proprietary position business plan example

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Preparing a Proprietary Position Business Plan

When preparing a proprietary position business plan, you should include sufficient details on the product and the company. Your description should be enough to determine whether your product is viable and how far along it is in development. You should also discuss the scope of the invention and how much work is needed to commercialize it. Highlight the background of your key personnel, and explain how your product will be better than competing products and services. It is imperative to include a sustainable competitive advantage.

When writing a business plan, it is important to be as detailed and accurate as possible. Make sure that your information is factual and backed by facts and figures, which will make your plan more credible to lenders and investors. Your plan will not be as effective if it does not support the claims it makes. If you have made claims in the previous section, make sure that you back them up with facts and figures. This will help you avoid any misunderstandings later.

You should always include a table of contents in your business plan, which should be at the end of the document. You should also have a summary, which is the first section of your plan. This should tell the reader what the rest of the document is about. Moreover, the summary should be short and to the point. The executive summary should be no longer than a page and should focus on the most important aspects of your business.

If your business is not based on a patent, it might not be profitable. Therefore, it is important to ensure that you have a solid business plan. Even though your idea is unique, your idea will be less appealing if no one knows about it. A good business plan should be clear and concise, and should avoid using industry jargon. It should focus on the most important facts about your concept and why it is a viable business.

The executive summary is a key element of your plan. It is the first element to read, and it should be clearly written. It should be factually accurate, and it should include any supporting data you have. If you are selling a product or service, the executive summary should be short and to the point. Ultimately, you should be able to sell the product or service to your potential customers. Your plan must provide value to the market and profit your buyers.

An executive summary should be a major part of your business plan. An executive summary is typically placed at the front of your plan. It is usually the first element you read and is the last element you write. It should be between two and three pages and highlight the more extensive categories of the plan. It should also state the benefits your company will achieve by using your product or service. The financial forecast should be a comprehensive analysis of your market.

The executive summary should be one of the most important parts of your business plan. It should highlight the strengths and weaknesses of your management team, and should be short and to the point. It is also essential to include a section that contains the company’s management team. The executive summary should contain a brief biography of the owners and key employees. It is advisable to provide a resume for each of these individuals in the appendix.

The executive summary should be the last element of your plan. It should be the first element to be read and is the most important part of your plan. It should also be well-written. If you have any questions or concerns, the executive summary should be well-written. In addition to the executive summary, the other elements of your business plan should be included. There are several important sections of a proprietary position business plan. You can create a table of contents by following a simple format and organizing it the way you want.

The executive summary is the most important part of a business plan. It should be well-written and concise, and it should be as short as possible. Despite the importance of this element, the executive summary is the most important part of the plan, and should be written as a standalone document. It is not a replacement for the entire plan, but a useful supplement to your other elements. Once you have completed the other elements, you can then begin writing the executive summary.

Establishing a Proprietary Position in Your Business Plan

Your business plan should be focused on establishing a proprietary position. This type of business involves introducing a product to the market and selling it at a profit. The product description should be sufficient to demonstrate the viability of the idea and the stage of development. You should also discuss the extent of your invention and the necessary development to commercialize it. You should mention the key personnel that are responsible for developing the concept. Finally, explain why your product is better than competitors’ products. Your goal is to gain a sustainable competitive advantage.

Your business plan should also include an executive summary. This is the first element of the document and should be the last element to be written. This section is typically two pages long and highlights the more detailed categories of your plan. You will write this section after you’ve finished writing the rest of the plan. To make the most of it, write a brief biography of the owner or founder, as well as a summary of key employees.

The executive summary is a crucial part of your business plan. Investors and lenders will want to see the management team and the business model. The executive summary should include brief biographies of the company’s key employees, as well as their resumes. You should also summarize the experience and skills of these people, and highlight the relevant skills and experience. When writing your executive summary, you need to make sure that the details are correct and that you have backed your claims with facts.

Your business plan should also contain an executive summary. The Executive Summary is the first element of your plan that prospective investors and lenders will read. The Executive Summary should make the reader excited about the business idea and make them want to read the rest of the plan. It is also important to keep in mind that the Executive Summary is often the last part of your business. If you’re planning on writing a long business, it is important to include an executive summary.

The executive summary should be included in your business plan. It should include the company’s history and major goals. The company’s management team is essential to the success of the project, so a brief biography of the owners and key employees is essential. Your executive summary should be two to three pages long. This section should be an outline of the entire business. In addition, you should highlight the most important skills and experience of each key employee.

Your business plan should also contain a management team section. This is an important element for investors and lenders, and it is an important element of your business plan. The management team is crucial, as it is the backbone of your company. It is imperative that the management team has the experience and qualifications to run a successful business. The management team should be well-qualified and have a solid track record in the industry. This section should be a brief overview of the key employees.

Your management team section is important. Many investors and lenders will be interested in the management team of your business. The executives of your company should have experience in the same industry and be knowledgeable about their work. They should have knowledge of the current market, which is crucial for a successful startup. The executive summary should also include the company’s management team and the products and services they will offer. The management team should be an important part of your business plan.

Besides the executive summary, your business plan should also include the company description. Lenders and investors look for qualified management teams when they evaluate your company. Therefore, you should highlight the skills and experience of your management team. Your business plan should not only be about the product or service; it should also describe the company’s culture. The other elements of your business plan should include the people and the team. These components should not be neglected because they will help you in securing financing.

The executive summary is the first element of your business plan. It should be as short and as concise as possible, but it must include all of the important information and figures. In addition, the executive summary should also have a table of contents. This is an essential part of your business plan, as investors and lenders are likely to want to know who is behind the company. The executive summary should summarize key points and emphasize the skills and experience of the company’s management team.

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7 Business Plan Examples to Inspire Your Own (2024)

Need support creating your business plan? Check out these business plan examples for inspiration.

Any aspiring entrepreneur researching how to start a business will likely be advised to write a business plan. But few resources provide business plan examples to really guide you through writing one of your own.

Here are some real-world and illustrative business plan examples to help you craft your business plan .

7 business plan examples: section by section

The business plan examples in this article follow this template:

• Executive summary.  An introductory overview of your business.
• Company description.  A more in-depth and detailed description of your business and why it exists.
• Market analysis.  Research-based information about the industry and your target market.
• Products and services.  What you plan to offer in exchange for money.
• Marketing plan.   The promotional strategy to introduce your business to the world and drive sales.
• Logistics and operations plan.  Everything that happens in the background to make your business function properly.
• Financial plan.  A breakdown of your numbers to show what you need to get started as well as to prove viability of profitability.
• Executive summary

Your  executive summary  is a page that gives a high-level overview of the rest of your business plan. It’s easiest to save this section for last.

In this  free business plan template , the executive summary is four paragraphs and takes a little over half a page:

• Company description

You might repurpose your company description elsewhere, like on your About page, social media profile pages, or other properties that require a boilerplate description of your small business.

Soap brand ORRIS  has a blurb on its About page that could easily be repurposed for the company description section of its business plan.

