Start-up | |
Requirements | |
Start-up Expenses | |
Legal | $3,000 |
Accounting | $2,000 |
Brochures | $2,500 |
Consultants | $0 |
Insurance | $0 |
Rent | $0 |
Research and Development | $0 |
Expensed Equipment | $15,000 |
Other | $0 |
Total Start-up Expenses | $22,500 |
Start-up Assets | |
Cash Required | $213,500 |
Start-up Inventory | $0 |
Other Current Assets | $0 |
Long-term Assets | $9,000 |
Total Assets | $222,500 |
Total Requirements | $245,000 |
Non-readers rely on visual images as a form of communication, a replacement for the more typical text that readers are able to understand. The first component of the software is a digital cookbook of recipes. The software displays pictures of the different ingredients needed for the recipe. The pictures are then printed allowing the individual to take the picture to the grocery store facilitating the purchasing of the groceries. On each picture is also text explaining what the item is. Within each recipe is the ability to print the different utensils and pots needed to complete the item. While the recipes are meant to be cooked with support, the main goal is to allow the individual to have independent shopping.
The user first sees a bunch of different pictures of food dishes with names below the pictures. The user then chooses a dish and is brought to a screen where the ingredients are listed by picture and also the different utensils/pots/pans needed are listed. Once the user chooses what they want to prepare they can then print up a list of the different ingredients. The list is picture based (with text) and they are able to take the picture list to the grocery to assist them in purchasing the ingredients independently.
The second component of the software is the social occasion/party planning module. This is the fun part (in addition to the fun food pictures). Everyone likes to plan for party. The screen opens with pictures showing different occassions such as a picnic in the park, friends and movie night, birthday party, holiday event, pool party, etc. When the user clicks on the chosen image they hear 30 seconds of background music in a theme matched to the event that they have chosen. Once they have chosen the event the software takes them through the different steps of food preparation for the event. These food preparation steps are the previously explained food component that is now organized not by dish but by event. If a picnic in a park is chosen there will be several dishes to be made, all of them cold as there is no way of heating the dishes while you are in the park. All users of this module will be entertained by the background sounds as well as the excitement of planning for a party.
This component is especially important in the individual’s development. Planning activities are especially important for a population that is so isolated. Without socialization skills such as parties, the clients end up learning the skills and then sit in their apartment alone.
Ultimately, FoodFun’s software product combines two of the most important lifeskills/transition training areas, food preparation and social leisure. The food component allows the non-reading individuals with developmental disabilities to become more independent in their daily activities. The social planning module leverages the existing food module and assists the users in panning for social occassions centered around food. This module is designed to be entertaining to capture the interest and imagination of the user, drawing them into the software, creating the desire to use the product.
The software product will be developed by three contract programmers. The software will be upgraded yearly.
The market for lifeskills training software can be segmented into four groups. The first is centers for independent living, the second is school districts, the third is proactive parents, and the last is agencies charged with special education administration. Each of the four segments is distinct and will be communicated with in different ways. These four segments have been chosen because they are the main purchasers of products for individuals with developmental disabilities.
The software industry for individuals with developmental disabilities has just begun to grow. Only within the last few years has there been a significant increase in the number of computers found in classrooms using specialized software. Competing with the software companies are products that have printed pictures on them, typically laminated cards. While these cards are helpful, they are less interactive.
FoodFun LIS has identified four distinct market segments for their products:
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Centers for Independent Living | 6% | 3,245 | 3,440 | 3,646 | 3,865 | 4,097 | 6.00% |
School Districts | 5% | 14,856 | 15,599 | 16,379 | 17,198 | 18,058 | 5.00% |
Proactive Parents | 8% | 824,555 | 890,519 | 961,761 | 1,038,702 | 1,121,798 | 8.00% |
Agencies | 6% | 5,354 | 5,675 | 6,016 | 6,377 | 6,760 | 6.00% |
Total | 7.93% | 848,010 | 915,233 | 987,802 | 1,066,142 | 1,150,713 | 7.93% |
These four target segments were chosen because they have the greatest likelihood of purchasing FoodFun’s products.
There are several companies making products that specifically address learning needs for individuals with developmental disabilities. While some of the companies’ products are also suitable for traditional students, most companies in this industry specialize on products for developmental disabilities.
Within the industry there are a wide range of products. There are many different product groups that target specific types of disabilities. There are also different products targeted on a specific disability. Some might concentrate on spelling, reading comprehension, counting, sentence construction, etc. Lastly, within each specific category products take different forms, some may be CDs, software, cards, audio tapes, etc.
There are three main companies that are direct competitors to FoodFun Lifeskills Instructional Software, focusing on individuals with developmental disabilities or individuals with autism (75% of individuals with autism are developmentally disabled and non-readers).
FoodFun’s marketing strategy will be to raise visibility of the software product among the decision makers who are in charge of purchasing aids and instructional tools. The campaign will be targeted to reach these people/organizations so that they are aware of the options they have in developing the skills of individuals with developmental disabilities. Lastly, the sales strategy will seek to convince the prospective customers that there can be significant gains in learning through FoodFun’s carefully designed software.
A table with sales forecast information and charts displaying monthly and yearly sales projections follows.
FoodFun LIS’ competitive edge is their clever incorporation of entertaining fun within the education software. Currently, there are several different vendors that are marketing software for this niche, however, the software is strictly educational. While this is well and good for developing skills, the students are not always that eager to use the software. FoodFun has adopted the philosophy that if they can make the education/training fun, the students will use it far more often, having fun while they are learning valuable skills.
Two different studies (not developmental disability specific studies, but the results are still applicable) have shown that if students are enjoying themselves, they will spend 2.4 times as long using the software that they perceive as fun. What this means is that the student is spending 2.4 times as long developing necessary skills when they are enjoying the software. FoodFun has incorporated entertainment aspects to their software to utilize this phenomenon.
FoodFun’s marketing strategy reflects their perception of the industry: that most of the companies operating today are operated by educators; that they make nice products; but not many people know about the products, and overall awareness is poor. The reality is that so many prospective customers in the United States are unaware of the different available products. FoodFun will employ an aggressive marketing strategy to raise awareness of their products among customers who are in need of these products, and thereby increasing software purchases. FoodFun will be advertising heavily in various industry journals and magazines as a proven method of reaching the target audience. The ads will generate awareness of FoodFun LIS and will lead the customers to FoodFun’s website where they can demo the software. This strategy is based on the philosophy that you can have a great product, but if no one knows about it you are not going to be successful.
