm's profitability for the cash-flow statement and income statement.

In the income statement, the last stage of the manufacturing process is the item expensed as cost of goods, but it is important to document the inventory still in various stages of the manufacturing process because it represents assets to the company. This is important to determining cash flow and to generating the balance sheet.

That is what the cost of goods table does. It's one of the most complicated tables you'll have to develop for your business plan, but it's an integral part of portraying the flow of inventory through your operations, the placement of assets within the company, and the rate at which your inventory turns.

In order to generate the cost of goods table, you need a little more information in addition to what your labor and material cost is per unit. You also need to know the total number of units sold for the year, the percentage of units which will be fully assembled, the percentage which will be partially assembled, and the percentage which will be in unassembled inventory. Much of these figures will depend on the capacity of your equipment as well as on the inventory control system you develop. Along with these factors, you also need to know at what stage the majority of the labor is performed.

Financial Components

Financial statements to include.

Financial data is always at the back of the business plan, but that doesn't mean it's any less important than up-front material such as the business concept and the management team. Astute investors look carefully at the charts, tables, formulas and spreadsheets in the financial section, because they know that this information is like the pulse, respiration rate and blood pressure in a human--it shows whether the patient is alive and what the odds are for continued survival.

Financial statements, like bad news, come in threes. The news in financial statements isn't always bad, of course, but taken together it provides an accurate picture of a company's current value, plus its ability to pay its bills today and earn a profit going forward.

The three common statements are a cash flow statement, an income statement and a balance sheet. Most entrepreneurs should provide them and leave it at that. But not all do. But this is a case of the more, the less merry. As a rule, stick with the big three: income, balance sheet and cash flow statements.

These three statements are interlinked, with changes in one necessarily altering the others, but they measure quite different aspects of a company's financial health. It's hard to say that one of these is more important than another. But of the three, the income statement may be the best place to start.

Income Statement

The income statement is a simple and straightforward report on the proposed business's cash-generating ability. It's a score card on the financial performance of your business that reflects when sales are made and when expenses are incurred. It draws information from the various financial models developed earlier such as revenue, expenses, capital (in the form of depreciation), and cost of goods. By combining these elements, the income statement illustrates just how much your company makes or loses during the year by subtracting cost of goods and expenses from revenue to arrive at a net result--which is either a profit or a loss.

For a business plan, the income statement should be generated on a monthly basis during the first year, quarterly for the second, and annually for each year thereafter. It's formed by listing your financial projections in the following manner:

• Income . Includes all the income generated by the business and its sources.
• Cost of goods . Includes all the costs related to the sale of products in inventory.
• Gross profit margin . The difference between revenue and cost of goods. Gross profit margin can be expressed in dollars, as a percentage, or both. As a percentage, the GP margin is always stated as a percentage of revenue.
• Operating expenses . Includes all overhead and labor expenses associated with the operations of the business.
• Total expenses . The sum of all overhead and labor expenses required to operate the business.
• Net profit . The difference between gross profit margin and total expenses, the net income depicts the business's debt and capital capabilities.
• Depreciation . Reflects the decrease in value of capital assets used to generate income. Also used as the basis for a tax deduction and an indicator of the flow of money into new capital.
• Net profit before interest . The difference between net profit and depreciation.
• Interest . Includes all interest derived from debts, both short-term and long-term. Interest is determined by the amount of investment within the company.
• Net profit before taxes . The difference between net profit before interest and interest.
• Taxes . Includes all taxes on the business.
• Profit after taxes . The difference between net profit before taxes and the taxes accrued. Profit after taxes is the bottom line for any company.

Following the income statement is a short note analyzing the statement. The analysis statement should be very short, emphasizing key points within the income statement.

Cash Flow Statement

The cash-flow statement is one of the most critical information tools for your business, showing how much cash will be needed to meet obligations, when it is going to be required, and from where it will come. It shows a schedule of the money coming into the business and expenses that need to be paid. The result is the profit or loss at the end of the month or year. In a cash-flow statement, both profits and losses are carried over to the next column to show the cumulative amount. Keep in mind that if you run a loss on your cash-flow statement, it is a strong indicator that you will need additional cash in order to meet expenses.

Like the income statement, the cash-flow statement takes advantage of previous financial tables developed during the course of the business plan. The cash-flow statement begins with cash on hand and the revenue sources. The next item it lists is expenses, including those accumulated during the manufacture of a product. The capital requirements are then logged as a negative after expenses. The cash-flow statement ends with the net cash flow.

The cash-flow statement should be prepared on a monthly basis during the first year, on a quarterly basis during the second year, and on an annual basis thereafter. Items that you'll need to include in the cash-flow statement and the order in which they should appear are as follows:

• Cash sales . Income derived from sales paid for by cash.
• Receivables . Income derived from the collection of receivables.
• Other income . Income derived from investments, interest on loans that have been extended, and the liquidation of any assets.
• Total income . The sum of total cash, cash sales, receivables, and other income.
• Material/merchandise . The raw material used in the manufacture of a product (for manufacturing operations only), the cash outlay for merchandise inventory (for merchandisers such as wholesalers and retailers), or the supplies used in the performance of a service.
• Production labor . The labor required to manufacture a product (for manufacturing operations only) or to perform a service.
• Overhead . All fixed and variable expenses required for the production of the product and the operations of the business.
• Marketing/sales . All salaries, commissions, and other direct costs associated with the marketing and sales departments.
• R&D . All the labor expenses required to support the research and development operations of the business.
• G&A . All the labor expenses required to support the administrative functions of the business.
• Taxes . All taxes, except payroll, paid to the appropriate government institutions.
• Capital . The capital required to obtain any equipment elements that are needed for the generation of income.
• Loan payment . The total of all payments made to reduce any long-term debts.
• Total expenses . The sum of material, direct labor, overhead expenses, marketing, sales, G&A, taxes, capital and loan payments.
• Cash flow . The difference between total income and total expenses. This amount is carried over to the next period as beginning cash.
• Cumulative cash flow . The difference between current cash flow and cash flow from the previous period.

As with the income statement, you will need to analyze the cash-flow statement in a short summary in the business plan. Once again, the analysis statement doesn't have to be long and should cover only key points derived from the cash-flow statement.

The Balance Sheet

The last financial statement you'll need to develop is the balance sheet. Like the income and cash-flow statements, the balance sheet uses information from all of the financial models developed in earlier sections of the business plan; however, unlike the previous statements, the balance sheet is generated solely on an annual basis for the business plan and is, more or less, a summary of all the preceding financial information broken down into three areas:

To obtain financing for a new business, you may need to provide a projection of the balance sheet over the period of time the business plan covers. More importantly, you'll need to include a personal financial statement or balance sheet instead of one that describes the business. A personal balance sheet is generated in the same manner as one for a business.

As mentioned, the balance sheet is divided into three sections. The top portion of the balance sheet lists your company's assets. Assets are classified as current assets and long-term or fixed assets. Current assets are assets that will be converted to cash or will be used by the business in a year or less. Current assets include:

• Cash . The cash on hand at the time books are closed at the end of the fiscal year.
• Accounts receivable . The income derived from credit accounts. For the balance sheet, it's the total amount of income to be received that is logged into the books at the close of the fiscal year.
• Inventory . This is derived from the cost of goods table. It's the inventory of material used to manufacture a product not yet sold.
• Total current assets . The sum of cash, accounts receivable, inventory, and supplies.

Other assets that appear in the balance sheet are called long-term or fixed assets. They are called long-term because they are durable and will last more than one year. Examples of this type of asset include:

• Capital and plant . The book value of all capital equipment and property (if you own the land and building), less depreciation.
• Investment . All investments by the company that cannot be converted to cash in less than one year. For the most part, companies just starting out have not accumulated long-term investments.
• Miscellaneous assets . All other long-term assets that are not "capital and plant" or "investments."
• Total long-term assets . The sum of capital and plant, investments, and miscellaneous assets.
• Total assets . The sum of total current assets and total long-term assets.

After the assets are listed, you need to account for the liabilities of your business. Like assets, liabilities are classified as current or long-term. If the debts are due in one year or less, they are classified as a current liabilities. If they are due in more than one year, they are long-term liabilities. Examples of current liabilities are as follows:

• Accounts payable . All expenses derived from purchasing items from regular creditors on an open account, which are due and payable.
• Accrued liabilities . All expenses incurred by the business which are required for operation but have not been paid at the time the books are closed. These expenses are usually the company's overhead and salaries.
• Taxes . These are taxes that are still due and payable at the time the books are closed.
• Total current liabilities . The sum of accounts payable, accrued liabilities, and taxes.

Long-term liabilities include:

• Bonds payable . The total of all bonds at the end of the year that are due and payable over a period exceeding one year.
• Mortgage payable . Loans taken out for the purchase of real property that are repaid over a long-term period. The mortgage payable is that amount still due at the close of books for the year.
• Notes payable . The amount still owed on any long-term debts that will not be repaid during the current fiscal year.
• Total long-term liabilities . The sum of bonds payable, mortgage payable, and notes payable.
• Total liabilities . The sum of total current and long-term liabilities.

Once the liabilities have been listed, the final portion of the balance sheet-owner's equity-needs to be calculated. The amount attributed to owner's equity is the difference between total assets and total liabilities. The amount of equity the owner has in the business is an important yardstick used by investors when evaluating the company. Many times it determines the amount of capital they feel they can safely invest in the business.

In the business plan, you'll need to create an analysis statement for the balance sheet just as you need to do for the income and cash flow statements. The analysis of the balance sheet should be kept short and cover key points about the company.

Source: The Small Business Encyclopedia , Business Plans Made Easy, Start Your Own Business and Entrepreneur magazine.

Business Plan Guide

Want to be an Entrepreneur Leadership Network contributor? Apply now to join.

Editor's Pick Red Arrow

• Bantam Bagels' Founder Fell Into a Mindset Trap 'People Don't Talk About' After Selling the Now-Defunct Business for $34 Million — Here's What Happened
• Lock This Startup Wants to Grow Your Side Hustle for You , While Cutting You a Monthly Check
• I Designed My Dream Home for Free With an AI Architect — Here's How It Works
• Renowned Psychologist Adam Grant Says This 3-Step Leadership Method Will Help Fight Employee Burnout
• Lock Most Americans Don't Think Higher Education Is Worth the Cost — But This State-By-State Breakdown of College Graduates' Salaries Tells a Different Story
• Lock Watch Now: Tapping into Your Unconventional Thinking and Using It to Create a Million-Dollar Business

Most Popular Red Arrow

Build a better resume with this $35 subscription.

AI Resume Builder promises to help you apply to jobs twice as fast.

He Took His Side Hustle Full-Time After Being Laid Off From Meta in 2023 — Now He Earns About $200,000 a Year: 'Sweet, Sweet Irony'

When Scott Goodfriend moved from Los Angeles to New York City, he became "obsessed" with the city's culinary offerings — and saw a business opportunity.

I Got Over 225,000 Views in Just 3 Months With Short-Form Video — Here's Why It's the New Era of Marketing

Thanks to our new short-form video content strategy, we've amassed over 225,000 video views in just three months. Learn how to increase brand awareness through short-form video content.

Samsung Makes 6 Day Workweeks Mandatory for Executives as the Company Enters 'Emergency Mode'

Samsung said its performance "fell short of expectations" last year. Now executives are required to work weekends.

6 Habits That Help Successful People Maximize Their Time

There aren't enough hours in the day, but these tips will make them feel slightly more productive.

You Won't Have a Strong Leadership Presence Until You Master These 5 Attributes

If you are a poor leader internally, you will be a poor leader externally.

Successfully copied link

Run Better Meetings

Weekly Meetings

Team meeting portal

One-on-one Meetings

One-on-one meeting portal

Texting Actions

Capture items from your phone

Visualize and give live examples of your ideas

Meeting Minutes

Meeting summaries—automated

Measure Success

Measurables to track each week

Goals to complete each quarter

Optimize workflows

Items to complete each week

Identify issues so you can solve them

Zapier Integration

Connect with your favorite platforms

Promote Transparency

Company functions and roles

Business Plan

Company and department vision and traction

Keep your company documents in one convenient place

See all solutions

• Content Library
• Press and Events
• Peer groups
• Franchisors
• Coaches/Implementers
• Get 30 days free

How to execute an annual plan for your business in 2023

by Tyler Repasy | Jan 26, 2023 | Blog

Nothing suggests a lack of momentum like a business without a plan—it’s the classic F. Scott Fitzgerald metaphor about never going anywhere without a map. Your business and the people within will thrive with a clear (annual and beyond) business plan to chart where they are, where they need to go and what resources will take them there. Without one, you can feel like you’re taking random shots in the dark, waiting and hoping for success.