You can also go more in-depth with your company overview and include the following sections, like in the example for Paw Print Post:

• Business structure.  This section outlines how you  registered your business —as an  LLC , sole proprietorship, corporation, or other  business type . “Paw Print Post will operate as a sole proprietorship run by the owner, Jane Matthews.”
• Nature of the business.  “Paw Print Post sells unique, one-of-a-kind digitally printed cards that are customized with a pet’s unique paw prints.”
• Industry.  “Paw Print Post operates primarily in the pet industry and sells goods that could also be categorized as part of the greeting card industry.”
• Background information.  “Jane Matthews, the founder of Paw Print Post, has a long history in the pet industry and working with animals, and was recently trained as a graphic designer. She’s combining those two loves to capture a niche in the market: unique greeting cards customized with a pet’s paw prints, without needing to resort to the traditional (and messy) options of casting your pet’s prints in plaster or using pet-safe ink to have them stamp their ‘signature.’”
• Business objectives.  “Jane will have Paw Print Post ready to launch at the Big Important Pet Expo in Toronto to get the word out among industry players and consumers alike. After two years in business, Jane aims to drive $150,000 in annual revenue from the sale of Paw Print Post’s signature greeting cards and have expanded into two new product categories.”
• Team.  “Jane Matthews is the sole full-time employee of Paw Print Post but hires contractors as needed to support her workflow and fill gaps in her skill set. Notably, Paw Print Post has a standing contract for five hours a week of virtual assistant support with Virtual Assistants Pro.”

Your  mission statement  may also make an appearance here.  Passionfruit  shares its mission statement on its company website, and it would also work well in its example business plan.

• Market analysis

The market analysis consists of research about supply and demand, your target demographics, industry trends, and the competitive landscape. You might run a SWOT analysis and include that in your business plan. 

Here’s an example  SWOT analysis  for an online tailored-shirt business:

You’ll also want to do a  competitive analysis  as part of the market research component of your business plan. This will tell you who you’re up against and give you ideas on how to differentiate your brand. A broad competitive analysis might include:

• Target customers
• Unique value add  or what sets their products apart
• Sales pitch
• Price points  for products
• Shipping  policy
• Products and services

This section of your business plan describes your offerings—which products and services do you sell to your customers? Here’s an example for Paw Print Post:

• Marketing plan

It’s always a good idea to develop a marketing plan  before you launch your business. Your marketing plan shows how you’ll get the word out about your business, and it’s an essential component of your business plan as well.

The Paw Print Post focuses on four Ps: price, product, promotion, and place. However, you can take a different approach with your marketing plan. Maybe you can pull from your existing  marketing strategy , or maybe you break it down by the different marketing channels. Whatever approach you take, your marketing plan should describe how you intend to promote your business and offerings to potential customers.

• Logistics and operations plan

The Paw Print Post example considered suppliers, production, facilities, equipment, shipping and fulfillment, and inventory.

Financial plan

The financial plan provides a breakdown of sales, revenue, profit, expenses, and other relevant financial metrics related to funding and profiting from your business.

Ecommerce brand  Nature’s Candy’s financial plan  breaks down predicted revenue, expenses, and net profit in graphs.

It then dives deeper into the financials to include:

• Funding needs
• Projected profit-and-loss statement
• Projected balance sheet
• Projected cash-flow statement

You can use this financial plan spreadsheet to build your own financial statements, including income statement, balance sheet, and cash-flow statement.

Types of business plans, and what to include for each

A one-page business plan is meant to be high level and easy to understand at a glance. You’ll want to include all of the sections, but make sure they’re truncated and summarized:

• Executive summary: truncated
• Market analysis: summarized
• Products and services: summarized
• Marketing plan: summarized
• Logistics and operations plan: summarized
• Financials: summarized

A startup business plan is for a new business. Typically, these plans are developed and shared to secure  outside funding . As such, there’s a bigger focus on the financials, as well as on other sections that determine viability of your business idea—market research, for example.

• Market analysis: in-depth
• Financials: in-depth

Your internal business plan is meant to keep your team on the same page and aligned toward the same goal.

A strategic, or growth, business plan is a bigger picture, more-long-term look at your business. As such, the forecasts tend to look further into the future, and growth and revenue goals may be higher. Essentially, you want to use all the sections you would in a normal business plan and build upon each.

• Market analysis: comprehensive outlook
• Products and services: for launch and expansion
• Marketing plan: comprehensive outlook
• Logistics and operations plan: comprehensive outlook
• Financials: comprehensive outlook

Feasibility

Your feasibility business plan is sort of a pre-business plan—many refer to it as simply a feasibility study. This plan essentially lays the groundwork and validates that it’s worth the effort to make a full business plan for your idea. As such, it’s mostly centered around research.

Set yourself up for success as a business owner

Building a good business plan serves as a roadmap you can use for your ecommerce business at launch and as you reach each of your business goals. Business plans create accountability for entrepreneurs and synergy among teams, regardless of your  business model .

Kickstart your ecommerce business and set yourself up for success with an intentional business planning process—and with the sample business plans above to guide your own path.

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Business plan examples FAQ

How do i write a simple business plan, what is the best format to write a business plan, what are the 4 key elements of a business plan.

• Executive summary: A concise overview of the company's mission, goals, target audience, and financial objectives.
• Business description: A description of the company's purpose, operations, products and services, target markets, and competitive landscape.
• Market analysis: An analysis of the industry, market trends, potential customers, and competitors.
• Financial plan: A detailed description of the company's financial forecasts and strategies.

What are the 3 main points of a business plan?

• Concept: Your concept should explain the purpose of your business and provide an overall summary of what you intend to accomplish.
• Contents: Your content should include details about the products and services you provide, your target market, and your competition.
• Cashflow: Your cash flow section should include information about your expected cash inflows and outflows, such as capital investments, operating costs, and revenue projections.

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1.5: Chapter 5 – Business Planning

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• Page ID 21257

• Lee A. Swanson
• University of Saskatchewan

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Business planning is an important precursor to action in new ventures. By helping firm founders to make decisions, to balance resource supply and demand, and to turn abstract goals into concrete operational steps, business planning reduces the likelihood of venture disbanding and accelerates product development and venture organizing activity. – Delmar and Shane (2003, p. 1165)

We always plan too much and always think too little. We resent a call to thinking and hate unfamiliar argument that does not tally with what we already believe or would like to believe. – Joseph Schumpeter

Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window. – Peter Drucker

Learning Objectives

After completing this chapter you will be able to

• Describe the purposes of business planning
• Describe common business planning principles
• List and explain the elements of the business plan development process outlined in this book
• Explain the purposes of each of the elements of the business plan development process outlined in this book
• Explain how applying the business plan development process outlined in this book can aid in developing a business plan that will meet entrepreneurs’ goals
• Describe general business planning guidelines and format

This chapter describes the purposes of business planning, the general concepts related to business planning, and guidelines and a format for a comprehensive business plan.

Business Planning Purposes

Business plans are developed for both internal and external purposes. Internally, entrepreneurs develop business plans to help put the pieces of their business together. The most common external purpose for a business plan is to raise capital.