FoodFun will use an aggressive sales campaign that will rely on conference participation as well as target cold calling. There are numerous industry conferences throughout the country that are specifically for educators. The conferences are the places where people get together and share strategies that work with their colleagues in different departments and different states. While the conferences are not typically packed with vendors, FoodFun LIS will be present since the conferences are a captive assortment of the right people – the educators that are in the trenches working with the special students. The conferences will be an excellent networking opportunity and should develop significant sales.
The second prong of the sales strategy will be a campaign aimed at contacting key decision makers and introducing them to FoodFun LIS and their products. Autism consultants for school districts comprise one group that will be targeted. The districts often take the consultants’ recommendations when making purchasing decisions for special education. Research will be done to determine states’ education districts structures to determine if it is the ESD (educational service district) that is providing the services or if the money has been given to agencies to disperse to various service providers. This information will be valuable in determining who is the proper consumer for the special software. These personal contacts will help generate significant sales.
The following table and charts present sales forecasts in a monthly format as well as yearly projections. Forecasts have been conservatively estimated to increase the likelihood of attainment. Sales has been broken down by customer group.
A fulfillment house will be contracted to produce, package, and ship the hard copy software product to purchasers. Download of the software from the FoodFun LIS website will be available. This will drastically reduce cost of goods if purchasers use the download only purchase option.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Centers for Independent Living | $23,439 | $96,957 | $118,616 |
School Districts | $43,405 | $179,550 | $219,660 |
Proactive Parents | $9,983 | $41,297 | $50,522 |
Agencies | $19,966 | $82,593 | $101,044 |
Total Sales | $96,793 | $400,397 | $489,842 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Centers for Independent Living | $1,641 | $6,787 | $8,303 |
School Districts | $3,038 | $12,569 | $15,376 |
Proactive Parents | $699 | $2,891 | $3,537 |
Agencies | $1,398 | $5,782 | $7,073 |
Subtotal Direct Cost of Sales | $6,776 | $28,028 | $34,289 |
FoodFun LIS has several milestones, presented in the following table and chart, which will be instrumental in the success of the organization.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business plan completion | 1/1/2004 | 2/15/2004 | $0 | Sue | Busines Development |
Beta version completed | 2/1/2004 | 4/15/2004 | $0 | ABC | Programming |
Organizational hiring complete | 3/15/2004 | 5/1/2004 | $0 | Sue | HR |
Public release of software | 4/15/2004 | 5/15/2004 | $0 | ABC | Programming |
Profitability | 5/15/2004 | 5/30/2005 | $0 | Sue | Accounting |
Totals | $0 |
FoodFun will develop a website that will be used as both a marketing and sales tool. On the site interested parties can receive more information regarding the company and the current product list. Once the beta version of the software is ready interested customers can download a trial version of the software for their evaluation. The website will also provide people with company contact information to allow them to ask any questions that they may have.
Online sales will be contracted to one of the third party Internet sales businesses, such as Yahoo! Shopping. The site will provide customers with a download only purchase option.
The website will be marketed using simple yet effective means. The first method is inclusion of the URL address in all promotional activities. This will be especially important because it will allow all interested parties to view screen shots of the software and download a trial version of the product. FoodFun LIS recognizes that no ad will be able to communicate everything, therefore FoodFun will rely on the website to provide the additional information. The second marketing tool for the website will be comprehension search engine submission. The submission process will provide FoodFun will many visitors to the website. This will be accomplished when an interested party searches on “autism software” or some other set of keywords. The search engine will then list a number of “hits” that correspond to the search terms.
FoodFun will employ one computer science student for the design and development of the website. Development will occur concurrently with the development of the software.
Sue spent eight years teaching at Northwestern. While she taught a number of general special education classes, her passion was lifeskills for individuals with developmental disabilities, focusing on life transitions. In addition to teaching, Sue served as a member of the board of several different nonprofit agencies. Her time spent on the different boards was quite pleasing since it provided her with a bit more direct experience with the individuals in need. In the school setting most of her interactions was specifically with graduate and undergraduate students.
Sue began to realize as much as she enjoyed teaching, she felt isolated from the students that she was trying to help. She recognized that her work as an educator would in effect benefit the students, but she was looking for a different connection. Because she had an amazing amount of knowledge about the subject of special education, Sue began to brainstorm some ideas of starting a business that would serve individuals with developmental disabilities. While this intrigued Sue, she did not feel she had the requisite business experience, so she took several business courses to help develop this new skill set. While taking these course (and teaching at the same time) Sue began to realize that while there were many different study aids on the market, they were all strictly educational. Sue believed (and studies would indicate) that if a fun component was added to the aid, students would use it more often and learn more. With this information in hand, Sue began to create an idea for some software that was both educational and entertaining at the same time. This was the beginning of FoodFun Lifeskills Instructional Software.
FoodFun LIS will require the following employees:
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Sue | $22,000 | $26,000 | $30,000 |
Accounting | $16,200 | $21,600 | $21,600 |
Software Documentation | $19,800 | $26,400 | $26,400 |
Product Development | $15,400 | $26,400 | $26,400 |
Customer Service/ Tech Support | $19,800 | $26,400 | $26,400 |
Customer Service/ Tech Support | $19,800 | $26,400 | $26,400 |
Marketing/ Sales | $27,000 | $36,000 | $36,000 |
Marketing/ Sales | $27,000 | $36,000 | $36,000 |
Total People | 8 | 8 | 8 |
Total Payroll | $167,000 | $225,200 | $229,200 |
The following sections outline important financial information.
The following table details important financial assumptions.
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
The Break-even Analysis is shown below.