With an annual business plan, however, you have the space to understand your team’s strengths and weaknesses while mapping out achievable goals that can lead to lasting success.

Try to remember—It’s perfectly understandable to pivot throughout the year. This plan is a guideline for success you set for yourself; understanding the instability of the current market and state of the world, you may have to make changes to your plan along the way. Make room for change! You may have opportunities this year you haven’t even dreamed of yet.

Without further ado, here is your crash course on annual business plans—what they are, how to get started and how to follow up. Let’s get started!

What is an annual business plan?

An annual business plan is an invaluable tool for people looking to develop a strategic roadmap for growth. And as it’s the beginning of a new year, let’s do our best to stay organized! Especially given the unpredictable market, this can guide you to staying grounded in the chaos. A well-laid plan can provide critical insights into where you should allocate resources, how best to achieve desired goals and objectives and how to stay ahead of the competition. The U.S. Small Business Administration (SBA) suggests that having a business plan increases a business’s chances of success by 16%!

Key identifiers of an annual business plan

• The goals and objectives section provides a roadmap to achieving your unique desired outcomes in the short and long term.
• The marketing plan section outlines how you will communicate with target audiences, build your brand, and attract new customers.
• Financial projections provide insight into expected income, expenses, and costs associated with operations.
• Operational directives detail processes that need to be established or improved to run daily tasks more efficiently.
• Sales targets outline expected sales projections for specific periods and can help guide decisions moving forward.

Lastly, research and data analysis provide critical insights into customer demographics, market trends, consumer behavior, and competitor strategies for the upcoming year.

How an annual business plan can transform your year

Our team has seen firsthand how these plans can help organizations find their way to unimaginable heights. With precision and a pinch of cleverness, your well-laid plan can open doors to new opportunities, foster sustainable progress and provide a roadmap for consistent performance. Without one, we’re like ships without sails drifting aimlessly in the dark. Need more convincing? We got you!

• Your team can use objectives and strategies established in your plan as guiding points for progress toward your desired results.
• Clearly defined goals provide a roadmap for consistent performance over both short-term and long-term periods.
• When you think ahead to the future, you have time to research and refocus on your clients. Focusing on your customer’s needs and wants builds trust and loyalty that will attract and retain more customers.
• Increased efficiency in operations streamlines processes for improved resource allocation and cost savings.
• Projections of expected income, expenses, and profits enable businesses to budget more accurately for future planning needs.
• Finally, streamlined processes for collaboration between team members create a high level of communication that helps your team meet organizational goals in a timely manner.  

Research shows that having an annual business plan is key for businesses to drive growth, as it allows for better organization of resources and maximizes positive outcomes. Regular check-ins with team members along the way help maintain focus on long-term goals which is essential for success when growing a business—but more on this later. According to Techopedia, an effective strategy requires continuous monitoring and adaptation, which is enabled by your annual business plan laying out measurable objectives with realistic timelines from the beginning of the year.

Crafting & maintaining an annual business plan

1. research.

• Determine your business’s current state and goals. Analyze past performance/data and customer feedback to get a good understanding of the current state of your business and identify areas where improvement is needed.
• Analyze industry trends, customer preferences, and competition. Monitor key trends in the industry, customer behavior, and competitor activity to stay ahead of the curve.
• Utilize reputable resources and data. Utilize reliable sources such as market research reports, industry best practices guides, or governmental initiatives to inform decision-making processes further.

2. Formulate goals

• Set SMART goals—make sure goals are Specific, Measurable, Achievable, Relevant and Time-bound in order to maximize their effectiveness.
• Identify what constitutes success—establish specific criteria for assessing progress towards each goal so that it’s easier to measure success.
• Focus on incremental progress—aim for steady improvement rather than large-scale changes that may be unrealistic within the allocated timeframe or budget.
• Monitor performance regularly—consistent tracking of performance will help ensure that objectives are met and goals remain relevant over time.

3. Identify strategies

• Gather customer insights—analyze customer feedback, preferences, and behavior to understand their needs better and identify areas of improvement.
• Tailor products/services offerings based on customer demand or industry trends to attract and retain customers.
• Rethink business operations—evaluate internal processes and examine opportunities to streamline operations and maximize efficiency.
• Research potential partnerships—explore strategic partnerships with other organizations that can bring added value to your business model.

4. Create action steps

• Break down strategies into tasks—analyze each strategy and identify the individual actions that need to be taken, who is responsible for them and when they should be completed.
• Prioritize tasks—evaluate the importance and urgency of tasks to ensure that resources are allocated appropriately in order to reach optimal outcomes.
• Determine resources needed—assess the skills, tools and budget required for the successful completion of each task before beginning work on it.
• Due dates—add due dates to all tasks in your project management software.

5. Track progress

• Define KPIs—set clear goals and metrics that align with each objective to measure performance and define success.
• Collect relevant data—gather associated data points pertinent to the KPIs such as customer interactions, website visits, etc.
• Monitor progress—evaluate results on a regular basis (weekly or monthly) to determine whether objectives are being met and make necessary adjustments if needed.
• Analyze KPIs—review the results of KPIs and use them as a tool to inform future decision-making processes.

Want help creating a business plan that will excite and motivate your team? Our company and department business plan templates can help you get there.

Staying on top of progress

We can’t stress the importance of staying informed about progress enough and following up with your teammates on a consistent basis. A weekly meeting agenda enables business leaders to evaluate their short-term and long-term goals, allowing them to stay agile when market trends shift or new customer needs arise. Without a plan in place, businesses can quickly become stagnant and powerless amidst shifting currents. Taking the time to track progress regularly and create an effective meeting agenda will help ensure success and propel your team toward reaching your goals.

A regular, consistent Weekly Meeting can be a powerful tool because it makes a place for teams to stay aligned on objectives and ensure progress is being made. We understand the value of having pre-built sections within the meeting such as checking in, analyzing Metrics, solving Issues, updating your team and reviewing To-dos. This allows your team to jump in each week and focus on what matters most—meeting your unique goals. 🔥 Establishing clear plans of action and designing a concise agenda will bring structure and success and make reaching your goals feel like a breeze.

The customizable Bloom meeting agenda

We’re here to support your team and streamline your internal communication, one meeting at a time.

• Custom agenda sections
• Have any G-Suite Docs or spreadsheets you want to discuss during your meeting? Add an external page to your agenda and keep everything in one place.
• The Check-in gives your team space to break the ice, build trust among team members and set the meeting off to a great start.
• Our Metrics feature shows your team’s KPIs categorized in green or red, making data interpretable, accessible and easy to analyze .
• Goal review
• The Goal feature simplifies project management, allowing you to keep track of your team’s goals, set milestones and check them off as you go.
• Easily create Headlines to share important news (both good and bad) with the click of a button.
• Create a checklist of To-dos , assign them to team members and set deadlines to keep your team on track and accountable.
• Make solving Issues a breeze with an agenda list that allows you to share information across meetings, take notes and resolve Issues on the spot.
• End each meeting by assigning it a rating, recapping To-dos and cascading information for increased transparency and accountability.

In conclusion, having an annual business plan is like having a personal GPS for your business. It can direct you to your destination and keep you on track all year long. An effective plan should include key identifiers, such as goals and objectives, milestones to be achieved and staffing decisions that need to be made. By crafting and maintaining a comprehensive annual business plan, you can lay the groundwork to transform this new year into one of success.

5 tips to get the most out of your annual planning meeting

20 Reasons Why You Need a Business Plan in 2024

Written by Dave Lavinsky

What is the Purpose of a Business Plan?

The purpose of a business plan is to provide a clear roadmap for the company’s future. It outlines the vision, goals, and strategies of the business, guiding entrepreneurs and stakeholders in understanding its operations and objectives. A business plan template helps attract investors and funding by showcasing the potential for profitability and growth.

Top 20 Reasons Why you Need a Business Plan

1. to prove that you’re serious about your business.

A formal business plan is necessary to show all interested parties — employees, investors, partners and yourself — that you are committed to building the business. Creating your plan forces you to think through and select the strategies that will propel your growth.

2. To Establish Business Milestones

The business plan should clearly lay out the long-term milestones that are most important to the success of your business. To paraphrase Guy Kawasaki, a milestone is something significant enough to come home and tell your spouse about (without boring him or her to death). Would you tell your spouse that you tweaked the company brochure? Probably not. But you’d certainly share the news that you launched your new website or reached $1M in annual revenues.

3. To Better Understand Your Competition

Creating the business plan forces you to analyze the competition. All companies have competition in the form of either direct or indirect competitors, and it is critical to understand your company’s competitive advantages. And if you don’t currently have competitive advantages, to figure out what you must do to gain them.

Finish Your Business Plan Today!

Quickly & easily complete your business plan: Download Growthink’s Ultimate Business Plan Template and finish your business plan & financial model in hours.

4. To Better Understand Your Customer

Why do they buy when they buy? Why don’t they when they don’t? An in-depth customer analysis is essential to an effective business plan and to a successful business. Understanding your customers will not only allow you to create better products and services for them, but will allow you to more cost-effectively reach them via advertising and promotions.

5. To Enunciate Previously Unstated Assumptions

The process of actually writing the business plan helps to bring previously “hidden” assumptions to the foreground. By writing them down and assessing them, you can test them and analyze their validity. For example, you might have assumed that local retailers would carry your product; in your business plan, you could assess the results of the scenario in which this didn’t occur.

6. To Assess the Feasibility of Your Venture

How good is this opportunity? The business plan process involves researching your target market, as well as the competitive landscape, and serves as a feasibility study for the success of your venture. In some cases, the result of your planning will be to table the venture. And it might be to go forward with a different venture that may have a better chance of success.

7. To Document Your Revenue Model

How exactly will your business make money? This is a critical question to answer in writing, for yourself and your investors. Documenting the revenue model helps to address challenges and assumptions associated with the model. And upon reading your plan, others may suggest additional revenue streams to consider.

8. To Determine Your Financial Needs

Does your business need to raise capital? How much? One of the purposes of a business plan is to help you to determine exactly how much capital you need and what you will use it for. This process is essential for raising capital for business and for effectively employing the capital. It will also enable you to plan ahead, particularly if you need to raise additional funding in the future.

9. To Attract Investors

A formal business plan is the basis for financing proposals. The business plan answers investors’ questions such as: Is there a need for this product/service? What are the financial projections? What is the company’s exit strategy? While investors will generally want to meet you in person before writing you a check, in nearly all cases, they will also thoroughly review your business plan.

10. To Reduce the Risk of Pursuing the Wrong Opportunity

The process of creating the business plan helps to minimize opportunity costs. Writing the business plan helps you assess the attractiveness of this particular opportunity, versus other opportunities. So you make the best decisions.

11. To Force You to Research and Really Know Your Market

What are the most important trends in your industry? What are the greatest threats to your industry? Is the market growing or shrinking? What is the size of the target market for your product/service? Creating the business plan will help you to gain a wider, deeper, and more nuanced understanding of your marketplace. And it will allow you to use this knowledge to make decisions to improve your company’s success.

12. To Attract Employees and a Management Team

To attract and retain top quality talent, a business plan is necessary. The business plan inspires employees and management that the idea is sound and that the business is poised to achieve its strategic goals. Importantly, as you grow your company, your employees and not you will do most of the work. So getting them aligned and motivated will be key to your success.

13. To Plot Your Course and Focus Your Efforts

The business plan provides a roadmap from which to operate, and to look to for direction in times of doubt. Without a business plan, you may shift your short-term strategies constantly without a view to your long-term milestones. You wouldn’t go on a long driving trip without a map; think of your business plan as your map.

14. To attract partners

Partners also want to see a business plan, in order to determine whether it is worth partnering with your business. Establishing partnerships often requires time and capital, and companies will be more likely to partner with your venture if they can read a detailed explanation of your company.

15. To Position Your Brand

Creating the business plan helps to define your company’s role in the marketplace. This definition allows you to succinctly describe the business and position the brand to customers, investors, and partners. With the industry, customer and competitive insight you gain during the business planning process, you can best determine how to position your brand.