Internal Purposes

• defines the vision for the company
• establishes the company’s strategy
• describes how the strategy will be implemented
• provides a framework for analysis of key issues
• provides a plan for the development of the business
• is a measurement and control tool
• helps the entrepreneur to be realistic and to put theories to the test

External Purposes

The business plan is often the main method of describing a company to external audiences such as potential sources for financing and key personnel being recruited. It should assist outside parties to understand the current status of the company, its opportunities, and its needs for resources such as capital and personnel. It also provides the most complete source of information for valuation of the business.

Business Planning Principles

Business plan communication principles.

As Hindle and Mainprize (2006) note, business plan writers must strive to communicate their expectations about the nature of an uncertain future. However, the liabilities of newness make communicating the expected future of new ventures difficult (more so than for existing businesses). They outline five communications principles:

• Translation of your vision of the venture and how it will perform into a format compatible with the expectations of the readers
• you have identified and understood the key success factors and risks
• the projected market is large and you expect good market penetration
• you have a strategy for commercialization, profitability, and market domination
• you can establish and protect a proprietary and competitive position
• Anchoring key events in the plan with specific financial and quantitative values
• your major plan objectives are in the form of financial targets
• you have addressed the dual need for planning and flexibility
• you understand the hazards of neglecting linkages between certain events
• you understand the importance of quantitative values (rather than just chronological dates)
• Nothing lasts forever—things can change to impact the opportunity: tastes, preferences, technological innovation, competitive landscape
• the new combination upon which venture is built
• magnitude of the opportunity or market size
• market growth trends
• venture’s value from the market (% of market share proposed or market share value in dollars)
• Four key aspects describing context within which new venture is intended to function (internal and external environment)
• how the context will help or hinder the proposal
• how the context may change & affect the business & the range of flexibility or response that is built into the venture
• what management can or will do in the event the context turns unfavourable
• what management can do to affect the context in a positive way
• Brief and clear statement of how an idea actually becomes a business that creates value
• Who pays, how much, and how often?
• The activities the company must perform to produce its product, deliver it to its customers and earn revenue
• And be able to defend assertions that the venture is attractive and sustainable and has a competitive edge

Business Plan Credibility Principles

Business plan writers must strive to project credibility (Hindle & Mainprize, 2006), so t here must be a match between what the entrepreneurship team (resource seekers) needs and what the investors (resource providers) expect based on their criteria. A take it or leave it approach (i.e. financial forecasts set in concrete) by the entrepreneurship team has a high likelihood of failure in terms of securing resources. Hindle and Mainprize (2006) outline five principles to help entrepreneurs project credibility:

• Without the right team, nothing else matters.
• What do they know?
• Who do they know?
• How well are they known?
• sub-strategies
• ad-hoc programs
• specific tactical action plans
• Claiming an insuperable lead or a proprietary market position is naïve.
• Anticipate several moves in advance
• View the future as a movie vs. snapshot
• Key assumptions related to market size, penetration rates, and timing issues of market context outlined in the business plan should link directly to the financial statements.
• Income and cash flow statements must be preceded by operational statements setting forth the primary planning assumptions about market sizes, sales, productivity, and basis for the revenue estimate.
• If the main purpose is to enact a harvest, then the business plan must create a value-adding deal structure to attract investors.
• Common things: viability, profit potential, downside risk, likely life-cycle time, potential areas for dispute or improvement

General Business Plan Guidelines

Many businesses must have a business plan to achieve their goals. The following are some basic guidelines for business plan development.

• A standard format helps the reader understand that the entrepreneur has thought everything through, and that the returns justify the risk.
• Binding the document ensures that readers can easily go through it without it falling apart.
• everything is completely integrated: the written part must say exactly the same thing as the financial part
• all financial statements are completely linked and valid (make sure all balance sheets validly balance)
• the document is well formatted (layout makes document easy to read and comprehend—including all diagrams, charts, statements, and other additions)
• everything is correct (there are NO spelling, grammar, sentence structure, referencing, or calculation errors)
• It is usually unnecessary—and even damaging—to state the same thing more than once. To avoid unnecessarily duplicating information, you should combine sections and reduce or eliminate duplication as much as possible.
• all the necessary information is included to enable readers to understand everything in your document
• For example, if your plan says something like “there is a shortage of 100,000 units with competitors currently producing 25,000. We can help fill this huge gap in demand with our capacity to produce 5,000 units,” a reader is left completely confused. Does this mean there is a total shortage of 100,000 units, but competitors are filling this gap by producing 25,000 per year (in which case there will only be a shortage for four years)? Or, is there an annual shortage of 100,000 units with only 25,000 being produced each year, in which case the total shortage is very high and is growing each year? You must always provide the complete perspective by indicating the appropriate time frame, currency, size, or another measurement.
• if you use a percentage figure, you indicate to what it refers, otherwise the figure is completely useless to a reader.
• This can be solved by indicating up-front in the document the currency in which all values will be quoted. Another option is to indicate each time which currency is being used, and sometimes you might want to indicate the value in more than one currency. Of course, you will need to assess the exchange rate risk to which you will be exposed and describe this in your document.
• If a statement is included that presents something as a fact when this fact is not generally known, always indicate the source. Unsupported statements damage credibility
• Be specific. A business plan is simply not of value if it uses vague references to high demand, carefully set prices, and other weak phrasing. It must show hard numbers (properly referenced, of course), actual prices, and real data acquired through proper research. This is the only way to ensure your plan is considered credible.

Developing a High Power Business Plan

The business plan development process described next has been extensively tested with entrepreneurship students and has proven to provide the guidance entrepreneurs need to develop a business plan appropriate for their needs; a high power business plan .

The Stages of Development

There are six stages involved with developing a high power business plan . These stages can be compared to a process for hosting a dinner for a few friends. A host hoping to make a good impression with their anticipated guests might analyze the situation at multiple levels to collect data on new alternatives for healthy ingredients, what ingredients have the best prices and are most readily available at certain times of year, the new trends in party appetizers, what food allergies the expected guests might have, possible party themes to consider, and so on. This analysis is the Essential Initial Research stage.

In the Business Model stage, the host might construct a menu of items to include with the meal along with a list of decorations to order, music to play, and costume themes to suggest to the guests. The mix of these kinds of elements chosen by the host will play a role in the success of the party.

The Initial Business Plan Draft stage is where the host rolls up his or her sleeves and begins to assemble make some of the food items, put up some of the decorations, send invitations, and generally get everything started for the party.

During this stage, the host will begin to realize that some plans are not feasible and that changes are needed. The required changes might be substantial, like the need to postpone the entire party and ultimately start over in a few months, or less drastic, like the need to change the menu when an invited guest indicates that they can’t eat food containing gluten. These changes are incorporated into the plan to make it realistic and feasible in the Making the Business Plan Realistic stage.

Making A Plan to Appeal to Stakeholders stage involves further changes to the party plan to make it more appealing to both the invited guests and to make it a fun experience for the host. For example, the host might learn that some of the single guests would like to bring dates and others might need to be able to bring their children to be able to attend. The host might be able to accommodate those desires or needs in ways that will also make the party more fun for them—maybe by accepting some guests’ offers to bring food or games, or maybe even hiring a babysitter to entertain and look after the children.