Break-even Analysis | |
Monthly Revenue Break-even | $20,959 |
Assumptions: | |
Average Percent Variable Cost | 7% |
Estimated Monthly Fixed Cost | $19,492 |
The table and charts illustrate the projected profit and loss.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $96,793 | $400,397 | $489,842 |
Direct Cost of Sales | $6,776 | $28,028 | $34,289 |
Other Costs of Goods | $0 | $0 | $0 |
Total Cost of Sales | $6,776 | $28,028 | $34,289 |
Gross Margin | $90,018 | $372,369 | $455,553 |
Gross Margin % | 93.00% | 93.00% | 93.00% |
Expenses | |||
Payroll | $167,000 | $225,200 | $229,200 |
Sales and Marketing and Other Expenses | $6,600 | $7,200 | $7,200 |
Depreciation | $1,800 | $1,800 | $1,800 |
Rent | $10,450 | $11,400 | $11,400 |
Utilities | $5,500 | $6,000 | $6,000 |
Insurance | $5,500 | $5,500 | $5,500 |
Payroll Taxes | $25,050 | $33,780 | $34,380 |
Programming | $12,000 | $0 | $0 |
Total Operating Expenses | $233,900 | $290,880 | $295,480 |
Profit Before Interest and Taxes | ($143,882) | $81,489 | $160,073 |
EBITDA | ($142,082) | $83,289 | $161,873 |
Interest Expense | $9,134 | $9,566 | $9,943 |
Taxes Incurred | $0 | $21,577 | $45,039 |
Net Profit | ($153,017) | $50,346 | $105,091 |
Net Profit/Sales | -158.09% | 12.57% | 21.45% |
The following chart and table show projected cash flow.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $24,198 | $100,099 | $122,460 |
Cash from Receivables | $46,108 | $217,218 | $342,905 |
Subtotal Cash from Operations | $70,306 | $317,317 | $465,366 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $40,000 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $70,306 | $357,317 | $465,366 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $167,000 | $225,200 | $229,200 |
Bill Payments | $75,294 | $124,114 | $152,785 |
Subtotal Spent on Operations | $242,294 | $349,314 | $381,985 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $16,227 | $16,227 | $16,227 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $258,521 | $365,541 | $398,212 |
Net Cash Flow | ($188,214) | ($8,224) | $67,154 |
Cash Balance | $25,286 | $17,062 | $84,215 |
The following table presents the projected balance sheet.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $25,286 | $17,062 | $84,215 |
Accounts Receivable | $26,487 | $109,566 | $134,042 |
Inventory | $1,408 | $5,824 | $7,126 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $53,180 | $132,452 | $225,383 |
Long-term Assets | |||
Long-term Assets | $9,000 | $9,000 | $9,000 |
Accumulated Depreciation | $1,800 | $3,600 | $5,400 |
Total Long-term Assets | $7,200 | $5,400 | $3,600 |
Total Assets | $60,380 | $137,852 | $228,983 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $7,124 | $10,477 | $12,744 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $7,124 | $10,477 | $12,744 |
Long-term Liabilities | $83,773 | $107,546 | $91,319 |
Total Liabilities | $90,897 | $118,023 | $104,063 |
Paid-in Capital | $145,000 | $145,000 | $145,000 |
Retained Earnings | ($22,500) | ($175,517) | ($125,171) |
Earnings | ($153,017) | $50,346 | $105,091 |
Total Capital | ($30,517) | $19,829 | $124,920 |
Total Liabilities and Capital | $60,380 | $137,852 | $228,983 |
Net Worth | ($30,517) | $19,829 | $124,920 |
The following table outlines some of the more important ratios from the Computer Software industry. The final column, Industry Profile, details specific ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code, 5045.9903.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 313.66% | 22.34% | 1.51% |
Percent of Total Assets | ||||
Accounts Receivable | 43.87% | 79.48% | 58.54% | 29.71% |
Inventory | 2.33% | 4.23% | 3.11% | 39.18% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 19.28% |
Total Current Assets | 88.08% | 96.08% | 98.43% | 88.17% |
Long-term Assets | 11.92% | 3.92% | 1.57% | 11.83% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 11.80% | 7.60% | 5.57% | 43.83% |
Long-term Liabilities | 138.74% | 78.02% | 39.88% | 9.87% |
Total Liabilities | 150.54% | 85.62% | 45.45% | 53.70% |
Net Worth | -50.54% | 14.38% | 54.55% | 46.30% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 93.00% | 93.00% | 93.00% | 24.10% |
Selling, General & Administrative Expenses | 251.09% | 80.43% | 71.55% | 15.49% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 0.58% |
Profit Before Interest and Taxes | -148.65% | 20.35% | 32.68% | 2.35% |
Main Ratios | ||||
Current | 7.46 | 12.64 | 17.69 | 1.86 |
Quick | 7.27 | 12.09 | 17.13 | 0.86 |
Total Debt to Total Assets | 150.54% | 85.62% | 45.45% | 5.06% |
Pre-tax Return on Net Worth | 501.42% | 362.71% | 120.18% | 56.70% |
Pre-tax Return on Assets | -253.42% | 52.17% | 65.56% | 11.68% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | -158.09% | 12.57% | 21.45% | n.a |
Return on Equity | 0.00% | 253.90% | 84.13% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 2.74 | 2.74 | 2.74 | n.a |
Collection Days | 54 | 83 | 121 | n.a |
Inventory Turnover | 9.55 | 7.75 | 5.30 | n.a |
Accounts Payable Turnover | 11.57 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 25 | 27 | n.a |
Total Asset Turnover | 1.60 | 2.90 | 2.14 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.00 | 5.95 | 0.83 | n.a |
Current Liab. to Liab. | 0.08 | 0.09 | 0.12 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $46,056 | $121,975 | $212,639 | n.a |
Interest Coverage | -15.75 | 8.52 | 16.10 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.62 | 0.34 | 0.47 | n.a |
Current Debt/Total Assets | 12% | 8% | 6% | n.a |
Acid Test | 3.55 | 1.63 | 6.61 | n.a |
Sales/Net Worth | 0.00 | 20.19 | 3.92 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Centers for Independent Living | 0% | $0 | $0 | $0 | $0 | $540 | $1,350 | $1,944 | $2,970 | $3,918 | $4,023 | $4,266 | $4,428 |
School Districts | 0% | $0 | $0 | $0 | $0 | $1,000 | $2,500 | $3,600 | $5,500 | $7,255 | $7,450 | $7,900 | $8,200 |