16. To Judge the Success of Your Business

A formal business plan allows you to compare actual operational results versus the business plan itself. In this way, it allows you to clearly see whether you have achieved your strategic, financing, and operational goals (and why you have or have not).

17. To Reposition Your Business to Deal with Changing Conditions

For example, during difficult economic conditions, if your current sales and operational models aren’t working, you can rewrite your business plan to define, try, and validate new ideas and strategies.

18. To Document Your Marketing Plan

How are you going to reach your customers? How will you retain them? What is your advertising budget? What price will you charge? A well-documented marketing plan is essential to the growth of a business. And the marketing strategies and tactics you use will evolve each year, so revisiting your marketing plan at least annually is critical.

19. To Understand and Forecast Your Company’s Staffing Needs

After completing your business plan, you will not be surprised when you are suddenly short-handed. Rather, your business plan provides a roadmap for your staffing needs, and thus helps to ensure smoother expansion. Importantly your plan can not only help you understand your staffing needs, but ensure your timing is right as it takes time to recruit and train great employees.

20. To Uncover New Opportunities

Through the process of brainstorming, white-boarding and creative interviewing, you will likely see your business in a different light. As a result, you will often come up with new ideas for marketing your product/service and running your business. It’s coming up with these ideas and executing on them which is often the difference between a business that fails or just survives and one that thrives.

Business Plan FAQs

What is a business plan.

A business plan is a document that details your business concept and strategy for growth.

A business plan helps guide your company's efforts and, if applicable, gives investors and lenders the information they need to decide whether or not to fund your company. A business plan template helps you to most easily complete your plan.

Why Do You Need a Business Plan?

A business plan provides details about your company, competition, customers and industry so that you make the best possible decisions to grow your company.

What is the Importance of a Business Plan?

The 3 most important purposes of a business plan are 1) to create an effective strategy for growth, 2) to determine your future financial needs, and 3) to attract investors (including angel investors and VC funding ) and lenders.

Why is a Business Plan Important to an Entrepreneur?

Business plans help entrepreneurs take their visions and turn them into tangible action plans for success.

Need help with your business plan? 

• Speak with a professional business plan consultant from our team.
• Use our simple business plan template .
• Check out our business plan examples .
• Or, if you’re creating your own PPM, you can save time and money with Growthink’s private placement memorandum template .
• Learn more about us via our Growthink Business Plan Review page

The World’s #1 Business Plan Template

Would you like to know the quickest and easiest way to create a winning business plan?

And how to use it to raise funding, improve your strategy, or both?

Well, we’ve developed the ultimate business plan template to help you do this. Simply click below to learn more.

Other Helpful Business Plan Articles & Templates

How To Create an Annual Operating Plan for Your SaaS Business

Carly Miller

Content Marketing Writer

Download our Strategic Financial Planning Blueprint

Business planning can be a painful process for all involved. But getting rid of it isn’t an option. A rigorous annual operating plan is what will help you maximize efficiency across the business and allocate resources to hit company goals.

Don’t spend year after year dreading each step of the process of building your business plans. Here, we’ll cover the key concepts and steps you need to know to optimize your processes and create an annual operating plan that drives value for your organization.

Table of Contents

What Is an Annual Operating Plan?

An annual operating plan (AOP) is a strategic document that a company prepares to chart its course for the upcoming year. This AOP encompasses key performance indicators (KPIs), operating budgets, and action plans designed to meet both short-term and long-term objectives. Through the annual operating plan, businesses can pinpoint and allocate their resources efficiently, ensuring they’re on track to achieve their set milestones.

Benefits of Annual Operating Plans

As a part of strategic planning, an annual operating plan ensures that all employees understand their responsibilities and can coordinate their efforts to complete your business objectives.

It enables managers to track progress and determine whether they’ll hit company milestones on time. As a result, managers can request any needed funding from the CFO ahead of time.

Here are more benefits of annual operating plans:

Make Department Plans and Strategies More Data-Driven

A data-driven approach keeps the plans and strategies of various departments more outcome-oriented by drilling down to the impact of costs per head, per month, or per vendor.

Such an approach improves the accuracy and flexibility of your SaaS revenue forecasting  by aligning revenue and expense forecasts with the primary levers for your SaaS business.

Align Cross-Functional Departments With Business Goals

Align Cross-Functional Departments With Business Goals Business leaders can curate job roles and department goals based on what’s outlined in the annual operating plan to ensure their team members align with key company objectives.

Help Highlight Potential Need for Fundraising or Spending Re-Evaluation

An annual operating plan can help you have more granular conversations with stakeholders or business owners about how changes in spending could improve performance as market and business conditions shift throughout the year.

Give Departments a Guidepost for Tracking Performance and Goals

An excellent AOP will help various departments track their progress and ensure they take the necessary initiatives to achieve company objectives throughout the fiscal year.

How To Create an Annual Operating Plan

The complexity and maturity of your company will determine the details of your annual planning process. But in general, aim to start the planning process about a third of the way through your Q4 and finish it within six weeks. This ensures decision-making is streamlined and goals are achievable.

Here are the recommended steps:

1. Organize Department-Level Data in the Main Financial Model

Creating an annual operating plan starts with categorizing data from your company to understand the previous year’s performance trends. These insights are the foundation for the rest of your planning process and will help you create a detailed plan.

Your goal in this phase is to clearly understand what teams are spending money on and find consistent and inconsistent spending across general ledger accounts.

For example, if your marketers used LinkedIn  ads  as a primary channel throughout the previous year, you might anticipate they’ll increase LinkedIn ad spending in the new year.

You can also find significant one-time expenses across departments and look for opportunities to limit these expenses to improve cash flow.

You can then use these insights to develop questions for departmental meetings.

2. Get a Read on Department-Level Plans

This is the most collaborative — and perhaps most important — part of the annual planning process. The ability to connect with department leaders, understand their needs, and contribute to their plans will enhance the effectiveness of your AOP.

The needs of the marketing, human resources, sales, and product departments differ from those of the finance department. So, communicate with their leaders to learn what they care about most rather than handing over dense spreadsheets outlining the financial plan.

Focus your conversations on past performance compared to your plans. Alternatively, you can create high-level strategic budgets and establish goals to achieve them if you don’t have historical data.

3. Translate Department Budgets to the Main Model and Scenarios

In the previous step, you worked with department leaders to understand their needs and strategies. As a result, you should have worked through various department-level scenarios by this point.

One scenario could be: What if we hire another 30 people in the production department? Is the ROI  of new product releases worth the cash impact?

Another scenario you could consider: What if we doubled our marketing acquisition budget? What effect would this have on pipeline generation ?

When you translate the department-level discussions to the primary model, you must also run what-if scenarios for the whole organization.

Having a CEO and a CFO with a good relationship can make all the difference when creating an AOP, and running these scenarios will let CFOs have a more strategic conversation with the CEO about how to handle different aspects of the current economic environment.

The models will show how different fundraising scenarios, revenue forecasting , and headcount plans affect your cash flow, runway, and burn rate.

4. Align With the CEO for Company and Board Approval

At this stage, you’ll present fully fleshed-out scenarios and plans from the third step to finalize things for the CEO  and board.

However, due to market uncertainty, you may spend more time with your CEO working out scenarios and model assumptions to determine the best path forward.

As a result, you may want to give yourself plenty of time to adjust your plans based on your CEO’s recommendations and comments.

Then, the CEO can sign off on the plans and approve the various scenarios you’ll present to the board.

5. Reforecast Throughout the Year To Keep the Plan Fresh

The value of an annual operating plan is in the process itself. You must keep it fresh monthly and quarterly. So, update your models to reflect new context about the business and macroeconomic environment.

Also, compare rolling forecasts  to the original annual plan. This comparison lets you revisit the plan with the most recent actuals and adjust based on business performance and macroeconomic conditions.

Download this blueprint and complete guide to nailing your annual planning process.

Why saas startups need to go beyond annual operating plans.

As you create your AOP for 2023, market uncertainty is forcing you to be more adaptable and agile. So, prioritize automation and data integration to address evolving business needs. You’ll need an overarching framework for centralizing, processing, and analyzing financial statements and other financial data.

You need a framework to pull all financial data  from your organization and map it into a common ontology, saving 80% of the time you typically spend cleaning data from individual record systems.

Financial tools like Mosaic provide this framework, eliminating the need to rely on engineers to develop a data architecture to support your agile planning.

How Mosaic Enables Business Growth

Mosaic provides a Strategic Finance Platform  that serves as the connective tissue for your small business. It automates financial data integration and empowers you to add more strategic value to the planning process.

Plus, the 125+ SaaS metrics make monitoring your business’s growth simple.

Want to learn more about how Mosaic makes the typical high-stress top-line planning process easier for SaaS startups? Reach out for a personalized demo  and find out how you can easily create your annual operations plan.

Annual Operating Plan FAQs

What should be included in an annual operating plan.

An annual operating plan should be a concise overview of the entire company’s strategic and tactical plans for the year ahead. This should include:

• A narrative of strategic context to go along with the proposed annual budget
• An explanation of the current and planning organizational structure to support strategic initiatives
• A clear outline of quantitative company goals and OKRs
• The breakdown of departmental metrics that you’ll use to track progress

What is the difference between annual operating plans and budgets?

An AOP and a budget both address your financial structure, but they have some differences.

The differentiator is that the annual operating plan is like a document or deck that outlines overarching goals and departmental focuses. In contrast, the budget is much more numbers-driven and includes revenue goals, financial assumptions , and expense forecasts.

What is the objective of an annual operating plan?

When creating an annual operating plan the objective is to tie together forecasts, budgets and plans (including their accompanying goals and KPIs) from different departments into a single cohesive overarching plan for the company. Annual operating plans help departments align around company objectives and give each department achievable goals to work towards.

Related Content

• A Guide to the Strategic Budgeting Process in SaaS
• Guide to Rolling Budgets: How To, Pros & Cons, Examples
• Top-Line vs. Bottom-Line Growth: How to Analyze and Improve Each

Never miss new content

Subscribe to keep up with the latest strategic finance content.

The latest Mosaic Insights, straight to your inbox

Own the   of your business.

Your Annual Business Plan for 2022

Near the end of 2021 we discussed the importance of conducting a business review , analyzing what worked well and what needed to be reevaluated for the New Year. Using all the insight you gained in your review, you should also create an annual business plan for 2022. 

Why Create an Annual Plan?

An annual plan is your roadmap for the coming year. No matter the size, age, or financial standing of your organization, you need this plan to stay on track in the coming months. Your plan will accomplish several objectives.

First, it will offer clarity. What goals will you work toward and how do those goals serve your overarching purpose? Clarity is one of the cornerstones of motivation for your team, but you can’t offer them clarity until you have it yourself.

It will also provide direction. A team without a plan is like a hiker without a map. You may take one path only to realize it leads you away from your desired destination. Defining your goals isn’t enough — you also need a plan for how you’ll accomplish them. What projects and processes will guide you toward your milestones? 

Lastly, it will enable focus. Lack of planning leads to wasted time and energy. When no one is sure what to focus on, fruitless ideas are thrown around and everyone jumps back and forth between different projects. But a clear guide keeps everyone on track and able to focus on the tasks that enable progress.  

Components of an Annual Plan

Annual business plans can vary from company to company, but there are a few common components that make up an informative plan. These are the most important elements for ensuring yearly progress. 

Don’t forget to use your year-end review throughout, as its insight should inform your steps for the coming year.

Review Your Purpose

Before planning any steps it’s helpful to review your purpose. Why does your company do what you do, and what impact do you want to have on the world? Your purpose is the basis for every decision you make, from hiring to company culture to products and services.

At the start of each year, I like to define a yearly purpose that ladders up to our overarching purpose. Ask yourself what you’ll do in 2022 specifically that serves your mission.

Market Research

Nitty-gritty but necessary, market research is how you know what to expect in the coming year — from competitors, customers, products, and your industry at large. 

Imagine setting your sights on a new app for 2022. Your whole team dedicates the majority of their time and focus to creating this app, but shortly before it’s set to launch your competitor releases a similar, more robust product. 

This example, while simple, demonstrates the importance of research. It should always be one of your first steps before ever taking action. You simply can’t make wise decisions if you’re oblivious to the market. 