The final stage— Finishing the Business Plan— involves the host putting all of the final touches in place for the party in preparation for the arrival of the guests.

Figure 5 – Business Plan Development Process (Illustration by Lee A. Swanson)

Essential Initial Research

A business plan writer should analyze the environment in which they anticipate operating at each of the s ocietal , i ndustry , m arket , and f irm levels of analysis (see pages 51–60). This stage of planning, the e ssential initial research , is a necessary first step to better understand the trends that will affect their business and the decisions they must make to lay the groundwork for, and to improve their potential for success.

In some cases, much of the e ssential initial research should be included in the developing business plan as its own separate section to help build the case for readers that there is a market need for the business being considered and that it stands a good chance of being successful.

In other cases, a business plan will be stronger when the components of the e ssential initial research are distributed throughout the business plan as a way to provide support for the plans and strategies outlined in the business plan. For example, the industry or market part of the e ssential initial research might outline the pricing strategies used by identified competitors and might be best placed in the pricing strategy part of the business plan to support the decision made to employ a particular pricing strategy.

Business Model

Inherent in any business plan is a description of the business model chosen by the entrepreneur as the one that they feel will best ensure success. Based upon their essential initial research of the setting in which they anticipate starting their business (their analysis from stage one) an entrepreneur should determine how each element of their business model—including their revenue streams, cost structure, customer segments, value propositions, key activities, key partners, and so on—might fit together to improve the potential success of their business venture (see Chapter 4 – Business Models).

For some types of ventures, at this stage an entrepreneur might launch a lean start-up (see page 68) and grow their business by continually pivoting, or constantly adjusting their business model in response to the real-time signals they get from the markets’ reactions to their business operations. In many cases, however, an entrepreneur will require a business plan. In those cases, their initial business model will provide the basis for that plan.

Of course, throughout this and all of the rounds in this process, the entrepreneur should seek to continually gather information and adjust the plans in response to the new knowledge they gather. As shown in Figure 8 by its enclosure in the progressive research box, the business plan developer might need conduct further research before finishing the business model and moving on to the initial business plan draft.

Initial Business Plan Draft

The Business Plan Draft stage involves taking the knowledge and ideas developed during the first two stages and organizing them into a business plan format. An approach preferred by many is to create a full draft of the business plan with all of the sections, including the front part with the business description, vision, mission, values, value proposition statement, preliminary set of goals, and possibly even a table of contents and lists of tables and figures all set up using the software features enabling their automatic generation. Writing all of the operations, human resources, marketing, and financial plans as part of the first draft ensures that all of these parts can be appropriately and necessarily integrated. The business plan will tell the story of a planned business startup in two ways by using primarily words along with some charts and graphs in the operations, human resources, and marketing plans and in a second way through the financial plan. Both ways must tell the same story.

The feedback loop shown in Figure 8 demonstrates that the business developer may need to review the business model. Additionally, as shown by its enclosure in the progressive research box, the business plan developer might need conduct further research before finishing the Initial Business Plan Draft stage and moving on to the Making Business Plan Realisticstage.

Making Business Plan Realistic

The first draft of a business plan will almost never be realistic. As the entrepreneur writes the plan, it will necessarily change as new information is gathered. Another factor that usually renders the first draft unrealistic is the difficulty in making certain that the written part—in the front part of the plan along with the operations, human resources, and marketing plans—tells the exact same story as the financial part does. This stage of work involves making the necessary adjustments to the plan to make it as realistic as possible.

The Making Business Plan Realistic stage has two possible feedback loops. The first goes back to the Initial Business Plan Draft stage in case the initial business plan needs to be significantly changed before it is possible to adjust it so that it is realistic. The second feedback loop circles back to the Business Model stage if the business developer need to rethink the business model. As shown in Figure 8 by its enclosure in the progressive research box, the business plan developer might need conduct further research before finishing the Making Business Plan Realistic stage and moving on to the Making Plan Appeal to Stakeholders stage.

Making Plan Appeal to Stakeholders and Desirable to the Entrepreneur

A business plan can be realistic without appealing to potential investors and other external stakeholders, like employees, suppliers, and needed business partners. It might also be realistic (and possibly appealing to stakeholders) without being desirable to the entrepreneur. During this stage the entrepreneur will keep the business plan realistic as they adjust plans to appeal to potential investors and to themselves.

If, for example, investors will be required to finance the business start, some adjustments might need to be relatively extensive to appeal to potential investors’ needs for an exit strategy from the business, to accommodate the rate of return they expect from their investments, and to convince them that the entrepreneur can accomplish all that is promised in the plan. In this case, and in others, the entrepreneur will also need to get what they want out of the business to make it worthwhile for them to start and run it. So, this stage of adjustments to the developing business plan might be fairly extensive, and they must be informed by a superior knowledge of what targeted investors need from a business proposal before they will invest. They also need to be informed by a clear set of goals that will make the venture worthwhile for the entrepreneur to pursue.

The caution with this stage is to balance the need to make realistic plans with the desire to meet the entrepreneur’s goals while avoiding becoming discouraged enough to drop the idea of pursuing the business idea. If an entrepreneur is convinced that the proposed venture will satisfy a valid market need, there is often a way to assemble the financing required to start and operate the business while also meeting the entrepreneur’s most important goals. To do so, however, might require significant changes to the business model.

One of the feedback loops shown in Figure 8 indicates that the business plan writer might need to adjust the draft business plan while ensuring that it is still realistic before it can be made appealing to the targeted stakeholders and desirable to the entrepreneur. The second feedback loop indicates that it might be necessary to go all the way back to the Business Model stage to re-establish the framework and plans needed to develop a realistic, appealing, and desirable business plan. Additionally, this stage’s enclosure in the progressive research box suggests that the business plan developer might need conduct further research.

Finishing the Business Plan

The final stage involves putting all of the important finishing touches on the business plan so that it will present well to potential investors and others. This involves making sure that the math and links between the written and financial parts are accurate. It also involves ensuring that all the needed corrections are made to the spelling, grammar, and formatting. The final set of goals should be written to appeal to the target readers and to reflect what the business plan says. An executive summary should be written and included as a final step.

General Business Plan Format

Include nice, catchy, professional, appropriate graphics to make it appealing for targeted readers

Executive summary

• Can be longer than normal executive summaries, up to three pages
• Write after remainder of plan is complete
• Includes information relevant to targeted readers as this is the place where they are most likely to form their first impressions of the business idea and decide whether they wish to read the rest of the plan

Table of Con t ents

List of tables.

Each table, figure, and appendix included in the plan must be referenced within the text of the plan so the relevance of each of these elements is clear.

List of Figures

Introduction.