Proactive Parents | 0% | $0 | $0 | $0 | $0 | $230 | $575 | $828 | $1,265 | $1,669 | $1,714 | $1,817 | $1,886 |
Agencies | 0% | $0 | $0 | $0 | $0 | $460 | $1,150 | $1,656 | $2,530 | $3,337 | $3,427 | $3,634 | $3,772 |
Total Sales | $0 | $0 | $0 | $0 | $2,230 | $5,575 | $8,028 | $12,265 | $16,179 | $16,614 | $17,617 | $18,286 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Centers for Independent Living | $0 | $0 | $0 | $0 | $38 | $95 | $136 | $208 | $274 | $282 | $299 | $310 | |
School Districts | $0 | $0 | $0 | $0 | $70 | $175 | $252 | $385 | $508 | $522 | $553 | $574 | |
Proactive Parents | $0 | $0 | $0 | $0 | $16 | $40 | $58 | $89 | $117 | $120 | $127 | $132 | |
Agencies | $0 | $0 | $0 | $0 | $32 | $81 | $116 | $177 | $234 | $240 | $254 | $264 | |
Subtotal Direct Cost of Sales | $0 | $0 | $0 | $0 | $156 | $390 | $562 | $859 | $1,133 | $1,163 | $1,233 | $1,280 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sue | 0% | $0 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 |
Accounting | 0% | $0 | $0 | $0 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 |
Software Documentation | 0% | $0 | $0 | $0 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 |
Product Development | 0% | $0 | $0 | $0 | $0 | $0 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 |
Customer Service/ Tech Support | 0% | $0 | $0 | $0 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 |
Customer Service/ Tech Support | 0% | $0 | $0 | $0 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 | $2,200 |
Marketing/ Sales | 0% | $0 | $0 | $0 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Marketing/ Sales | 0% | $0 | $0 | $0 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Total People | 0 | 1 | 1 | 7 | 7 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | |
Total Payroll | $0 | $2,000 | $2,000 | $16,400 | $16,400 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $0 | $0 | $0 | $0 | $2,230 | $5,575 | $8,028 | $12,265 | $16,179 | $16,614 | $17,617 | $18,286 | |
Direct Cost of Sales | $0 | $0 | $0 | $0 | $156 | $390 | $562 | $859 | $1,133 | $1,163 | $1,233 | $1,280 | |
Other Costs of Goods | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $0 | $0 | $0 | $0 | $156 | $390 | $562 | $859 | $1,133 | $1,163 | $1,233 | $1,280 | |
Gross Margin | $0 | $0 | $0 | $0 | $2,074 | $5,185 | $7,466 | $11,406 | $15,046 | $15,451 | $16,384 | $17,006 | |
Gross Margin % | 0.00% | 0.00% | 0.00% | 0.00% | 93.00% | 93.00% | 93.00% | 93.00% | 93.00% | 93.00% | 93.00% | 93.00% | |
Expenses | |||||||||||||
Payroll | $0 | $2,000 | $2,000 | $16,400 | $16,400 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | |
Sales and Marketing and Other Expenses | $0 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | $600 | |
Depreciation | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | |
Rent | $0 | $950 | $950 | $950 | $950 | $950 | $950 | $950 | $950 | $950 | $950 | $950 | |
Utilities | $0 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Insurance | $0 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Payroll Taxes | 15% | $0 | $300 | $300 | $2,460 | $2,460 | $2,790 | $2,790 | $2,790 | $2,790 | $2,790 | $2,790 | $2,790 |
Programming | $3,000 | $3,000 | $3,000 | $3,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $3,150 | $8,000 | $8,000 | $24,560 | $21,560 | $24,090 | $24,090 | $24,090 | $24,090 | $24,090 | $24,090 | $24,090 | |
Profit Before Interest and Taxes | ($3,150) | ($8,000) | ($8,000) | ($24,560) | ($19,486) | ($18,905) | ($16,624) | ($12,684) | ($9,044) | ($8,639) | ($7,706) | ($7,084) | |
EBITDA | ($3,000) | ($7,850) | ($7,850) | ($24,410) | ($19,336) | ($18,755) | ($16,474) | ($12,534) | ($8,894) | ($8,489) | ($7,556) | ($6,934) | |
Interest Expense | $823 | $812 | $801 | $790 | $779 | $767 | $756 | $745 | $733 | $722 | $710 | $698 | |
Taxes Incurred | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | ($3,973) | ($8,812) | ($8,801) | ($25,350) | ($20,265) | ($19,673) | ($17,380) | ($13,428) | ($9,777) | ($9,361) | ($8,416) | ($7,782) | |
Net Profit/Sales | 0.00% | 0.00% | 0.00% | 0.00% | -908.73% | -352.87% | -216.49% | -109.48% | -60.43% | -56.35% | -47.77% | -42.56% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $0 | $0 | $0 | $0 | $558 | $1,394 | $2,007 | $3,066 | $4,045 | $4,153 | $4,404 | $4,572 | |
Cash from Receivables | $0 | $0 | $0 | $0 | $0 | $56 | $1,756 | $4,243 | $6,127 | $9,297 | $12,145 | $12,485 | |
Subtotal Cash from Operations | $0 | $0 | $0 | $0 | $558 | $1,450 | $3,763 | $7,309 | $10,172 | $13,450 | $16,549 | $17,057 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $0 | $0 | $0 | $0 | $558 | $1,450 | $3,763 | $7,309 | $10,172 | $13,450 | $16,549 | $17,057 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $0 | $2,000 | $2,000 | $16,400 | $16,400 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | $18,600 | |
Bill Payments | $127 | $3,917 | $6,661 | $6,722 | $8,733 | $6,766 | $6,140 | $7,096 | $7,096 | $7,413 | $7,261 | $7,361 | |
Subtotal Spent on Operations | $127 | $5,917 | $8,661 | $23,122 | $25,133 | $25,366 | $24,740 | $25,696 | $25,696 | $26,013 | $25,861 | $25,961 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $1,291 | $1,302 | $1,313 | $1,324 | $1,335 | $1,346 | $1,357 | $1,369 | $1,380 | $1,392 | $1,403 | $1,415 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $1,419 | $7,219 | $9,974 | $24,446 | $26,468 | $26,712 | $26,098 | $27,064 | $27,076 | $27,404 | $27,265 | $27,375 | |
Net Cash Flow | ($1,419) | ($7,219) | ($9,974) | ($24,446) | ($25,910) | ($25,262) | ($22,335) | ($19,755) | ($16,904) | ($13,955) | ($10,715) | ($10,319) | |
Cash Balance | $212,081 | $204,862 | $194,888 | $170,441 | $144,531 | $119,269 | $96,934 | $77,178 | $60,274 | $46,320 | $35,604 | $25,286 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $213,500 | $212,081 | $204,862 | $194,888 | $170,441 | $144,531 | $119,269 | $96,934 | $77,178 | $60,274 | $46,320 | $35,604 | $25,286 |