Define Your Goals

What is a business plan without business objectives? Your goals reveal what you’ll prioritize each day, week, month, and quarter of 2022. I like to create goals for several different categories:

At their core, every business exists to make money, so revenue and profit goals are vital. Ideally, both will increase since the previous year. Use your financials from 2021 to estimate your growth. You may need to revisit this section as you flush out your other goals and strategize about how you’ll earn money.

Products and services goals include what you already offer and what you hope to offer in the new year. Do any of your products or services need to be reevaluated, updated, or eliminated? Based on your market research, are there new products or services you should offer? 

You’ll also want to create some people-focused goals , including potential hiring or reorganizing. Do you have enough manpower to accomplish your products and services goals? Do you have an eye on a few potential leaders from your existing team? In short, define what your ideal team would look like by the end of 2022.

Team goals should be addressed after your overarching yearly goal. What role will each team play, and what components of your plan are they responsible for? Without clarity on who’s doing what, collaboration and progress are impossible. 

As a leader, it’s also important to have personal development goals. Leaders are lifelong learners. You’re never “finished” as a leader — instead, you should be committed to growing year after year. Spend some time thinking about where you excel and where you want to improve. Are you a great visionary but struggle with offering clarity? Do you enjoy working with people but often forget to provide recognition? Ask yourself the tough questions and don’t be afraid to answer honestly. For this portion, I like to have a mentor or trusted peer review my goals and offer feedback.

Chart Your Course

Once you have your goals, you have to plan how you’ll meet them. What projects or tasks need to happen? Most goals should be broken up into smaller milestones that signify progress. These can include action items, regular tasks, projects, and more. You’ll also want to reflect on which team or team member is responsible for these milestones.

Be sure to leave room for flexibility, since things are bound to change throughout the year.

You should also define the metrics that will measure your progress. Metrics are an important step — without them, it’s nearly impossible to determine if your team is making progress or simply being productive. Metrics also allow you to have flexibility, asynchronous schedules, and other perks of remote work. As long as progress is being made, you know your team is working hard.

If you’re struggling with any portion of your annual business plan (especially goals), there are a few strategies that can help. 

When it comes to setting goals, the SMART method helps ensure they are actionable and logical. Each goal should be specific, measurable, attainable, relevant, and time-based. Check out this article for more information on SMART goals.

“Start, Stop, Keep” is a great way to harness your 2021 business review for the new year. Whether you’re assessing your leadership skills, a marketing plan, or any other aspect of your business, ask yourself what you should start doing, stop doing, or keep doing. These are also great questions for company-wide or team-wide surveys.

Finally, the SWOT diagram will reveal the strengths and weaknesses of processes and leaders. SWOT stands for the categories of strengths, weaknesses, opportunities, and threats. For example, divide your company by department: marketing, admin, customer service, engineering, leadership, and HR. Your diagram might look like this:

Strengths: leadership, engineering

Weakness: admin

Opportunity: marketing

Threat: customer service

Again, this is a simple example, but it shows how SWOT helps you analyze certain components of your business. You can even use it for your leadership characteristics. This article has more information on SWOT.

Start the Year on Solid Ground

Completing your annual business plan is a major step for the new year, and an imperative one. Once you’ve defined your purpose and goals (and how you’ll reach them), there’s nothing left to do but utilize your passion and talents for a successful year.

Culture Eats Strategy for Breakfast

Sign-up for the Leading Culture newsletter for ideas, tools, and advice on creating and sustaining an amazing company culture that drives business success.

A Guide to Creating an Annual Operating Plan for 2024

Why do you make resolutions at the end of every year.

The answer is quite obvious. Most of you do it to start the new year on a positive note and to make positive changes in your lifestyle in the year ahead. 

Resolutions help you resolve to change the things that need changing and enter the new year on the right foot. So does an Annual Operating Plan for businesses.

Don’t forget to add Group Health Insurance for your employees while creating an AOP for 2023. You can check out other policies such as Group Personal Accident Insurance & Group Term Life Insurance .

What is an annual operating plan?

An Annual Operating Plan is an annual layout or a roadmap?️for your business’s growth. It charts the course you should take to grow your business to desired targets. It is a blueprint of activities that you and your team choose to undertake to reach the annual milestone of the business.

{{founder="/web-library/components"}}

Why is AOP in Finance Important

In the financial world, the Annual Operating Plan (AOP) is crucial. It's the roadmap for a company's financial journey. AOP sets clear goals. It aligns resources with these goals. This alignment is key. It ensures focused efforts and efficient resource use.

AOP also aids in performance tracking. It offers benchmarks. These benchmarks are vital. They help in measuring progress and identifying areas needing improvement. Therefore, AOP is not just a plan. It's a tool for continuous growth.

Moreover, AOP fosters team unity. It brings everyone on the same page. This unity is essential for success. It ensures that all departments work towards common objectives. In essence, AOP is the backbone of strategic financial planning.

What Does an Annual Operating Plan Include?

An annual operating plan must include the following.

• Objectives 
• Business activities 
• Resource requirements 
• Performance Monitoring Plans 

Each annual operating plan you make will look a bit different. Use the points above as your basic outline, and add or remove other things as you see fit.

Why is an AOP needed?

Benjamin Franklin once said, ‘If you fail to plan, you are planning to fail’ . This quote sums up the fundamental importance of an operating plan. The plan is like a to-do list?that helps the teamwork collectively to achieve business goals. Imagine having no plan. You and your employees would not know in which direction your organisation is headed.

An AOP is, thus, needed to chart a course that your business should take in the coming years. It gives shape to the objectives of your organisation, thereby removing any ambiguity.

Annual Operating Plan Best Practices

Creating an effective Annual Operating Plan (AOP) is an art. Here are some best practices:

- Start with Clear Objectives : Define clear, achievable goals. These goals should align with your company's vision.

- Involve Key Stakeholders : Collaboration is key. Involve different departments. This ensures a well-rounded and realistic plan.

- Focus on Data : Base your plan on solid data. This approach ensures accuracy and relevance.

- Be Flexible : The business world is dynamic. Your AOP should be adaptable to changes.

- Regular Reviews : Don't set and forget. Regularly review and adjust your AOP as needed.

These practices ensure that your AOP is not just a document. It's a dynamic guide that drives your business forward.

Benefits of Annual Operating Plans

Aligns cross-functional department activities with business objectives.

Corporate leaders can tailor job descriptions and departmental targets according to the provisions in the annual operational plan. This guarantees that their team members are aligned with critical business goals.

Promotes Data-Informed Departmental Strategies and Plans

Implementing a data-informed strategy ensures that the objectives and tactics of various departments are result-driven. This strategy meticulously breaks down the effect of expenditures per employee, per month, or per supplier.

Highlights Potential Need for Fundraising

A yearly operational plan facilitates more detailed discussions with stakeholders or business owners about how alterations in spending could boost performance in response to shifts in market and business conditions throughout the year.

Provides Departments with a Benchmark for Monitoring Performance and Objectives

An effective yearly operational plan aids various departments in tracking their progress, ensuring they imp

How to create the best operating plan?

Taking a pen ?️ and paper (or powering up your computer) to make a list is easy. Anyone can do that. But to make an effective plan which would work is where the trick lies. 

So, here are some quick and easy tips ? to create an effective plan.

Create a vision board

This is the first step. After all, you can’t go on a journey without having a destination in mind!

So, create a vision board-i.e. where you see your business 1 year from now. Set the annual objectives of your business to get a clear view of the goals.

Pro-tip: When making a vision board, don’t do it alone. Involve all the departments in the planning process. Each department will know its strengths and weaknesses. Moreover, every department, working in tandem, will make it possible to achieve the identified goals. So, brainstorm ?. Take the opinions of your employees about ways you can grow the business. Use a practical mind map tool to map out all the correlations between the collaborative ideas. You never know what useful idea can be born from an effective brainstorming session!

Moreover, start early ⏰. There is no point in creating an Annual Plan in the middle of the year. The planning should be undertaken 3-4 months before the next year starts. If you did not make a plan and the year has started, do it ASAP. Do not procrastinate. 

Assess the feasibility

It is said that the goals should be S. M. A. R. T., meaning:

1️. Specific

2️. Measurable

3️. Achievable

4️. Relevant

5️. Time-bound

If your business goals fulfill this criterion, you will be able to fulfill them. So, just creating the vision board is not enough. You need to determine whether the objectives listed on the board are feasible or just some far-fetched ideas. This is an important step that differentiates an effective plan from an ineffective one. Check out whether the goals that you have envisaged are achievable or not. This is a feasibility check which should not be missed.

Pro-tip: Here again, involve all the departments to assess the feasibility of the goals. This is because the departments know whether the goals are realistic or not. Moreover, achieving the specified goals is not a one-person job. It involves all departments' collective efforts, so their involvement in the decision-making and feasibility checking phases is essential.

Go on a trip down memory lane

The past gives you a glimpse into what went wrong. That is why it is essential to check how the business performed last year- the areas that need improvement and the areas that delivered a good performance. Looking into last year’s performance would help you weed out the problem areas so that you can take steps to address and resolve them. This would ensure that the business plan that you are making is effective as the possible leaks would be plugged in.

Pro-tip: Analyse business performance over the last couple of years to better understand which areas require your attention. Use Key Performance Indicators (KPIs) to measure the business performance and measure these metrics against the industry average. If the metrics need improving, you would know where additional efforts are needed. 

Create a budget

Once the planning is done, reviewed, and assessed, it's time for budgeting. Budgeting involves laying down the expected expenses needed to achieve the envisioned goals. Budgeting also gives you an idea of the expected business expenses over the year. You can allocate specific resources when you know how much you can spend. Moreover, budgeting also helps curb unnecessary spending and boost profitability. 

Pro-tip: Don’t be too taxing when creating a budget. If you’ve envisioned grand goals for the year ahead, you would require a bigger budget. If your budget is small, the goals should also be realistic. Do not force your team to work on a shoestring budget and achieve great results.

Run it with your team 

Once the outline for the year and the budget have been set, run it with the people who would make the Annual Operating Plan a possibility - your team. Tell them about the vision that you have created for the business and ask for their opinions.

Understand whether, in your team’s view, understand whether the plan is feasible or not. What you might consider achievable, your time might not. Since they are the ones that would be putting in their efforts to make your plan a reality, they should be in the know.

Pro-tip: Conduct a strategy meeting after the plan has been outlined and the budget set. Run the plan with your team and take their approval before putting it into the process. 

After your team has approved the plan and believes it is achievable, it is time to delegate. Divide the objectives into smaller tasks and allocate them to the relevant departments. Make them accountable for the tasks delegated.

Pro-tip: Delegate the tasks to each department and agree upon a mutual timeline within which the task would be completed. 

Keep a contingency plan

The best-laid plans can go awry, and you need to be prepared for that. Even when you have taken the pains to revisit every detail with a magnifying glass, the plan that you have envisioned might not deliver the expected results. Be prepared for the same. Be prepared for your objectives or plans to fall through, for the budget to overshoot, and for any other contingency that might come your way.

Pro-tip: Invest in insurance plans to battle the financial repercussions of an emergency. Employee insurance plans provide financial benefits to employees in an emergency, while corporate insurance plans can help your business deal with unexpected losses.

Review and revisit

Lastly, a review is necessary because of changing business dynamics. Your organisation runs in a dynamic environment that might produce deviations from the set plan. A review is, thus, necessary to keep the plan in place and make amendments to the same, if needed.

Pro-tip: Be flexible with your operations. Leave room for adjustments and changes. Remember, change is the only constant. If your plan needs an amendment, do not fear it. Make the necessary changes and see how the deviation has affected the plan on an overall basis. Review the plan quarterly for checking the direction in which it is headed.

{{finding-right-ghi="/web-library/components"}}

Why Startups Need To Go Beyond Annual Operating Plans

Startups are unique. They operate in fast-paced, often unpredictable environments. Therefore, relying solely on Annual Operating Plans (AOP) isn't enough. Startups need agility. They need plans that can adapt quickly.

Beyond AOP, startups should embrace continuous planning. This approach allows for frequent adjustments. It's responsive to market changes. This responsiveness is crucial for startups.

Also, startups should focus on innovation. A rigid AOP might limit this. Flexibility in planning fosters creativity. It allows startups to seize unexpected opportunities.

In summary, while AOPs are important, startups thrive on adaptability and innovation. These qualities ensure they stay ahead in a competitive landscape.