• Describes the business concept
• Indicates the purpose of the plan
• Appeals to targeted readers

Business Idea

• May include description of history behind the idea and the evolution of the business concept if relevant
• Generally outlines what the owner intends for the venture to be
• Should inspire all members of the organization
• Should help stakeholders aspire to achieve greater things through the venture because of the general direction provided through the vision statement
• Should be very brief—a few sentences or a short paragraph
• Indicates what your organization does and why it exists—may describe the business strategy and philosophy
• Indicates the important values that will guide everything the business will do
• Outlines the personal commitments members of the organization must make, and what they should consider to be important
• Defines how people behave and interact with each other.
• Should help the reader understand the type of culture and operating environment this business intends to develop

Major Goals

• Describes the major organizational goals
• Specific, Measurable, Action-Oriented, Realistic, and Timely [SMART]
• Realistic, Understandable, Measurable, Believable, and Achievable [RUMBA]
• Perfectly aligns with everything in plan

Operating Environment

Trend analysis.

• Consider whether this is the right place for this analysis: it may be better positioned in, for example, the Financial Plan section to provide context to the analysis of the critical success factors, or in the Marketing Plan to help the reader understand the basis for the sales projections.

Industry Analysis

• Includes an analysis of the industry in which this business will operate
• consider whether this is the right place for this analysis: it may be better placed in, for example, the Marketing Plan to enhance the competitor analysis, or in the Financial Plan to provide context to the industry standard ratios in the Investment Analysis section

Operations Plan

• expressed as a set physical location
• expressed as a set of requirements and characteristics
• How large will your facility be and why must it be this size?
• How much will it cost to buy or lease your facility?
• What utility, parking, and other costs must you pay for this facility?
• What expansion plans must be factored into the facility requirements?
• What transportation and storage issues must be addressed by facility decisions?
• What zoning and other legal issues must you deal with?
• What will be the layout for your facility and how will this best accommodate customer and employee requirements?
• Given these constraints, what is your operating capacity (in terms of production, sales, etc.)?
• What is the workflow plan for your operation?
• What work will your company do and what work will you outsource?

Operations Timeline

• When will you make the preparations, such as registering the business name and purchasing equipment, to start the venture?
• When will you begin operations and make your first sales?
• When will other milestone events occur such as moving operations to a larger facility, offering a new product line, hiring new key employees, and beginning to sell products internationally?
• May include a graphical timeline showing when these milestone events have occurred and are expected to occur

Business Structure and other Set-up Elements

Somewhere in your business plan you must indicate what legal structure your venture will take. Your financial statements, risk management strategy, and other elements of your plan are affected by the type of legal structure you choose for your business:

• Sole Proprietorship
• Partnership
• Limited Partnership
• Corporation
• Cooperative

As part of your business set-up, you need to determine what kinds of control systems you should have in place, establish necessary relationships with suppliers and prior to your start-up, and generally deal with a list of issues like the following. Many of your decisions related to the following should be described somewhere in your business plan:

• Zoning, equipment prices, suppliers, etc.
• Lease terms, leasehold improvements, signage, pay deposits, etc.
• Getting business license, permits, etc.
• Setting up banking arrangements
• Setting up legal and accounting systems (or professionals)
• Ordering equipment, locks and keys, furniture, etc.
• Recruiting employees, set up payroll system, benefit programs, etc.
• Training employees
• Testing the products/services that will be offered
• Testing the systems for supply, sales, delivery, and other functions
• Deciding on graphics, logos, promotional methods, etc.
• Ordering business cards, letter head, etc.
• Setting up supplier agreements
• Buying inventory, insurance, etc.
• Revising business plan
• And many more things, including, when possible, attracting purchased orders in advance of start-up through personal selling (by the owner, a paid sales force, independent representatives, or by selling through brokers wholesalers, catalog houses, retailers), a promotional campaign, or other means
• What is required to start up your business, including the purchases and activities that must occur before you make your first sale?
• When identifying capital requirements for start-up, a distinction should be made between fixed capital requirements and working capital requirements.

Fixed Capital Requirements

• What fixed assets, including equipment and machinery, must be purchased so your venture can conduct its business?
• This section may include a start-up budget showing the machinery, equipment, furnishings, renovations, and other capital expenditures required prior to operations commencing.
• If relevant you might include information showing the financing required; fixed capital is usually financed using longer-term loans.

Working Capital Requirements

• What money is needed to operate the business (separately from the money needed to purchase fixed assets) including the money needed to purchase inventory and pay initial expenses?
• This section may include a start-up budget showing the cash required to purchase starting inventories, recruit employees, conduct market research, acquire licenses, hire lawyers, and other operating expenditures required prior to starting operations.
• If relevant you might include information showing the financing required … working capital is usually financed with operating loans, trade credit, credit card debt, or other forms of shorter-term loans.

Risk Management Strategies

• enterprise – liability exposure for things like when someone accuses your employees or products you sell of injuring them.
• financial – securing loans when needed and otherwise having the right amount of money when you need it
• operational – securing needed inventories, recruiting needed employees in tight labour markets, customers you counted on not purchasing product as you had anticipated, theft, arson, natural disasters like fires and floods, etc.
• avoid – choose to avoid doing something, outsource, etc.
• reduce – through training, assuming specific operational strategies, etc.
• transfer – insure against, outsource, etc.
• assume – self-insure, accept, etc.

Operating Processes

• What operating processes will you apply?
• How will you ensure your cash is managed effectively?
• How will you schedule your employees?
• How will you manage your inventories?
• If you will have a workforce, how will you manage them?
• How will you bill out your employee time?
• How will you schedule work on your contracts?
• How you will manufacture your product (process flow, job shop, etc.?)
• How will you maintain quality?
• How will you institute and manage effective financial monitoring and control systems that provide needed information in a timely manner?
• How will you manage expansion?
• May include planned layouts for facilities

Organizational Structure

• May include information on Advisory Boards or Board of Directors from which the company will seek advice or guidance or direction
• May include an organizational chart
• Can nicely lead into the Human Resources Plan

Human Resources Plan

• How do you describe your desired corporate culture?
• What are the key positions within your organization?
• How many employees will you have?
• What characteristics define your desired employees?
• What is your recruitment strategy? What processes will you apply to hire the employees you require?
• What is your leadership strategy and why have you chosen this approach?
• What performance appraisal and employee development methods will you use?
• What is your organizational structure and why is this the best way for your company to be organized?
• How will you pay each employee (wage, salary, commission, etc.)? How much will you pay each employee?
• What are your payroll costs, including benefits?
• What work will be outsourced and what work will be completed in-house?
• Have you shown and described an organizational chart?

Recruitment and Retention Strategies

• Includes how many employees are required at what times
• Estimates time required to recruit needed employees
• employment advertisements
• contracts with employment agency or search firms
• travel and accommodations for potential employees to come for interviews
• travel and accommodations for interviewers
• facility, food, lost time, and other interviewing costs
• relocation allowances for those hired including flights, moving companies, housing allowances, spousal employment assistance, etc.
• may include a schedule showing the costs of initial recruitment that then flows into your start-up expense schedules

Leadership and Management Strategies

• What is your leadership philosophy?
• Why is it the most appropriate leadership approach for this venture?
• What training is required because of existing rules and regulations?
• How will you ensure your employees are as capable as required?
• Health and safety (legislation, WHMIS, first aid, defibulators, etc.)
• Initial workplace orientation
• Financial systems
• Product features

Performance Appraisals

• How will you manage your performance appraisal systems?