Accounts Receivable | $0 | $0 | $0 | $0 | $0 | $1,673 | $5,798 | $10,063 | $15,019 | $21,026 | $24,190 | $25,258 | $26,487 |
Inventory | $0 | $0 | $0 | $0 | $0 | $844 | $454 | $892 | $1,033 | $1,246 | $1,279 | $1,357 | $1,408 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $213,500 | $212,081 | $204,862 | $194,888 | $170,441 | $147,047 | $125,520 | $107,889 | $93,231 | $82,546 | $71,789 | $62,218 | $53,180 |
Long-term Assets | |||||||||||||
Long-term Assets | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 |
Accumulated Depreciation | $0 | $150 | $300 | $450 | $600 | $750 | $900 | $1,050 | $1,200 | $1,350 | $1,500 | $1,650 | $1,800 |
Total Long-term Assets | $9,000 | $8,850 | $8,700 | $8,550 | $8,400 | $8,250 | $8,100 | $7,950 | $7,800 | $7,650 | $7,500 | $7,350 | $7,200 |
Total Assets | $222,500 | $220,931 | $213,562 | $203,438 | $178,841 | $155,297 | $133,620 | $115,839 | $101,031 | $90,196 | $79,289 | $69,568 | $60,380 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $3,695 | $6,440 | $6,429 | $8,506 | $6,562 | $5,904 | $6,860 | $6,849 | $7,171 | $7,016 | $7,115 | $7,124 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $3,695 | $6,440 | $6,429 | $8,506 | $6,562 | $5,904 | $6,860 | $6,849 | $7,171 | $7,016 | $7,115 | $7,124 |
Long-term Liabilities | $100,000 | $98,709 | $97,406 | $96,094 | $94,770 | $93,435 | $92,089 | $90,731 | $89,363 | $87,983 | $86,591 | $85,188 | $83,773 |
Total Liabilities | $100,000 | $102,404 | $103,846 | $102,523 | $103,276 | $99,997 | $97,992 | $97,591 | $96,211 | $95,154 | $93,607 | $92,303 | $90,897 |
Paid-in Capital | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 | $145,000 |
Retained Earnings | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) | ($22,500) |
Earnings | $0 | ($3,973) | ($12,784) | ($21,585) | ($46,935) | ($67,200) | ($86,872) | ($104,252) | ($117,680) | ($127,458) | ($136,819) | ($145,235) | ($153,017) |
Total Capital | $122,500 | $118,527 | $109,716 | $100,915 | $75,565 | $55,300 | $35,628 | $18,248 | $4,820 | ($4,958) | ($14,319) | ($22,735) | ($30,517) |
Total Liabilities and Capital | $222,500 | $220,931 | $213,562 | $203,438 | $178,841 | $155,297 | $133,620 | $115,839 | $101,031 | $90,196 | $79,289 | $69,568 | $60,380 |
Net Worth | $122,500 | $118,527 | $109,716 | $100,915 | $75,565 | $55,300 | $35,628 | $18,248 | $4,820 | ($4,958) | ($14,319) | ($22,735) | ($30,517) |
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Discover the world’s #1 plan building software
How to create a business plan: examples & free template.
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
Executive summary.
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.
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.
Example: EcoTech’s primary objective is to become a market leader in sustainable technology products within the next five years. Our key objectives include:
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.
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.
Our research indicates a gap in the market for high-quality, innovative eco-friendly technology products that cater to both individual and business clients.
Including a SWOT analysis demonstrates to stakeholders that you have a balanced and realistic understanding of your business in its operational context.
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.
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.
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.
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.
We also prioritize efficient distribution through various channels, including online platforms and retail partners, to deliver products to our customers in a timely manner.
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.
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.
Section | Description | Example |
---|---|---|
Executive Summary | Brief overview of the business plan | Overview of EcoTech and its mission |
Overview & Objectives | Outline of company's goals and strategies | Market leadership in sustainable technology |
Company Description | Detailed explanation of the company and its unique selling proposition | EcoTech's history, mission, and vision |
Target Market | Description of ideal customers and their needs | Environmentally conscious consumers and businesses |
Market Analysis | Examination of industry trends, customer needs, and competitors | Trends in eco-friendly technology market |
SWOT Analysis | Evaluation of Strengths, Weaknesses, Opportunities, and Threats | Strengths and weaknesses of EcoTech |
Competitive Analysis | In-depth analysis of competitors and their strategies | Analysis of GreenTech and EarthSolutions |
Organization & Management | Overview of the company's structure and management team | Key roles and team members at EcoTech |
Products & Services | Description of offerings and their unique features | Energy-efficient lighting solutions, solar chargers |
Marketing & Sales | Outline of marketing channels and sales strategies | Digital advertising, content marketing, influencer partnerships |
Logistics & Operations | Details about daily operations, supply chain, inventory, and quality control | Partnerships with manufacturers, quality control |
Financial Projections | Forecast of revenue, expenses, and profit for the next 3-5 years | Projected growth in revenue and net profit |
Income Statement | Summary of company's revenues and expenses over a specified period | Revenue, Cost of Goods Sold, Gross Profit, Net Income |
Cash Flow Statement | Overview of cash inflows and outflows within the business | Net Cash from Operating Activities, Investing Activities, Financing Activities |
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.
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.