How is AOP Different from a Budget?

AOP and a budget are often confused, but they're different. The Annual Operating Plan (AOP) is about strategy. It's a comprehensive plan. It outlines the company's goals and how to achieve them. AOP is broad. It covers various aspects of operations.

A budget, on the other hand, is about numbers. It's a financial document. It details income and expenditure. The budget is a part of AOP. It supports the AOP by providing financial limits.

In essence, AOP is the game plan. The budget is the financial boundary within that plan. Both are crucial, but they serve different purposes in a company's financial strategy.

The Bottom Line

Be a pro when it comes to creating an effective AOP. There is no universal formula for creating a winning AOP. However, these tips help. Remember that an annual operating plan is not a one-person job. While you might envision great things for your business or organisation, you need to run your dreams with your team. They would be able to give you a third-person view of whether your envisioned goals are achievable or not. 

So, when you envision the plan, go by the top-down approach. List your goals and see how they can be achieved. On the other hand, when you involve your team, give them a bottoms-up approach. Allow them to check how the envisioned goals might be achieved.

Also, do not delay creating a plan. Start the process before the year ends so that when the new year starts, you have an outline for your business that has been fool-proofed. This would give your organisation a head start in achieving the set targets.

Ping us on Twitter .

Q: What is an Annual Operating Plan?

A: An Annual Operating Plan (AOP) is a roadmap outlining a company's goals, actions, resources needed, and timelines for a year.

Q: Why do I need an Annual Operating Plan?

A: An AOP aligns your team's goals with the company's objectives, helps manage resources efficiently, and tracks performance throughout the year.

Q: How do I start creating my Annual Operating Plan?

A: Start by setting your goals, then detail the actions needed, identify required resources, set timelines, and determine how you'll monitor progress.

Q: Can I change my Annual Operating Plan during the year?

A: Yes, an AOP is a flexible tool and should be updated as market conditions, opportunities, or challenges change.

Q: What should I include in my Annual Operating Plan?

A: An AOP should include your goals, the actions you'll take, the resources needed, timelines for these actions, and how you'll track progress.

Q. How does a startup or SME without previous AOP experience begin the process effectively?

A. Startups should focus on clear, achievable goals. They can seek mentorship or use online resources for guidance. Therefore, even without prior experience, a structured approach can help in creating a practical AOP.

Q. What are the common challenges businesses face when implementing their AOP, and how can they overcome them?

A. Businesses often struggle with resource allocation and adhering to timelines. Regular team meetings and flexible planning can mitigate these issues. Therefore, keeping communication open and plans adaptable is crucial.

Q. How can businesses measure the success of their AOP accurately and make adjustments for future planning?

A. By setting quantifiable benchmarks and regularly reviewing progress, businesses can measure AOP success. Adjustments should be data-driven, taking into account performance metrics and feedback. Therefore, continuous evaluation and adaptation are essential for future planning.

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

Why Is Strategic Planning Important?

• 06 Oct 2020

Do you know what your organization’s strategy is? How much time do you dedicate to developing that strategy each month?

If your answers are on the low side, you’re not alone. According to research from Bridges Business Consultancy , 48 percent of leaders spend less than one day per month discussing strategy.

It’s no wonder, then, that 48 percent of all organizations fail to meet at least half of their strategic targets. Before an organization can reap the rewards of its business strategy, planning must take place to ensure its strategy remains agile and executable .

Here’s a look at what strategic planning is and how it can benefit your organization.

Access your free e-book today.

What Is Strategic Planning?

Strategic planning is the ongoing organizational process of using available knowledge to document a business's intended direction. This process is used to prioritize efforts, effectively allocate resources, align shareholders and employees on the organization’s goals, and ensure those goals are backed by data and sound reasoning.

It’s important to highlight that strategic planning is an ongoing process—not a one-time meeting. In the online course Disruptive Strategy , Harvard Business School Professor Clayton Christensen notes that in a study of HBS graduates who started businesses, 93 percent of those with successful strategies evolved and pivoted away from their original strategic plans.

“Most people think of strategy as an event, but that’s not the way the world works,” Christensen says. “When we run into unanticipated opportunities and threats, we have to respond. Sometimes we respond successfully; sometimes we don’t. But most strategies develop through this process. More often than not, the strategy that leads to success emerges through a process that’s at work 24/7 in almost every industry.”

Strategic planning requires time, effort, and continual reassessment. Given the proper attention, it can set your business on the right track. Here are three benefits of strategic planning.

Related: 4 Ways to Develop Your Strategic Thinking Skills

Benefits of Strategic Planning

1. create one, forward-focused vision.

Strategy touches every employee and serves as an actionable way to reach your company’s goals.

One significant benefit of strategic planning is that it creates a single, forward-focused vision that can align your company and its shareholders. By making everyone aware of your company’s goals, how and why those goals were chosen, and what they can do to help reach them, you can create an increased sense of responsibility throughout your organization.

This can also have trickle-down effects. For instance, if a manager isn’t clear on your organization’s strategy or the reasoning used to craft it, they could make decisions on a team level that counteract its efforts. With one vision to unite around, everyone at your organization can act with a broader strategy in mind.

2. Draw Attention to Biases and Flaws in Reasoning

The decisions you make come with inherent bias. Taking part in the strategic planning process forces you to examine and explain why you’re making each decision and back it up with data, projections, or case studies, thus combatting your cognitive biases.

A few examples of cognitive biases are:

• The recency effect: The tendency to select the option presented most recently because it’s fresh in your mind
• Occam’s razor bias: The tendency to assume the most obvious decision to be the best decision
• Inertia bias: The tendency to select options that allow you to think, feel, and act in familiar ways

One cognitive bias that may be more difficult to catch in the act is confirmation bias . When seeking to validate a particular viewpoint, it's the tendency to only pay attention to information that supports that viewpoint.

If you’re crafting a strategic plan for your organization and know which strategy you prefer, enlist others with differing views and opinions to help look for information that either proves or disproves the idea.

Combating biases in strategic decision-making requires effort and dedication from your entire team, and it can make your organization’s strategy that much stronger.

Related: 3 Group Decision-Making Techniques for Success

3. Track Progress Based on Strategic Goals

Having a strategic plan in place can enable you to track progress toward goals. When each department and team understands your company’s larger strategy, their progress can directly impact its success, creating a top-down approach to tracking key performance indicators (KPIs) .

By planning your company’s strategy and defining its goals, KPIs can be determined at the organizational level. These goals can then be extended to business units, departments, teams, and individuals. This ensures that every level of your organization is aligned and can positively impact your business’s KPIs and performance.

It’s important to remember that even though your strategy might be far-reaching and structured, it must remain agile. As Christensen asserts in Disruptive Strategy , a business’s strategy needs to evolve with the challenges and opportunities it encounters. Be prepared to pivot your KPIs as goals shift and communicate the reasons for change to your organization.

Improve Your Strategic Planning Skills

Strategic planning can benefit your organization’s vision, execution, and progress toward goals. If strategic planning is a skill you’d like to improve, online courses can provide the knowledge and techniques needed to lead your team and organization.

Strategy courses can range from primers on key concepts (such as Economics for Managers ), to deep-dives on strategy frameworks (such as Disruptive Strategy ), to coursework designed to help you strategize for a specific organizational goal (such as Sustainable Business Strategy ).

Learning how to craft an effective, compelling strategic plan can enable you to not only invest in your career but provide lasting value to your organization.

Do you want to formulate winning strategies for your organization? Explore our portfolio of online strategy courses and download the free flowchart to determine which is the best fit for you and your goals.

About the Author

7 Reasons For Creating Annual Business Plans

“an idiot with a plan can beat a genius without a plan.” – warren buffet.

The biggest difference between successful financial advisors and those that fail is their individual willingness to plan. For financial advisors pressed for time, it’s reasonable to ask questions such as “Why do I need to create annual business plans?” or “Is writing an annual business plan the best use of my time? “The answer to these questions, however, is always a resounding yes. Annual business plans are a powerful, proactive step that replaces guesswork with a strategic blueprint for your success.

Skipping the creation of a written structure of your business may seem to work in the short term, but it’s a choice that leaves your professional peers, teammates, and employees in the dark. Your business plan contains information these stakeholders need to act in your best interests as well as their own: that means omitting it can have lasting negative impacts.

Need more convincing? Here are some important reasons that savvy financial advisors create annual business plans.

Getting On The Same Wavelength

The strength of professional collaboration depends directly on an annual business plan: without it, it’s nearly impossible to be on the same wavelength as your team. Even the most talented, hard-working people can fail without a plan of action. When these key individuals are only focused on executing daily tasks and “putting out fires,” the big picture ceases to be a part of the big picture. On the other end of the working spectrum, a business plan also helps rein in the dreamers and rabbit-chasers in your group, keeping them focused on what matters instead of a dozen side projects. While their imagination and diligence is an important contribution to success, they will also need plan-provided guidance to prevent the rest of the team from going astray.

Setting Goals

Successful financial advisors agree on one thing, no matter what their advising approach: planning their goals each year is the single greatest return on investment they can make. Similarly, when you set goals, you can focus on high-value, low-effort projects, rather than the ones that drain your wallet and your will in equal measure. Well-balanced planning will always follow the SMART goal template for decision-making. The SMART acronym stands for specific, measurable, achievable, relevant, and time-specific – all valuable and necessary attributes for successful goal achievement. Making a broad declaration such as “I want to grow my business” is not a SMART goal, either acronym or logic-wise. Conversely, a statement such as “I will bring in 10 new clients this year. Each new client will have over $1M in investable assets” hits all of the key attributes and provides a clear path to follow.

Outlining Your Marketing Plan

If you want this year to be a breakout year, then a solid marketing plan – as part of your overall business plan, of course – is a must. The best way to harness all of the marketing ideas that race through your mind is to put them on paper. When you transform your marketing ideas into a written marketing plan, you are making a conscious, accountable choice to achieve your marketing goals. It also promotes definition in a way that will later become a roadmap, with those same written goals acting as milestones along the way. Achieving one automatically orients your momentum for achieving the others.

Your marketing plan should outline the following:

• Client persona(s)
• Your unique selling proposition (USP)
• Competitor research
• Pricing and positioning business strategy
• Metric- driven goals
• Key baselines
• Actionable overall marketing strategy
• Key performance indicators (KPIs)

Ideal Customer Persona

A customer persona is one of the most effective ways to grow your business and differentiate your brand. A deep, nuanced understanding of your customer is critical to your sales and marketing efforts, as is everything connected to customer acquisition and retention. Customer personas allow you to create content and marketing communications that appeal to your target market.

Financial advisors should create customer personas that include the following:

• Marital status
• Profession or industry
• Social media channels and habits
• Preferred content, websites, blogs, and publications
• Popular content type – video, audio, text

Relevant questions to create customer personas:

• What motivates them?
• What are their fears and pain points?
• What are their retirement goals?
• How does your service fulfill those desires?
• What characteristics do they value in a financial advisor?
• What barriers prevent them from using your services?

Determine Your Niche

Financial advisors need a niche because it helps them highlight their USP in what is inevitably a crowded marketplace. A niche helps you find the ideal customer and prevents you from chasing after everyone, exhausting resources and time in pursuit of inevitably poor conversion. It’s impossible to become an expert for every buyer persona, which is why your niche helps you maximize opportunity while minimizing time investment. From clients in the music industry to doctors to financial advisors, people are interested in hiring experts, not generalists.

Strategic Growth Plan

Growing a business is the dream and goal of every financial advisor, yet many fail to implement a strategy to make it happen. Without a strategic growth plan, any current clients that peel away are not replaced, and business slowly erodes by moving to your competition. Successful growth strategies are the result of annual business planning, marketing, leadership, and successful management. Whether you are a sole practitioner or in charge of a building full of employees, the only way to achieve stratospheric success is through strategic growth hacking.

The following are the most common growth strategies:

• Service development strategy – increasing your market share by adding new services or modifying existing services for your customers.
• Diversification strategy – entering a new market that contains little to no competitors, boosting your potential client pool while creating a new service for that new market.
• Market development strategy – offering your existing service in new geographical markets or new sales channels.
• Market penetration strategy – increasing your current sales volume and marketing reach to penetrate an existing market more deeply – widely considered the lowest risk on the list.