Health and Safety

• Any legal requirements should be noted in this section (and also legal requirements for other issues that may be included in other parts of the plan)

Compensation

• Always completely justifies your planned employee compensation methods and amounts
• Always includes all components of the compensation (CPP, EI, holiday pay, etc.)
• Outlines how will you ensure both internal and external equity in your pay systems
• Describes any incentive-based pay or profit sharing systems planned
• May include a schedule here that shows the financial implications of your compensation strategy and supports the cash flow and income statements shown later

Key Personnel

• May include brief biographies of the key organizational people

Marketing Plan

• You must show evidence of having done proper research, both primary and secondary. If you make a statement of fact, you must back it up with properly referenced supporting evidence. If you indicate a claim is based on your own assumptions, you must back this up with a description as to how you came to the conclusion.
• It is a given that you must provide some assessment of the economic situation as it relates to your business. For example, you might conclude that the current economic crisis will reduce the potential to export your product and it may make it more difficult to acquire credit with which to operate your business. Of course, conclusions such as these should be matched with your assessment as to how your business will make the necessary adjustments to ensure it will thrive despite these challenges, or how it will take advantage of any opportunities your assessment uncovers.
• If you apply the Five Forces Model, do so in the way in which it was meant to be used to avoid significantly reducing its usefulness while also harming the viability of your industry analysis. This model is meant to be used to consider the entire industry—not a subcomponent of it (and it usually cannot be used to analyze a single organization).
• Your competitor analysis might fit within your assessment of the industry or it might be best as a section within your marketing plan. Usually a fairly detailed description of your competitors is required, including an analysis of their strengths and weaknesses. In some cases, your business may have direct and indirect competitors to consider. Be certain to maintain credibility by demonstrating that you fully understand the competitive environment.
• Assessments of the economic conditions and the state of the industry appear incomplete without accompanying appraisals outlining the strategies the organization can/should employ to take advantage of these economic and industry situations. So, depending upon how you have organized your work, it is usually important to couple your appraisal of the economic and industry conditions with accompanying strategies for your venture. This shows the reader that you not only understand the operating environment, but that you have figured out how best to operate your business within that situation.
• Have you done an effective analysis of your venture? (See the Organizational Analysis section below.)

Market Analysis

• Usually contains customer profiles, constructed through primary and secondary research, for each market targeted
• Contains detailed information on the major product benefits you will deliver to the markets targeted
• Describes the methodology used and the relevant results from the primary market research done
• If there was little primary research completed, justifies why it is acceptable to have done little of this kind of research and/or indicate what will be done and by when
• Includes a complete description of the secondary research conducted and the conclusions reached
• Define your target market in terms of identifiable entities sharing common characteristics. For example, it is not meaningful to indicate you are targeting Canadian universities. It is, however, useful to define your target market as Canadian university students between the ages of 18 and 25, or as information technology managers at Canadian universities, or as student leaders at Canadian universities. Your targeted customer should generally be able to make or significantly influence the buying decision.
• You must usually define your target market prior to describing your marketing mix, including your proposed product line. Sometimes the product descriptions in business plans seem to be at odds with the described target market characteristics. Ensure your defined target market aligns completely with your marketing mix (including product/service description, distribution channels, promotional methods, and pricing). For example, if the target market is defined as Canadian university students between the ages of 18 and 25, the product component of the marketing mix should clearly be something that appeals to this target market.
• Carefully choose how you will target potential customers. Should you target them based on their demographic characteristics, psychographic characteristics, or geographic location?
• You will need to access research to answer this question. Based on what you discover, you will need to figure out the optimum mix of pricing, distribution, promotions, and product decisions to best appeal to how your targeted customers make their buying decisions.

Competition

• However, this information might fit instead under the market analysis section.
• Describes all your direct competitors
• Describes all your indirect competitors
• If you can, includes a competitor positioning map to show where your product will be positioned relative to competitors’ products

Figure 6 – Competitor Positioning Map (Illustration by Lee A. Swanson)

• What distinguishes your business from that of your competitors in a way that will ensure your sales forecasts will be met?
• You must clearly communicate the answers to these questions in your business plan to attract the needed support for your business. One caution is that it may sound appealing to claim you will provide a superior service to the existing competitors, but the only meaningful judge of your success in this regard will be customers. Although it is possible some of your competitors might be complacent in their current way of doing things, it is very unlikely that all your competitors provide an inferior service to that which you will be able to provide.

Marketing Strategy

• Covers all aspects of the marketing mix including the promotional decisions you have made, product decisions, distribution decisions related to how you will deliver your product to the markets targeted, and pricing decisions
• Outlines how you plan to influence your targeted customers to buy from you (what is the optimum marketing mix, and why is this one better than the alternatives)

Organizational Analysis

• Leads in to your marketing strategy or is positioned elsewhere depending upon how your business plan is best structured
• If doing so, always ensure this analysis results in more than a simple list of internal strengths and weaknesses and external opportunities and threats. A SWOT analysis should always prove to the reader that there are organizational strategies in place to address each of the weaknesses and threats identified and to leverage each of the strengths and opportunities identified.
• An effective way to ensure an effective outcome to your SWOT Analysis is to apply a TOWS Matrix approach to develop strategies to take advantage of the identified strengths and opportunities while mitigating the weaknesses and threats. A TOWS Matrix evaluates each of the identified threats along with each of the weaknesses and then each of the strengths. It does the same with each of the identified opportunities. In this way strategies are developed by considering pairs of factors
• The TOWS Matrix is a framework with which to help you organize your thoughts into strategies. Most often you would not label a section of your business plan as a TOWS Matrix. This would not normally add value for the reader. Instead, you should describe the resultant strategies—perhaps while indicating how they were derived from your assessment of the strengths, weaknesses, opportunities, and threats. For example, you could indicate that certain strategies were developed by considering how internal strengths could be employed toward mitigating external threats faced by the business.

Product Strategy

• If your product or service is standardized, you will need to compete on the basis of something else – like a more appealing price, having a superior location, better branding, or improved service. If you can differentiate your product or service you might be able to compete on the basis of better quality, more features, appealing style, or something else. When describing your product, you should demonstrate that you understand this.

Pricing Strategy

• If you intend to accept payment by credit card (which is probably a necessity for most companies), you should be aware of the fee you are charged as a percentage of the value of each transaction. If you don’t account for this you risk overstating your actual revenues by perhaps one percent or more.
• Sales forecasts must be done on at least a monthly basis if you are using a projected cash flow statement. These must be accompanied by explanations designed to establish their credibility for readers of your business plan. Remember that many readers will initially assume that your planned time frames are too long, your revenues are overstated, and you have underestimated your expenses. Well crafted explanations for all of these numbers will help establish credibility.

Distribution Strategy

• If you plan to use e-commerce, you should include all the costs associated with maintaining a website and accepting payments over the Internet.