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:
Type of Business Plan | Purpose | Key Components | Target Audience |
---|---|---|---|
Startup Business Plan | Outlines the company's mission, objectives, target market, competition, marketing strategies, and financial projections. | Mission Statement, Company Description, Market Analysis, Competitive Analysis, Organizational Structure, Marketing and Sales Strategy, Financial Projections. | Entrepreneurs, Investors |
Internal Business Plan | 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. | Strategies, Milestones, Deadlines, Resource Allocation. | Internal Team Members |
Strategic Business Plan | Outlines long-term goals and the steps to achieve them. | SWOT Analysis, Market Research, Competitive Analysis, Long-Term Goals. | Executives, Managers, Investors |
Feasibility Business Plan | Assesses the viability of a business idea. | Market Demand, Competition, Financial Projections, Potential Obstacles. | Entrepreneurs, Investors |
Growth Business Plan | Focuses on strategies for scaling up an existing business. | Market Analysis, New Product/Service Offerings, Financial Projections. | Business Owners, Investors |
Operational Business Plan | Outlines the company's day-to-day operations. | Processes, Procedures, Organizational Structure. | Managers, Employees |
Lean Business Plan | A simplified, agile version of a traditional plan, focusing on key elements. | Value Proposition, Customer Segments, Revenue Streams, Cost Structure. | Entrepreneurs, Startups |
One-Page Business Plan | A concise summary of your company's key objectives, strategies, and milestones. | Key Objectives, Strategies, Milestones. | Entrepreneurs, Investors, Partners |
Nonprofit Business Plan | Outlines the mission, goals, target audience, fundraising strategies, and budget allocation for nonprofit organizations. | Mission Statement, Goals, Target Audience, Fundraising Strategies, Budget. | Nonprofit Leaders, Board Members, Donors |
Franchise Business Plan | Focuses on the franchisor's requirements, as well as the franchisee's goals, strategies, and financial projections. | Franchise Agreement, Brand Standards, Marketing Efforts, Operational Procedures, Financial Projections. | Franchisors, Franchisees, Investors |
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.
Software | Key Features | User Interface | Additional Features |
---|---|---|---|
LivePlan | Over 500 sample plans, financial forecasting tools, progress tracking against KPIs | User-friendly, visually appealing | Allows creation of professional-looking business plans |
Upmetrics | Customizable templates, financial forecasting tools, collaboration capabilities | Simple and intuitive | Provides a resource library for business planning |
Bizplan | Drag-and-drop builder, modular sections, financial forecasting tools, progress tracking | Simple, visually engaging | Designed to simplify the business planning process |
Enloop | Industry-specific templates, financial forecasting tools, automatic business plan generation, unique performance score | Robust, user-friendly | Offers a free version, making it accessible for businesses on a budget |
Tarkenton GoSmallBiz | Guided business plan builder, customizable templates, financial projection tools | User-friendly | Offers CRM tools, legal document templates, and additional resources for small businesses |
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.
Can i write a business plan by myself, 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.
What is a business plan outline, what are the 5 most common business plan mistakes, 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?
How is business planning for a nonprofit different.
Starting a business can be extremely exciting. But figuring out how to start a business can also feel overwhelming—particularly if you don’t have a clear sense of how to get from where you are now (an aspiring entrepreneur) to where you want to be (a successful, established one).
The good news is that there are clear steps to follow. Once you know these steps, you can create a road map that will take you from asking, “What do I need to begin a business?” to questions like “How did I get so successful?” or “Why was I ever worried?”
Here, we outline everything you need to know—whether it’s about how to start a business online, at home, with no money, or any other situation.
So, how do you start a business? The first step is coming up with an idea. You can’t start a business without a great one. You don’t want to throw spaghetti at the wall and see what sticks; instead, you should aim to take “a structured approach to ideation,” says business coach Yael Tamar .
What are your strengths? What kind of business do you want to build? What kind of customers do you want to work with, and which of their needs can you fulfill? It’s important to answer these questions because the key to a successful business idea is finding the intersection of what you want to do and what your ideal customers need .
“It's crucial to align your venture with both your passions and market demand,” says Jeff Mains, CEO of business growth consultancy Champion Leadership Group .
“Start by identifying problems you're passionate about solving,” Mains says. “This approach ensures that you have a genuine interest in your business, which is essential for long-term success.
“Also look for gaps in the market by analyzing current trends and customer needs,” he says. “Combining your passion with market opportunities increases the likelihood of finding a viable and fulfilling business idea.”
Once you have a business idea you want to pursue, it’s time to do some research—more specifically, market research.
“It involves gathering data on customer demographics, conducting competitor analysis, and studying industry trends,” Tamar says. “This research helps validate business concepts and informs strategic decision-making.”
It can also help in the long-term, giving you the insights you need to lay the foundation for a successful business. “Effective market research also minimizes risks and ensures your business is well-positioned to meet market demands,” Mains says.
So, how do you perform the kind of market research you need to set your business up for success?
“Begin by identifying your target audience and understanding their pain points, preferences, and behaviors,” Mains says. “Use a mix of primary research, such as surveys and interviews, and secondary research, including industry reports and competitor analysis.”
In addition to audience research, you’ll also want to check out your competitors to see what they’re doing, what’s working (and what isn't), and how you can differentiate your company from others in the space—and grab your target audience’s attention in the process.
Once you’ve come up with a business idea—and you’ve done the market research necessary to ensure it’s viable—it’s time to create your business plan.
There are a few different elements to a business plan. “Start with a clear executive summary that outlines your business idea, mission, and vision,” Mains says. “Follow this with a detailed market analysis, showcasing your understanding of the industry and target market.”
Plus, you’ll want to outline your business structure, product or service offerings, marketing strategies, and financial projections. Why? Because “a strong business plan not only guides your strategic decisions but also serves as a crucial tool when seeking funding from investors or financial institutions,” says Mains
Bottom line? “It integrates findings from market research into actionable steps aligned with long-term business objectives,” Tamar says—making it a must for starting, launching, and sustaining a successful business.
Next step on the list? Taking care of the logistical side of starting a business, which include:
From a logistical perspective, there are no universal solutions when starting a business. Much will depend on the type of business you’re trying to start.
For example, if you’re focusing on how to start a small business at home and you’ll be the only employee, you may not need physical liability insurance (since there won’t be any other employees working in your home). But if you’re figuring out how to start an online business—and intend to operate from a commercial space with other employees—physical liability insurance is generally a must.