Tracking Your Progress

Key performance indicators (KPIs) are measurable elements of your annual business plan. They are used to assess factors critical to the success of your financial advisor business. KPIs can help you understand if your company is on the right track for success – and if it isn’t, where your attention should be focused instead.

Here are some of the most important KPIs for financial planning practices:

• Profit margins
• Gross profit – sales minus cost of goods sold.
• Net profit – sales minus all expenses.
• Growth rate
• New revenue from new clients.
• New revenue from current clients.
• Revenue per client
• Recurring revenue – % of revenue recurring year-to-year.
• Customer retention rate
• Time spent per client

Planning is one of the most important things you can do to build a successful financial advisory firm. While preparing an annual business plan takes time, it’s critical if you want to achieve lasting positive results. If your business doesn’t already have a plan, it’s time to start writing.

Share This Story, Choose Your Platform!

• Class Notes

Digital Exclusives

• Blog Network
• School News
• Alumni Spotlight

The Future of Fast Food

Alumni dish on the industry's digital transformation.

On a meteoric rise through the fiercely competitive luxury retail market, high-end handbag brand Anima Iris has been picked up by Nordstrom, Saks Fifth Avenue, and even Beyoncé. With geometric and bold designs, founder Wilglory Tanjong G22 WG22 expresses her ancestry in a fashionable and sustainable way. The bags are made in Senegal by expert craftspeople who have honed their techniques over decades and draw inspiration from centuries of heritage. The leather and other materials are sourced through local African business merchants. Anima Iris is environmentally friendly and employs a zero-waste model that ensures all materials are used and that no two products are the same.

Bilt Rewards

Bilt Rewards launched in 2021 and achieved immediate success in its first year. The startup credit-card rewards program by founder and CEO Ankur Jain W11 makes redeeming points from purchases easy with a unique twist — the card can be used toward rent payments. Jain explains that renters today are living with inflation and rising rent costs, resulting in many who now must pay close to 50 percent of their earned income on rent. Bilt helps this generation build credit while earning rewards that open up affordability in other areas of their lives, such as travel experiences and eventual home ownership.

An organic coconut butter with its early roots in Venture Lab’s Food Innovation Lab can now be found in 1,300 stores, including national chains Sprouts and Wegmans. Couple-turned-business-partners Breanna Golestani WG23 and Jared Golestani WG23 founded Kokada in 2020 to provide a healthier alternative to sugar-laden snacks and spreads typically found at the grocery store. Kokada offers a range of coconut butters that are all peanut-free and sugar-free and designed to be enjoyed as a dip, with a treat, or as part of a meal. The company gives back two percent of all sales to SERVE, a certified NGO based in Sri Lanka, where its ingredients are sourced.

Flagler Health

Developed by Albert Katz WG23 and Will Hu GED19, Flagler Health combines patient data and the power of AI to help physicians recommend treatments to their patients. (“It’s like giving a calculator to a mathematician,” says Katz.) Backed by $6 million in funding, Flagler Health now serves more than 1.5 million patients and recently launched a new product that provides remote patients with exercises to keep joints moving pre- and post-op. The startup made the Poets & Quants “Most Disruptive MBA Startups of 2023” list and was a finalist in Penn’s 2023 Venture Lab Startup Challenge.

Catching Eyes in the Attention Economy

New research shows how to use language to capture audience attention, from word choice to building suspense.

Juggling multiple vendors can be daunting for a small-business owner. Certa, led by CEO Jagmeet Lamba WG07 and CFO Dudley Brundige WG07, streamlines relationships with third-party vendors, making onboarding up to three times faster. The platform itself can reduce IT labor needs, allowing users to create personalized workflows. The company also has its own AI technology—CertaAssist—that can fill out supplier questionnaires, consolidate intake requests, and create data visualizations. Certa’s clients include Uber, Instacart, and Box, whose executives have reported reduced cycle times and operating costs after using the procurement software.

United for a Brighter Future

Dean Erika James reflects on opportunities for the Wharton community to come together and lead.

On the Scene

From Hong Kong to New York, Wharton alumni unite for Impact Tour gatherings, GOLD events, good music, and more.

Sigo Seguros

Spanish remains the most widely used language in the U.S. behind English, with an estimated 41 million current speakers. But Hispanic immigrants still face cultural barriers when they arrive in the States. Nestor Hugo Solari G19 WG19 and Júlio Erdos C10 ENG10 G19 WG19 created Sigo Seguros, a bilingual Texas-based car insurance technology company, to better serve this population. “Our differentiated product starts with a deep understanding of our community and its needs,” says Solari. The Spanish-language mobile and web portals, coupled with quick payback periods, are particularly appealing to working-class drivers. The “insurtech” company raised $5.1 million in additional pre-seed funding in 2023.

Supercharge Your Startup

Resources to help you jump-start your venture’s growth

Cancer can bring your life to a screeching halt. Along with the burden of navigating through new medical terminology and uncertainty, a positive diagnosis can generate feelings of loneliness and isolation. CancerIQ was founded by Feyi Olopade Ayodele W05 WG12 to offer a supportive and more strategic solution for health-care providers working with patients in early cancer detection and prevention. As a software platform, CancerIQ offers hyper-personalized care plans and assesses risks in patients by avoiding the one-size-fits-all approach. The tool focuses on early detection with more precise screening. CancerIQ has been implemented in more than 200 clinic locations across the U.S.

Every day seems to bring a new way to send, receive, or manage money. Managing cash flow on numerous platforms has become quite onerous, non? Au contraire. Piere, an AI-powered app founded by Yuval Shmul Shuminer W19, analyzes past transactions to create a customized budget in two taps. It’s a peer-to-peer facilitator (for such tasks as getting reimbursed for a group meal) and a spending tracker in one. Since Intuit shut down its popular Mint budgeting app, Piere is reported to be the ideal successor: News outlets have featured the app as part of the “loud budgeting” social media trend, and financial publications highlight it as a valuable tool for monitoring spending.

Heidi Block WG95 and her family first got hooked on pickleball during the COVID-19 lockdowns, when they played the sport together at home in New Jersey to pass the time and stay active. But when Block couldn’t find apparel specifically designed for pickleball, she decided to make her own. Along with her eldest son, Max, she founded Play-PKL, an online retailer selling premium pickleball equipment and stylish outfits for recreational players. The site also offers tips and lessons for beginning pickleballers.

Obtaining the correct building permit at the right time is crucial, and a lack of permits can grind construction to an expensive stop. To make the process faster, easier, and more transparent, Ben Allen WG17 and James Gallagher C09 launched GreenLite. Their team — made up of planning, construction, and development professionals — has experienced permitting challenges firsthand and built that knowledge into the construction-permitting and plan-review platform. The company has raised $8 million in seed funding since launching in October.

Inspired by the musical term, Octave offers mental health care that can be finely tuned. Co-founded in 2018 by Sandeep Acharya EAS03 W03, Octave matches individuals, couples, and families with a provider to meet their unique needs. The company also addresses common challenges that providers face by pioneering relationships with insurers, which in turn leads to coverage for high-quality individual or couples therapy. Last year, Octave secured $52 million in Series C funding for its plan to serve all 50 states. That rapid growth earned it a spot on the LinkedIn Top Startups 2023 list.

Mid-Year Business Review: A Company’s Path to Success

Deciding whether or not to administer a mid-year business review can make or break the path of your company. Even if you’re busy, tired, or have other things to do, carving out a chunk of time to hold a review can significantly improve your chance of achieving financial goals.

A quality, comprehensive business review serves as a business status update and plan for the remainder of the year. The frequency of business reviews typically varies by company size as larger businesses tend to conduct them more frequently than smaller firms. While business advisors often, and perhaps accurately, recommend a quarterly business review, my observations among the most successful companies show only a mid-year review is necessary. The purpose of the mid-year business review is to monitor business performance, create solutions to make more money, and provide guidance for leadership via communication with, and for, your team.

Since management encompasses planning, organizing, leading, and controlling, a quality business plan review integrates each of those disciplines together. Let’s explore if a mid-year business review will benefit your company.

The purpose of a mid-year review

• Evaluate performance.
• Reallocate resources to better achieve goals.
• Make more money than you would have otherwise.
• Take stronger corrective actions than you would have without a mid-year review.
• Provide leadership for your team—too much silence taxes milestone goals.
• Offer focus for your team.

Reasons a mid-year review might be unnecessary

• Clearly meeting financial goals.
• Your team has knowledge of their duties and expectations of them for the rest of the year.
• Regular and sufficient monitoring of business performances.
• A full sales/marketing pipeline.
• Presence of all of the above.

There’s nothing quite like an abundance of cash in the checking account and a full sales and marketing pipeline to make a business owner comfortable and, consequently, ignore the need for business reviews. The goal of quality planning, however, is to prepare for the inevitable downturn while enjoying plentiful resources.

Types of business reviews and when to conduct them

While there are many different types of business reviews, these three fundamental types persist because they’re simple and effective. The following chart provides key elements for each fundamental business review, allowing you to determine which is right for your company:

Knowing how often to conduct the reviews stems from the successes your company has experienced.

• Never: Unfortunately, most small firms never conduct a review of their business, even if they need it.
• Annually: Conduct a review each year especially when successes remain high.
• Semi-annual: The best-in-class business planning processes occur in private industry when comprehensive reviews take place mid-year.
• Quarterly: Suggested as ideal in empirical business literature and by publicly traded companies due to quarterly SEC filing requirements, but often not practiced in smaller firms unless required by law.
• Monthly: Perform a monthly review when it seems that problems prevent goal attainment.
• Bi-Monthly: These reviews should be applied in the case of emergency situations.
• Weekly: The execution of a weekly review exists when facing bankruptcy, workouts, or the demands of obsessive-compulsive micro-managers.

Tips for a quality mid-year business review

Completing a mid-year business review makes updating your business plan easier. A review brings energy and action to the business planning process. To ensure a quality and comprehensive plan, employ the following tips:

• Planning and preparation by you must precede the meeting.
• Create and show your written agenda to your team.
• Allow sufficient time to complete the review.
• State the type of meeting, protocol, and expectations of the review.
• Discuss money matters last, or at least late, within the meeting(s).
• Meet your team where they are, as opposed to where you want them to be.
• Discuss first the successes and accomplishments to fertilize minds on necessary areas of improvement.
• Complete quality control check for communications with key players and organizations.

Taking time out of one’s busy schedule to hold a review is an essential part of business management. The first step is to write down an outline agenda highlighting what you want to accomplish with your team for the remainder of the current year. Try it. The exercises of integration, resource allocation, leadership, and communications strengthen the collective body of your company. Afterward, you will feel great knowing that you have created a more successful journey for you and your team.

Four Ways Managers Can Maximize Team Engagement

Executive coach Alissa Finerman WG98 offers strategies for improving both team and individual performance.

Battle Business Interruption, Keep Goals

To handle one of these six business interruptions, It’s OK for business leaders to shift attention from long-term goals, writes Wharton alumnus John J. McAdam.

Management Advice from a Startup All-Star

In her latest “Perfect Pitch” column, Katlyn Grasso W15 discusses leadership and increasing gender diversity on the cap table with Beth Ferreira, managing partner of WME Ventures.

Partnering with Millennials

It's estimated that one out of three employees in the U.S. workforce are millennials. Alissa Finerman explains why you can't ignore them and how managers can develop and partner with this important group.

What is Ethical Leadership and Why is it Important?

Ethical leadership is not only the right thing to do, it is key to driving an organization's success.

Valerie Kirk

Errors, bad behavior, and poor judgment in leadership can negatively impact a company’s brand and reputation. For business success, it’s critical for organizations to fill their C-suite with ethical leaders.

Ethical leadership involves leaders and managers making decisions based on the right thing to do for the common good, not just based on what is best for themselves or for the bottom line. While profits are important, ethical leaders take into consideration the needs of customers, communities, and employees in addition to company growth and revenue when making business decisions. 

Ethical leaders encourage their team members to model this behavior, too. They help to build a workplace culture that values transparency, collaboration and inclusion, and where everyone feels safe to share their voice.

They can also help organizations recruit and retain top talent. Professionals are increasingly seeking out companies whose leaders strive to do the right thing. Generation Z, who will make up 25 percent of the workforce by 2025, demands leadership ethics more than generations that came before them. 