Promotions Strategy

• If you are attracting customers away from competitors, how will these rivals respond to the threat you pose to them?
• If you intend to create new customers, how will you convince them to reallocate their dollars toward your product or service (and away from other things they want to purchase)?
• In what ways will you communicate with your targeted customers? When will you communicate with them? What specific messages do you plan to convey to them? How much will this promotions plan cost?
• If your entry into the market will not be a threat to direct competitors, it is likely you must convince potential customers to spend their money with you rather than on what they had previously earmarked those dollars toward. In your business plan you must demonstrate an awareness of these issues.
• Consider listing the promotional methods in rows on a spreadsheet with the columns representing weeks or months over probably about 18 months from the time of your first promotional expenditure. This can end up being a schedule that feeds the costs into your projected cash flow statement and from there into your projected income statements.
• If you phone or visit newspapers, radio stations, or television stations seeking advertising costs, you must go only after you have figured out details like on which days you would like to advertise, at what times on those days, whether you want your print advertisements in color, and what size of print advertisements you want.
• Carefully consider which promotional methods you will use. While using a medium like television may initially sound appealing, it is very expensive unless your ad runs during the non-prime times. If you think this type of medium might work for you, do a serious cost-benefit analysis to be sure.
• Some promotional plans are developed around newspaper ads, promotional pamphlets, printing business cards, and other more obvious mediums of promotion. Be certain to, include the costs of advertising in telephone directories, sponsoring a little league soccer team, producing personalized pens and other promotional client give-always, donating items to charity auctions, printing and mailing client Christmas cards, and doing the many things businesses find they do on-the-fly. Many businesses find it to be useful to join the local chamber of commerce and relevant trade organizations with which to network. Some find that setting a booth up at a trade fair helps launch their business.
• If you are concerned you might have missed some of these promotional expenses, or if you want to have a buffer in place in case you feel some of these opportunities are worthwhile when they arise, you should add some discretionary money to your promotional budget. A problem some companies get into is planning out their promotions in advance only to reallocate some of their newspaper advertisement money, for example, toward some of these other surprise purposes resulting in less newspaper advertising than had been intended.

Financial Plan

• It is nearly certain you will need to make monthly cash flow projections from business inception to possibly three years out. Your projections will show the months in which the activities shown on your fixed capital and working capital schedules will occur. This is nearly the only way to clearly estimate your working capital needs and, specifically, important things like the times when you will need to draw on or can pay down your operating loans and the months when you will need to take out longer-term loans with which to purchase your fixed assets. Without a tool like this you will be severely handicapped when talking with bankers about your expected needs. They will want to know how large of a line of credit you will need and when you anticipate needing to borrow longer-term money. It is only through doing cash flow projections will you be able to answer these questions. This information is also needed to determine things like the changes to your required loan payments and when you can take owner draws or pay dividends.
• Your projected cash flows are also used to develop your projected income statements and balance sheets.

Pro forma Cash Flow Statements

Pro forma income statements, pro forma balance sheets, investment analysis, projected financial ratios and industry standard ratios, critical success factors (sensitivity analysis).

How to Write a Business Plan: Step-by-Step Guide + Examples

Noah Parsons

24 min. read

Updated May 7, 2024

Writing a business plan doesn’t have to be complicated. 

In this step-by-step guide, you’ll learn how to write a business plan that’s detailed enough to impress bankers and potential investors, while giving you the tools to start, run, and grow a successful business.

• The basics of business planning

If you’re reading this guide, then you already know why you need a business plan . 

You understand that planning helps you: 

• Raise money
• Grow strategically
• Keep your business on the right track 

As you start to write your plan, it’s useful to zoom out and remember what a business plan is .

At its core, a business plan is an overview of the products and services you sell, and the customers that you sell to. It explains your business strategy: how you’re going to build and grow your business, what your marketing strategy is, and who your competitors are.

Most business plans also include financial forecasts for the future. These set sales goals, budget for expenses, and predict profits and cash flow. 

A good business plan is much more than just a document that you write once and forget about. It’s also a guide that helps you outline and achieve your goals. 

After completing your plan, you can use it as a management tool to track your progress toward your goals. Updating and adjusting your forecasts and budgets as you go is one of the most important steps you can take to run a healthier, smarter business. 

We’ll dive into how to use your plan later in this article.

There are many different types of plans , but we’ll go over the most common type here, which includes everything you need for an investor-ready plan. However, if you’re just starting out and are looking for something simpler—I recommend starting with a one-page business plan . It’s faster and easier to create. 

It’s also the perfect place to start if you’re just figuring out your idea, or need a simple strategic plan to use inside your business.

Dig deeper : How to write a one-page business plan

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• What to include in your business plan

Executive summary

The executive summary is an overview of your business and your plans. It comes first in your plan and is ideally just one to two pages. Most people write it last because it’s a summary of the complete business plan.

Ideally, the executive summary can act as a stand-alone document that covers the highlights of your detailed plan. 

In fact, it’s common for investors to ask only for the executive summary when evaluating your business. If they like what they see in the executive summary, they’ll often follow up with a request for a complete plan, a pitch presentation , or more in-depth financial forecasts .

Your executive summary should include:

• A summary of the problem you are solving
• A description of your product or service
• An overview of your target market
• A brief description of your team
• A summary of your financials
• Your funding requirements (if you are raising money)

Dig Deeper: How to write an effective executive summary

Products and services description

This is where you describe exactly what you’re selling, and how it solves a problem for your target market. The best way to organize this part of your plan is to start by describing the problem that exists for your customers. After that, you can describe how you plan to solve that problem with your product or service. 

This is usually called a problem and solution statement .

To truly showcase the value of your products and services, you need to craft a compelling narrative around your offerings. How will your product or service transform your customers’ lives or jobs? A strong narrative will draw in your readers.

This is also the part of the business plan to discuss any competitive advantages you may have, like specific intellectual property or patents that protect your product. If you have any initial sales, contracts, or other evidence that your product or service is likely to sell, include that information as well. It will show that your idea has traction , which can help convince readers that your plan has a high chance of success.

Market analysis

Your target market is a description of the type of people that you plan to sell to. You might even have multiple target markets, depending on your business. 

A market analysis is the part of your plan where you bring together all of the information you know about your target market. Basically, it’s a thorough description of who your customers are and why they need what you’re selling. You’ll also include information about the growth of your market and your industry .

Try to be as specific as possible when you describe your market. 

Include information such as age, income level, and location—these are what’s called “demographics.” If you can, also describe your market’s interests and habits as they relate to your business—these are “psychographics.” 

Related: Target market examples

Essentially, you want to include any knowledge you have about your customers that is relevant to how your product or service is right for them. With a solid target market, it will be easier to create a sales and marketing plan that will reach your customers. That’s because you know who they are, what they like to do, and the best ways to reach them.

Next, provide any additional information you have about your market. 

What is the size of your market ? Is the market growing or shrinking? Ideally, you’ll want to demonstrate that your market is growing over time, and also explain how your business is positioned to take advantage of any expected changes in your industry.

Dig Deeper: Learn how to write a market analysis

Competitive analysis

Part of defining your business opportunity is determining what your competitive advantage is. To do this effectively, you need to know as much about your competitors as your target customers. 