Same thing goes for business structure (for example, being a sole proprietor or registering an LLC), business registration, permitting…pretty much all of it. Make sure to do your research and ensure you take all of the logistical steps needed to legally establish your business.
Funding is often where budding entrepreneurs get stuck. If you're wondering how to start a business without money , in full transparency, the answer is…you can’t. Whatever kind of business you’re starting, you’re going to need some money to get things off the ground.
But how much money you need to start a business—and where you ultimately get that money from—can vary widely.
In general, there are a few different funding options for starting a business, including:
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You’ve got your funding. You’ve got your business plan. But before you move forward in bringing your business to life, it’s important to lay the foundation for success by putting the right systems and processes in place.
Establishing systems and processes from the get-go can help make your business launch and growth significantly more smooth—and also can save time, energy, hassle, and money.
For example, before you start selling products, you’ll want to set up a secure online payment system. Before you start billing clients, you’ll need an invoicing procedure—and the software to implement those procedures. Before you start marketing, you’ll want to have a strategy and system in place to ensure you reach the right customers at the right time.
Systems and processes help you get organized—and if you want your business to be successful, you’ll want to take the steps to get organized before you launch.
Once you’ve got the backend of your business in place, it’s time to start thinking about the front-facing elements—the elements that make up your brand.
In order to launch a business, you’ll want to have certain branding assets in place, including:
Building a brand helps to create a consistent experience for your customers and tell the story of your business to your target audience. “This is important for gaining recognition,” says Keith Donovan, a startup advisor and Founder of Startup Stumbles .
You’ve figured out how to begin a business. You’ve got all the pieces in place. Now it’s time to actually launch your business—and market that business to connect with your ideal audience.
“Making sure people know about your company is crucial,” Donovan says.
How you market your business is up to you. For example, “actions like creating social media pages, running advertisements and cultivating helpful content introduce potential buyers to the business and what it offers,” he adds.
You could also market your business in other ways, like:
It’s not so much about how you market your business; it’s about how effectively you do so that will determine whether your company thrives or falters. Whatever methods you decide to go for, just make sure you’re invested in creating and implementing a marketing strategy that allows you to connect with your target audience and convert them into paying customers.
Published: Jun 25, 2024, 2:51pm
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What is e-commerce, types of e-commerce businesses, why start an e-commerce business, 8 steps to start an e-commerce business, 5 tips for running your e-commerce business, bottom line, frequently asked questions (faqs).
E-commerce is more popular today than ever before. Between 2019 and 2023, the number of e-commerce websites increased from 9.2 million to 26.5 million. If you’re looking for a way to earn money online while being your own boss, an e-commerce business may be worthwhile.
While it takes much time, effort, and dedication, it can become a profitable, enjoyable venture. With our handy guide on how to start an e-commerce business, you can hit the ground running and bring a successful e-commerce store to life.
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Before we discuss what it takes to start and run an e-commerce business, let’s define e-commerce. Put simply, e-commerce refers to the buying and selling of products or services online. An e-commerce website acts as a virtual storefront, allowing customers to purchase what they want from their desktop or mobile devices. While brick-and-mortar locations can be attached to e-commerce websites, many e-commerce businesses solely operate online.
In general, e-commerce businesses fall into these four categories:
There are a number of benefits to e-commerce stores, including:
First and foremost, figure out what you’re going to sell. Ideally, you’d choose a product or service in a very specific niche. This way, you’ll have less competition and increase your chances of success.
If you decide to sell clothing, for example, you can target young professionals with affordable suits for young children with comfortable formal wear. Make sure that you’re passionate about whatever you’re trying to sell and/or can do or make well.
A business idea is only worth pursuing if you determine it’s actually viable. To do so, consider the following:
Both market-based and product-based criteria can help you understand whether your products or services have potential. If you believe that there is a market for your offerings, you can move on to the next steps.
Once you hone in on and validate your business idea, it’s time to create a business plan. Think of your business plan as a blueprint that outlines what you hope to accomplish and how you’ll get there. In general, a business plan involves the following components:
Learn more: Simple Business Plan Template (2024)
After solidifying your e-commerce business idea and finalizing a business plan, you can take the plunge and set up your business. You’ll choose a business structure, name your business, apply for an employer identification number (EIN), and open a business checking account. Getting all the licenses and permits you’ll need to operate legally is also a good idea. For help with the setup process, don’t hesitate to contact an attorney, accountant, or other professionals who can answer any questions and steer you in the right direction.
Next, you’ll need to develop the products you plan to sell. If these are tangible products, you may make them yourself or leave the task to a manufacturer. At this point, you should decide whether you want to produce or order your products in bulk so you’ll have inventory in stock.
You may decide to start small and only stock a few products until you get a better sense for demand and determine whether bulk inventory makes sense. Another option is dropshipping , which is when products are manufactured and sourced when orders are placed. If you’re selling professional services online, such as graphic design or bookkeeping, you should zero in on what they’ll be and how much you’ll charge for them.
Learn more: How To Start A Dropshipping Business
Your e-commerce website will be one of your most important assets. Customers will visit your site to learn about you, explore your offerings, and, hopefully, make purchases. The easiest way to launch a site is through an e-commerce website builder, such as Shopify or BigCommerce . While every builder is different, most allow you to market your offerings, manage inventory, collect payments, ship orders, access analytics, and more.
If you’re limited on funds or don’t want to invest too much in your business, a free e-commerce platform can be helpful. As your business grows, you may always upgrade to a paid plan or platform. Do your research and compare your options to figure out the best e-commerce tool for your unique budget, preferences, and goals.
Fulfillment is essential to your e-commerce store because it ensures your customers receive the products or services they paid for. Fortunately, most e-commerce website builders come with shipping label printing, allowing you to add shipping costs at checkout automatically. If you want to take the entire fulfillment process off your plate, you might want to outsource it to a company. Just make sure your potential profits outweigh the fees they’ll charge.
In a perfect world, you’d launch your e-commerce website, and countless customers would run to it. The reality, however, is that you’ll need to find, attract, and convert your target audience. While your marketing plan will depend on your budget, products or services, and capabilities, it may include search engine optimization (SEO), social media marketing, paid search, email marketing, and/or influencer marketing. Regardless of your chosen strategies, be consistent and establish a brand that allows you to stand out from your competitors.