“Gen Z is not going to negotiate. They have really strong values and ethics, and they don’t bend them because of intimidation or because they are just getting a paycheck,” said Michael McCarthy, instructor at Harvard Division of Continuing Education’s Professional & Executive Development and host of the “ Happy at Work ” podcast. “The idea of letting harmful or hurtful behavior slide is not acceptable.”

Leaders who weigh ethical considerations before making key business decisions drive a company’s long-term success. 

The 6 Main Principles of Ethical Leadership

Having ethical leaders isn’t as simple as hiring “good” people. Companies should strive to fill their leadership ranks with people who embody the principles of ethical leadership. The six main principles include: 

Respect includes valuing others’ skills and contributions. While historically respect in the workplace may have been one-way (leaders demanding respect from employees), in an ethical work environment, respect is mutual. 

Mutual respect leads to healthier workplace relationships where both sides appreciate and support what the other is doing and feel secure in talking through issues and challenges. Healthy relationships create positive work environments, which drives increased productivity.

Current and upcoming business leaders should take mutual respect into account as workforce expectations continue to shift.  

“I tell current leadership to respect Gen Z. They have values and morals, and you’re going to have a better organization because of them,” McCarthy said. “They aren’t going to put up with the old hierarchy that doesn’t offer mutual respect.” 

2. Accountability

Ethical leaders hold themselves accountable for their actions. They make decisions based on integrity and stand behind their work. They also lead by example, communicate openly about challenges, and don’t look to place blame on others for any shortfalls.

Leaders make ethical decisions based on doing what is right for employees, customers, and the community. Because these constituents are always top of mind for ethical leaders, they often have a strong sense of service. They engage in activities such as charitable giving and volunteer work to give  back to their communities — and encourage their teams to do the same. 

Leaders who are transparent build trust amongst their organizations and amongst customers. 

To build and maintain trust, leaders must be good communicators who speak openly and honestly about issues. Regardless of the issue’s severity or unpopularity, leaders’ responsibility to be clear and candid  empowers others to make the right decisions with the information they have. 

Honesty and transparency also help to build a brand’s reputation, leading to long-term customer loyalty.

Justice is not just about following the law, but about ensuring that everyone is getting what they deserve. Ethical leaders approach situations with a focus on treating everyone fairly, and they expect their teams to treat each other and customers the same way. Through their actions, they build equitable work environments where everyone feels respected. 

6. Community

Ethical leaders view their companies as communities and consider everyone involved when evaluating situations and making decisions. By viewing their organizations this way, they build equity and inclusion into their decision-making process and create work environments that encourage collaboration across teams. 

Learn more about Harvard DCE’s Ethical Leadership program

Examples of Positive and Negative Ethical Leadership

The following three examples are of companies that were faced with ethical dilemmas and how different leadership styles led to vastly different outcomes. 

Johnson & Johnson

One of the most famous examples of ethical leadership was the case of the Tylenol cyanide poisonings in the early 1980s. Seven people died of cyanide poisoning, and the only connecting factor was that they had all taken extra-strength Tylenol. During investigation, it was discovered that the tablets were laced with cyanide.

Johnson & Johnson’s leaders acted quickly and pulled all Tylenol products off the shelves — 31 million bottles, worth over $100 million — and stopped all production and advertising. The swiftness of their decision, although costly, put customers’ well-being first and saved lives.

They partnered with law enforcement to find the perpetrator and subsequently developed the first-ever tamper-resistant packaging. They were transparent with the public about what they were doing to ensure this tragedy never happened again. 

The Tylenol brand recovered from the incident, largely because of Johnson & Johnson’s ethical leadership team’s swift action and transparent care for customers.

In 2008, JetBlue left passengers stranded on the tarmac at the John F. Kennedy International Airport for more than five hours during a snowstorm. The delay had a ripple effect — JetBlue had to cancel more than 1,000 flights over the following five days.

In response, JetBlue’s CEO wrote a letter of apology to customers. He also directed his team to draft a customer bill of rights, which outlined customers’ rights to information about flights and information about compensation in the event of delays or cancellations.

The CEO also participated in a public apology tour, taking full responsibility for the incident rather than blaming it on the weather.

His transparency and accountability created trust with customers, who stayed loyal to the airline.

Wells Fargo

In September 2016 , it was revealed that employees of Wells Fargo, one of the largest banks in the United States, opened millions of unauthorized accounts in order to meet aggressive sales targets. This widespread fraudulent activity was the result of a work culture that prioritized quantity over quality and pushed employees to engage in unethical practices.

Company leaders denied knowledge of fraudulent practices. The bank was hit with significant financial penalties, but because of the lack of accountability, they damaged the trust of their customers and investors. They reported a 50 percent profit loss in the quarter following the scandal.

Meeting the Ethical Challenges of Leadership

Companies cannot underestimate the power of different leadership styles on their growth and long term success. Those who practice ethical leadership have positive corporate cultures where employees are engaged, motivated, and feel good about coming to work. Companies without ethical leadership face lower productivity and high turnover rates, impacting the organization’s bottom line.

Ethical leaders aren’t just born with these skills — they develop them over years of experience and training. 

Harvard DCE Professional & Executive Development offers a two-day Ethical Leadership program that helps leaders develop skills to make ethical choices and lead companies through challenging dilemmas. 

Topics covered include: 

• Making ethical decisions with conflicting responsibilities 
• Building a moral framework within yourself and the organization
• Understanding the role of employees in both their professional and personal lives 
• Navigating a slippery slope when seemingly good people do bad things
• Building a corporate culture that values moral behavior

Learn more about the ethical leadership program, including how to register.  

Leaders looking to expand their ethical leadership skills should also consider the two-day Authentic Leadership program , where they will learn how to develop mindfulness and authenticity to build trust, create engagement, and promote productivity. 

Explore all Executive Leadership and Management courses

About the Author

Valerie Kirk is a freelance writer and corporate storyteller specializing in customer and community outreach and topics and trends in education, technology, and healthcare. Based in Maryland near the Chesapeake Bay, she spends her free time exploring nature by bike, paddle board, or on long hikes with her family.

How to Successfully Negotiate a Salary Increase

Don’t be intimidated! With some preparation, research, and practice, you can master negotiation strategies to get the salary you deserve.

Harvard Division of Continuing Education

The Division of Continuing Education (DCE) at Harvard University is dedicated to bringing rigorous academics and innovative teaching capabilities to those seeking to improve their lives through education. We make Harvard education accessible to lifelong learners from high school to retirement.

Draft Annual Business Plan and Budget 2024-25

The City of Onkaparinga’s draft Annual Business Plan (ABP) and Budget 2024-25 is now open for feedback until 9am on Monday 13 May.

The focus of this year’s draft plan is budget repair. It was developed with reference to the February 2024 Essential Services Commission of SA's (ESCOSA) report which identified challenges to council’s financial sustainability.

Council has operated at a deficit for seven consecutive years, and we need to act now to return to a balanced budget as soon as possible. This will put us on track to keep delivering the services, programs and projects that support the city into the future.

To achieve this, the draft plan includes:

• $158.29 million in services, programs and asset maintenance
• $73.57 million in new projects and initiatives for the community
• a rate increase of 6.8 per cent plus rates from new properties
• managing employee costs to achieve an additional $2.48 million in cost efficiencies
• containing controllable costs to below CPI at 4.0 per cent
• recovering the full-service cost of community wastewater management system (CWMS)
• pausing the Onkaparinga Grants program for 12 months.

The draft plan will also meet all key financial indicators set for the local government sector.

Council has carefully developed this draft budget to balance the tough financial decisions with impact on community members. We remain committed to providing hardship support for those who need it most.

You can provide your feedback on the draft plan by completing the short survey below, and/or providing a comment/submission. The community engagement is open from Friday 19 April to 9am on Monday 13 May 2024.

Ready to have your say?

Keep up to date and have your say about the future of our community.

Sign up Login

The City of Onkaparinga acknowledges the Kaurna Nation and its people as the traditional owners and custodians of the land in the area now known as the City of Onkaparinga, and pays respect to Elders past and present.

Privacy Policy

This site is owned and operated by City of Onkaparinga using software licensed from Social Pinpoint. For details on how City of Onkaparinga collects and protects your personal information, refer to our Privacy Policy below. For details of how Social Pinpoint may access personal information, please refer to Social Pinpoint’s Privacy Policy .

What this policy covers

We, City of Onkaparinga, take our privacy obligations seriously and we’ve created this privacy policy to explain how we treat your personal information collected on this website. Personal information is information we hold which is identifiable as being about you. For more information, please refer to our Privacy Statement .

Our collection, use and disclosure of your personal information is regulated by the Australian Privacy Principles under the Privacy Act 1988. You can find more information about your privacy rights at the Privacy Commissioner's web site: http://www.oaic.gov.au. (External link)

(External link)

What personal information we collect

Profile Information

We collect information from you when you register to use this site. This includes your email address and additional demographic information as provided by you on the registration form.

Please note that you are able to browse any publicly accessible sections of this website completely anonymously without signing up.

Engagement Information

The content you create as part of your interactions with this website. These can include responses to surveys, comments on discussion forums, or any of the other engagement opportunities available here.

Usage Information

We collect information about your usage of the site, such as pages visited, documents downloaded, etc.

How we use the information we collect

We collect this information in order to:

• analyse and interpret it to help meet our objectives and obligations;
• communicate information to you about engagement opportunities, events and other initiatives; and
• respond to enquiries and otherwise engage with stakeholders.

External links

Our website may contain links to other websites. Those links are provided for convenience and may not remain current or be maintained. We are not responsible for the privacy practices of linked websites and we suggest you review the privacy policies of those websites before using them.

While no online service is completely secure, we work very hard to protect information about you against unauthorized access, use, alteration, or destruction, and take all reasonable measures to do so.

Requesting access or correcting your personal information

Subject to applicable local laws and regulations, you may have some or all of the following rights with respect to your personal data:

• to access your personal data and to rectify any inaccuracies within that personal data;
• to request for the erasure of your personal data residing with us;
• to request your personal data in portable, machine-readable format; and
• to withdraw your consent to our processing of their personal data.

If you wish to contact us to with a request relating to personal information we hold about you, please contact us using the contact details set out below including your name and contact details. We may need to verify your identity before providing you with your personal information.

In some cases, we may be unable to provide you with access to all your personal information and where this occurs, we will explain why. We will deal with all requests for access to personal information within a reasonable timeframe.

For further information about our privacy policy and related information practices, or to access or correct your personal information, or make a complaint, please contact us at [email protected]

Terms of Use

The following Terms and Conditions govern the use of Your Say Onkaparinga (“the site”). The software platform is owned by Social Pinpoint Pty Ltd and operated by us, City of Onkaparinga.

By accessing and using this site, you are choosing to accept and comply with the Terms presented throughout this agreement as well as the Privacy Policy and Moderation Policy. These Terms apply to all visitors and users of this site. Linked sites, affiliated services or third party content or software have their own Terms that you must comply with. If you disagree with any of the Terms presented in this agreement, you may discontinue using the site immediately.

If you are under 18 years old, please ensure that your parent or guardian understands and accepts these Terms and Conditions (including the Privacy Policy and Moderation Policy).

What are the conditions with a user’s account?

While using the site, you must not violate any applicable laws and regulations. It is our duty to protect the confidentiality of content you provide on our site in accordance with our Privacy Policy. When you create an account with us, you must always provide us with accurate information. Failure to provide accurate information violates the Terms, which may result in immediate termination of your account on our service. You are responsible for protecting your own password you use for this site and for any activities done under that password. Unauthorised use of your password or account must be immediately reported to us. In some cases, we or our agents may require access to your user accounts to respond to technical issues.

We are not responsible for the content on the site that has been provided by the users of the site. Any content posted by you is subject to the rules of our Moderation Policy. Your contribution to the site may be edited, removed or not published if we consider it inappropriate (refer to Moderation Policy). Contributors should also be aware that their posts may remain online indefinitely. Where practical, you may choose not to identify yourself, deal with us on an anonymous basis or use a pseudonym.

What do we require from our users?

You must understand and agree that, without limitation:

• all information, data, images and other materials are the sole responsibility of the person from whom the content originated;
• you are prohibited from advertising or offering to sell or buy any goods and services
• you cannot transmit Content that contains software viruses or programs designed to change or destroy the functionality of any computer software or hardware; or
• you cannot collect or store personal data about other users of the site
• you cannot impersonate any person or entity, including without limitation to a City of Onkaparinga representative
• you cannot interrupt or interfere with the site or servers or networks connected to the site
• you cannot attempt to gain unauthorised access to the site or other use accounts

Can your account be suspended or terminated?