Once you have all your ducks in a row and your e-commerce store is ready for business, keep these tips in mind:
An e-commerce business can be advantageous. It may allow you to share your passions, interests or experience with customers near and far while providing some great income. By following the steps and tips listed above, you’ll put yourself on the path to success. Best of luck!
Several factors will determine how much you’ll pay to launch an e-commerce business. These include fees for your website, payment processing, stocking, order fulfillment, and warehousing. The general costs of running a business, such as accounting, marketing, and employee payroll, will also affect your overall cost.
The three main types of e-commerce businesses are B2B, B2C, and C2C. Your products or services will help you determine the suitable business model for your e-commerce store.
Just like a business with a physical storefront, an e-commerce business has the potential to be profitable. However, profitability often takes time, so you must be patient before your efforts genuinely pay off.
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The Best Business Plan Software of 2024. Wrike: Best overall. Smartsheet: Best for goal management. LivePlan: Best for financial forecasting. Aha!: Best for roadmapping. Bizplan: Best for ...
Best Business Plan Software: LivePlan. LivePlan is the overall best business plan tool, offering a large number of features at an affordable price. Visit LivePlan. 1. LivePlan - $15/month to $30/month. We love LivePlan overall because it offers great value at an affordable cost.
Seed Plan (one startup and one user, $8/year) Grow Plan (one startup, unlimited users, $16/year) Series Plan (unlimited startups and users, $48/year) 10. MAUS Master Plan Lean. MAUS is a business plan creation software created in Australia. Perfect for startup creators who want to move into strategic planning.
5 Best Business Plan Software and Tools in 2023 for Your Small Business. Entrepreneurs who write formal business plans are 16% more likely to achieve success than entrepreneurs who don't. 1 This software can help. Data as of 3/13/23. Offers and availability may vary by location and are subject to change.
3. Upmetrics. Upmetrics is an AI-powered business planning software that helps businesses of all sizes and industries write their business plan. With Upmetrics AI Assistant, you can write your plan faster, get answers to any business-related queries, and prepare financial forecasts in no time.
Writing a software company business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready ...
10 steps to start a software as a service company. 1. Develop a solution for a problem. Before diving into pricing, branding, or building a team, it's important to make sure you have a clear problem to address and a solution that alleviates it. After all, if you're not solving a problem, you don't have a business.
G2: 3.7/5. Integrations: Xero, QuickBooks. Bizplan is a business plan software that caters to small businesses and startups seeking external investment. The platform makes connecting with potential investors easy, and allows users to easily publish a business plan on Fundable, a popular crowdfunding platform.
Six-month plan: $18 per month, billed every six months. Pay-as-you-go plan: $20 per month, billed once every month. 2. GoSmallBiz. Best for multiple business management tools in one platform. Next ...
The executive summary of a software business plan is a one- to two-page overview of your entire business plan. It should summarize the main points, which will be presented in full in the rest of your business plan. Start with a one-line description of your software company. Provide a short summary of the key points in each section of your ...
Download Startup Business Plan Template - Word. Word | Smartsheet. This startup business plan template contains the essential components you need to convey your business idea and strategy to investors and stakeholders, but you can customize this template to fit your needs. The template provides room to include an executive summary, a financial ...
8. A Plan for All Businesses. These business plan software solutions must be relevant for everyone, from a solo entrepreneur trying to open a small to midsize accounting firm to an established ...
A software company business plan is a plan to start and/or grow your software company business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.
Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a software company business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of software company that you documented in your company overview.
4. IdeaBuddy. Ideabuddy is an innovative business plan software helping new-age entrepreneurs turn their ideas into successful business plans. Customizable templates, industry-based guides, and streamlined idea and business plan creation make it one of the most user-friendly applications on the list.
Step 1: Executive summary. Think of the executive summary as the elevator pitch for your startup. It's a quick snapshot that captures the heart of your business idea, mission, and goals. In this brief section, make sure to highlight who your target audience is, what sets you apart in the market, and your unique selling points.
An excellent executive summary in a software startup business plan typically includes the general situation of the target market or related industry based on conducted market research and an overview of the software solution you offer. Other information, such as unique value proposition (UVP), competitors in the same segment, and the company ...
The Best Business Plan Software of 2024. Wrike: Best overall. Smartsheet: Best for goal management. LivePlan: Best for financial forecasting. Aha!: Best for roadmapping. Bizplan: Best for ...
Get Started 100% Free. Enter the name of your business or brand to get started creating your business plan. Create Plan. Plansnack is a business plan software that helps startups create a one page business plan in minutes instead of hours. 100% free.
Launch and grow faster with a lean startup business plan Fill-in-the-blanks simplicity. Real sample business plans to inspire you. ... "LivePlan earns the top spot on our list of best business plan software—and for good reason. LivePlan's slick and interactive service provides a step-by-step business plan approach, a rich collection of ...
Here's how it works. Best business plan software of 2024. The best business plan software makes it simple and easy to plan your business finances in order to present them to a bank or investors ...
FoodFun LIS is a start-up organization. The following assets and professional services will be needed for the formation and start of operations. Legal services for company formation. Accounting services to set up the accounting shell of the company QuickBooks Pro software. Computer programmers (3) to rapidly develop the software.
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.
Zoho offers a full suite of useful business software ranging from CRM ... Startups can take advantage of Xero's 30-day free trial to start out, and then choose from three plan options ...
2. Define your purpose for the business plan. The purpose of your business plan will determine which kind of plan you choose to create. Are you trying to drum up funding, or get the company employees focused on specific goals? (For the former, you'd want a startup business plan, while an internal plan would satisfy the latter.)
3. Create a business plan. Once you've come up with a business idea—and you've done the market research necessary to ensure it's viable—it's time to create your business plan. There are a few different elements to a business plan. "Start with a clear executive summary that outlines your business idea, mission, and vision," Mains ...
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8 Steps To Start an E-Commerce Business 1. Define your e-commerce business idea. First and foremost, figure out what you're going to sell. Ideally, you'd choose a product or service in a very ...
Once you've identified startup costs, you'll need to find a way to pay them. Some people use their personal savings to start their businesses. Others apply for small business loans or get capital from investors. Set up an accounting system. Use accounting software to manage cash flow and track revenue and expenses.
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