We may terminate or suspend access to your site and/or account immediately, without prior notice, including without limitation if you breach the Terms. We may immediately deactivate or delete your account and all the related files and information in your account. After your account has been terminated, the content you have posted may also remain indefinitely on the site.

If you want to terminate your own account, please send an email to [email protected] .

Governing Law

These Terms shall be governed in accordance with the laws of South Australia, Australia, without regards to its conflict of law provisions.

Indemnification

City of Onkaparinga, its subsidiaries, affiliates, officers, agents, licensors and other partners are not responsible for any loss, liability, claim, or demand, including legal fees, made by any third party due to or arising from a breach of this agreement and/or any breach of your representations and warranties set forth above.

What content do we own?

This website contains the copyrighted material, trademarks, patents, trade secrets and other proprietary information (“Intellectual Property”) of City of Onkaparinga and its suppliers and licensors. City of Onkaparinga owns and retains all proprietary rights in the intellectual property. All intellectual property in the content of this site including without limitation to text, software, source code, pages, documents and online graphics, photographs, sounds, audio, video and other interactive features are owned by or licensed to us.

Any original content that you submit or post on our site may be made available to the public and allows users to share your content (with the end user acknowledging your contribution) under the Creative Commons Attribution-ShareAlike 4.0 Australian License.

Except for Intellectual Property which is in the public domain or for which you have been given written permission, you may not copy, alter, transmit, sell, distribute any of the Intellectual Property on this site.

We are not responsible for your communications or dealings, including payment and delivery of goods or services, with a third party found via our website. Any loss or damage incurred from those communications or dealings are solely between the user and the third party.

Disclaimer and warranties

Users must agree that you use of the site is at your own risk. We make no warranty that the site will meet your requirements or be uninterrupted or error-free. Any material that the user downloads through the site is done at their own risk and are responsible for any damages to their computer system or loss of data.

What happens if these Terms change?

We reserve the right, at our sole discretion, to modify or replace these Terms at any time without notice. The most recent version of the Terms can be seen on this page. By continuing to access or use our site after those revisions become effective, you agree and will comply to the revised terms. If you do not agree to the revised terms, please discontinue using our site.

If you have any questions about these Terms, please contact us at [email protected]

Welcome back

Need an account? Sign up today

Reset password

Enter your email address below. We will send you instructions to reset your password.

Back to Log in

Sign up now - it's quick and easy!

To protect your identity we recommend you use an anonymous screen name.

Sign up with email

Already have an account? Log in now

Thank you, your account has been created.

Please tell us a bit more about yourself to help us tailor our communications to you.

Completing the questions below helps us better understand the diverse range of people who contribute their ideas. The questions are optional.

You’re using an outdated browser. Some features of this website may not work correctly. To get a better experience we strongly recommend you download a new browser for free:

• Election 2024
• Entertainment
• Newsletters
• Photography
• Personal Finance
• AP Investigations
• AP Buyline Personal Finance
• AP Buyline Shopping
• Press Releases
• Israel-Hamas War
• Russia-Ukraine War
• Global elections
• Asia Pacific
• Latin America
• Middle East
• Election Results
• Delegate Tracker
• AP & Elections
• Auto Racing
• 2024 Paris Olympic Games
• Movie reviews
• Book reviews
• Personal finance
• Financial Markets
• Business Highlights
• Financial wellness
• Artificial Intelligence
• Social Media

Foundation to convene 3rd annual summit on anti-Asian hate, building AAPI coalitions

FILE - Actor Steve Yeun poses on Oct. 10, 2013, in New York. The Asian American Foundation will hold a Heritage Month Summit in May 2024 in New York City for AAPI Heritage Month. Emmy-winning actor Yeun, Boston Mayor Michelle Wu and actor Maulik Pancholy — who had an upcoming appearance canceled by a Pennsylvania school board over his sexual orientation — are among those set to attend. (Photo by Scott Gries/Invision/AP, File)

FILE - Boston Mayor Michelle Wu speaks during a campaign rally in support of the statewide Massachusetts Democratic ticket, Nov. 2, 2022, in Boston. The Asian American Foundation will hold a Heritage Month Summit in May 2024 in New York City for AAPI Heritage Month. Emmy-winning actor Steve Yeun, Wu and actor Maulik Pancholy — who had an upcoming appearance canceled by a Pennsylvania school board over his sexual orientation — are among those set to attend. (AP Photo/Mary Schwalm, File)

FILE - Actor Maulik Pancholy attends an event on April 27, 2012, in New York. The Asian American Foundation will hold a Heritage Month Summit in May 2024 in New York City for AAPI Heritage Month. Emmy-winning actor Steve Yeun, Boston Mayor Michelle Wu and actor Pancholy — who had an upcoming appearance canceled by a Pennsylvania school board over his sexual orientation — are among those set to attend. (AP Photo/Evan Agostini, File)

• Copy Link copied

NEW YORK (AP) — A foundation launched in the wake of anti-Asian hate will hold a wide-ranging conference bringing together Asian American and Pacific Islander notable figures for a third year.

The Asian American Foundation will hold a Heritage Month Summit next month in New York City for AAPI Heritage Month. Oscar-nominated actor Steven Yeun, Boston Mayor Michelle Wu and actor Maulik Pancholy — who had an upcoming appearance canceled by a Pennsylvania school board over his sexual orientation — are among those set to attend.

The summit will include various panels on issues like civil rights, extremism and the importance of representation. There will also be showcases of Asian American, Native Hawaiian and Pacific Islander entrepreneurs in various sectors such as nonprofits, food and philanthropy.

The Asian American Foundation, or TAAF, was established in May 2021 by prominent Asian American business leaders. The organization notably secured more than $1 billion donor pledges for AAPI organizations through an “AAPI Giving Challenge” at the time.

There had been a dramatic spike in verbal, physical and online attacks of AAPI hate since the start of the coronavirus pandemic, which was thought to have originated in China. Stop AAPI Hate, a reporting center, documented over 9,000 incidents — mostly self-reported by victims — between March 2020 and June 2021.

The foundation’s goal was to “close critical gaps of support for Asian Americans and Pacific Islanders and end the longstanding underinvestment in our communities.”

The summit will take place in Manhattan from May 2-3.

• All Solutions
• Audience measurement
• Media planning
• Marketing optimization
• Content metadata
• Nielsen One
• All Insights
• Case Studies
• Perspectives
• Data Center
• The Gauge TM – U.S.
• Top 10 – U.S.
• Top Trends – Denmark
• Top Trends – Germany
• Women’s World Cup
• Men’s World Cup
• News Center

Client Login

Insights > Advertising

Peaks and valleys: ad spending trends around the world, 4 minute read | april 2024.

Where should I advertise and when? This is probably one of the most frustrating questions in the marketing book.

Today as always, every company must carefully study its markets, decide where to allocate its media budget, and measure the performance of its campaigns. But the time window to do those things has compressed considerably. Consumers are more volatile. Competition is stiff. New channels keep emerging, and economic conditions change faster and are harder to predict. 

That’s why it’s so crucial for marketers to use the right data to guide their spending decisions. And one set of data that often gets overlooked in media planning is competitive advertising intelligence: reliable, granular data that comes from monitoring detailed ad spend from all the major players—industry by industry, country by country, month after month. The insights can be invaluable to inform strategy, identify new opportunities and outmaneuver rivals.

Let’s review ad spending trends across the five largest product categories around the world.

Ad spending trends by category

The holiday season is the busiest spending time for nearly all of the five largest. The data supports the general consensus that if there’s a time to advertise, it’s in November and December, when consumers do the bulk of their holiday shopping. But that doesn’t mean that they don’t run any advertising the rest of the year. 

There are sales to support throughout the year, of course, as well as long-term brand building efforts. Drafting off the heights of November and December, October is proving to be an equally valuable month. This is when spending was at its highest last year for internet service providers (like Netflix, Google, and Virgin Media), professional services (like law, accounting and  IT consulting), and the auto sector. 

Of the top five categories, the two with the largest investments shifts month to month are auto and multi-product retailers. Auto sector spend tends to be at its lowest in August and, in addition to the holiday season push, has a consistent bump in March. Whereas in the retail category, spend is relatively low with spikes during the holidays and between March and May. 

Now let’s explore how these trends shift when you drill down to the country level. 

Ad spending trends by country

When digging into investment trends at the country level, we see just how much product categories differ. For example, between 2021 and 2023,  Internet Service Providers spent considerably more in Mexico and a notably smaller amount in Italy, especially when compared to other European countries. Broadcasters, on the other hand, spent more in Indonesia, and the bulk of investment for the Calling Services and Networks category was in the U.K.  

Why is it important to know when spikes and drops in ad spending tend to occur in your industry and how it shifts across countries? Because you don’t want to ignore critical time periods when your consumers are out shopping, but also because you might be able to find off-peak opportunities to stand out, perhaps in a different market, on a different channel and at a better CPM. Whether you ultimately decide to go with or against the flow, you’re better armed with a full understanding of your competitors’ activity.

What these trends mean for marketers

There are two important takeaways. One is that media markets around the world are at various stages of development, and there’s no assurance that they will converge to a single picture anytime soon. Are you investing in the right markets at the right time? Are your campaigns set up to cut through the noise or capitalize on your competitor’s inactivity? There’s no need to make fatal assumptions when these insights (and more) are available.

The second is that with the right data intelligence partner, you can dive in and learn what your local competitors’ favorite channels are or what their creative sounds like, much like we showed across category spending peaks at the country level. This can help you find holes in their positions and optimize your own media strategy.

Learn more about our ad intel solutions and how they can help you stay ahead of the competition.

Related tags:

Related insights

Continue browsing similar insights.

Super Sunday delivers a record day of TV viewing

While Super Bowl LVIII was a standout that attracted 123.7 million viewers, total TV usage declined in February in…

Southeast Asia: CPG Marketing Mix Modeling Meta Analysis

Introduction Measure the full funnel impact of TikTok advertising TikTok, a global entertainment platform, captures the…

Need to Know: What is advanced audience targeting and why is it important?

Learn what advanced audiences are, why they matter and how they’re changing the ad world.

Find the right solution for your business

In an ever-changing world, we’re here to help you stay ahead of what’s to come with the tools to measure, connect with, and engage your audiences.

How can we help?

よく検索されているワード

• ファイナルファンタジー
• g-modeアーカイブス

ニンテンドーアカウントにログインすると、ポイントやご注文履歴などが確認できます。

• History ご注文履歴
• Card お支払い方法
• Address お届け先
• ほしいものリスト ほしいものリスト
• プリペイドカード番号・ダウンロード番号入力
• 商品カテゴリー Forward
• ソフト Forward
• 本体・周辺機器 Forward
• グッズ Forward
• プラチナポイント交換グッズ
• 文房具・ステーショナリー

• Sticky Business

Sticky Business: Plan With Me

Nintendo Switch Online加入者なら

Nintendo Switch 本体でご確認ください

この商品は単品での販売はしておりません。この商品が含まれるセット商品をご確認ください

この商品を利用するためには「 Sticky Business 」が必要です

本体にダウンロードした商品をインストールするために、記載している容量より多くの空き容量が必要になる場合や、記載しているよりも少ない空き容量のみが必要になる場合があります。

容量が足りない場合は、必要のないソフトを整理するか、十分な空き容量があるmicroSDカードをお使いください。

この商品は予約商品です。予約にあたっては、以下の「予約について」が適用されます。

予約のキャンセル方法等についてもこちらをご確認ください。決済完了後のキャンセルや返品はできません。

購入を確定すると決済がおこなわれます。 購入後のキャンセルや返金はできません。

ご使用前にNintendo Switchの「 安全に使用するために 」を必ずお読みください。

ご購入・ご利用の際の注意事項

このコンテンツはバンドルにも含まれます。重複購入にご注意ください。

ニンテンドーアカウントをNintendo Switch本体に連携した後、ニンテンドーeショップを起動する必要があります。

詳しくは こちら をご確認ください。

ダウンロードを開始しました。 ダウンロード状況は本体でご確認ください。

このページはあなたのアカウント設定とあっていません

ご登録されている国ではご利用いただけません。ニンテンドーアカウントの設定をご確認ください。