Every business has some form of competition. If you don’t think you have competitors, then explore what alternatives there are in the market for your product or service. 

For example: In the early years of cars, their main competition was horses. For social media, the early competition was reading books, watching TV, and talking on the phone.

A good competitive analysis fully lays out the competitive landscape and then explains how your business is different. Maybe your products are better made, or cheaper, or your customer service is superior. Maybe your competitive advantage is your location – a wide variety of factors can ultimately give you an advantage.

Dig Deeper: How to write a competitive analysis for your business plan

Marketing and sales plan

The marketing and sales plan covers how you will position your product or service in the market, the marketing channels and messaging you will use, and your sales tactics. 

The best place to start with a marketing plan is with a positioning statement . 

This explains how your business fits into the overall market, and how you will explain the advantages of your product or service to customers. You’ll use the information from your competitive analysis to help you with your positioning. 

For example: You might position your company as the premium, most expensive but the highest quality option in the market. Or your positioning might focus on being locally owned and that shoppers support the local economy by buying your products.

Once you understand your positioning, you’ll bring this together with the information about your target market to create your marketing strategy . 

This is how you plan to communicate your message to potential customers. Depending on who your customers are and how they purchase products like yours, you might use many different strategies, from social media advertising to creating a podcast. Your marketing plan is all about how your customers discover who you are and why they should consider your products and services. 

While your marketing plan is about reaching your customers—your sales plan will describe the actual sales process once a customer has decided that they’re interested in what you have to offer. 

If your business requires salespeople and a long sales process, describe that in this section. If your customers can “self-serve” and just make purchases quickly on your website, describe that process. 

A good sales plan picks up where your marketing plan leaves off. The marketing plan brings customers in the door and the sales plan is how you close the deal.

Together, these specific plans paint a picture of how you will connect with your target audience, and how you will turn them into paying customers.

Dig deeper: What to include in your sales and marketing plan

Business operations

The operations section describes the necessary requirements for your business to run smoothly. It’s where you talk about how your business works and what day-to-day operations look like. 

Depending on how your business is structured, your operations plan may include elements of the business like:

• Supply chain management
• Manufacturing processes
• Equipment and technology
• Distribution

Some businesses distribute their products and reach their customers through large retailers like Amazon.com, Walmart, Target, and grocery store chains. 

These businesses should review how this part of their business works. The plan should discuss the logistics and costs of getting products onto store shelves and any potential hurdles the business may have to overcome.

If your business is much simpler than this, that’s OK. This section of your business plan can be either extremely short or more detailed, depending on the type of business you are building.

For businesses selling services, such as physical therapy or online software, you can use this section to describe the technology you’ll leverage, what goes into your service, and who you will partner with to deliver your services.

Dig Deeper: Learn how to write the operations chapter of your plan

Key milestones and metrics

Although it’s not required to complete your business plan, mapping out key business milestones and the metrics can be incredibly useful for measuring your success.

Good milestones clearly lay out the parameters of the task and set expectations for their execution. You’ll want to include:

• A description of each task
• The proposed due date
• Who is responsible for each task

If you have a budget, you can include projected costs to hit each milestone. You don’t need extensive project planning in this section—just list key milestones you want to hit and when you plan to hit them. This is your overall business roadmap. 

Possible milestones might be:

• Website launch date
• Store or office opening date
• First significant sales
• Break even date
• Business licenses and approvals

You should also discuss the key numbers you will track to determine your success. Some common metrics worth tracking include:

• Conversion rates
• Customer acquisition costs
• Profit per customer
• Repeat purchases

It’s perfectly fine to start with just a few metrics and grow the number you are tracking over time. You also may find that some metrics simply aren’t relevant to your business and can narrow down what you’re tracking.

Dig Deeper: How to use milestones in your business plan

Organization and management team

Investors don’t just look for great ideas—they want to find great teams. Use this chapter to describe your current team and who you need to hire . You should also provide a quick overview of your location and history if you’re already up and running.

Briefly highlight the relevant experiences of each key team member in the company. It’s important to make the case for why yours is the right team to turn an idea into a reality. 

Do they have the right industry experience and background? Have members of the team had entrepreneurial successes before? 

If you still need to hire key team members, that’s OK. Just note those gaps in this section.

Your company overview should also include a summary of your company’s current business structure . The most common business structures include:

• Sole proprietor
• Partnership

Be sure to provide an overview of how the business is owned as well. Does each business partner own an equal portion of the business? How is ownership divided? 

Potential lenders and investors will want to know the structure of the business before they will consider a loan or investment.

Dig Deeper: How to write about your company structure and team

Financial plan

Last, but certainly not least, is your financial plan chapter. 

Entrepreneurs often find this section the most daunting. But, business financials for most startups are less complicated than you think, and a business degree is certainly not required to build a solid financial forecast. 

A typical financial forecast in a business plan includes the following:

• Sales forecast : An estimate of the sales expected over a given period. You’ll break down your forecast into the key revenue streams that you expect to have.
• Expense budget : Your planned spending such as personnel costs , marketing expenses, and taxes.
• Profit & Loss : Brings together your sales and expenses and helps you calculate planned profits.
• Cash Flow : Shows how cash moves into and out of your business. It can predict how much cash you’ll have on hand at any given point in the future.
• Balance Sheet : A list of the assets, liabilities, and equity in your company. In short, it provides an overview of the financial health of your business. 

A strong business plan will include a description of assumptions about the future, and potential risks that could impact the financial plan. Including those will be especially important if you’re writing a business plan to pursue a loan or other investment.

Dig Deeper: How to create financial forecasts and budgets

This is the place for additional data, charts, or other information that supports your plan.

Including an appendix can significantly enhance the credibility of your plan by showing readers that you’ve thoroughly considered the details of your business idea, and are backing your ideas up with solid data.

Just remember that the information in the appendix is meant to be supplementary. Your business plan should stand on its own, even if the reader skips this section.

Dig Deeper : What to include in your business plan appendix

Optional: Business plan cover page

Adding a business plan cover page can make your plan, and by extension your business, seem more professional in the eyes of potential investors, lenders, and partners. It serves as the introduction to your document and provides necessary contact information for stakeholders to reference.

Your cover page should be simple and include:

• Company logo
• Business name
• Value proposition (optional)
• Business plan title
• Completion and/or update date
• Address and contact information
• Confidentiality statement

Just remember, the cover page is optional. If you decide to include it, keep it very simple and only spend a short amount of time putting it together.

Dig Deeper: How to create a business plan cover page

How to use AI to help write your business plan

Generative AI tools such as ChatGPT can speed up the business plan writing process and help you think through concepts like market segmentation and competition. These tools are especially useful for taking ideas that you provide and converting them into polished text for your business plan.

The best way to use AI for your business plan is to leverage it as a collaborator , not a replacement for human creative thinking and ingenuity. 

AI can come up with lots of ideas and act as a brainstorming partner. It’s up to you to filter through those ideas and figure out which ones are realistic enough to resonate with your customers. 

There are pros and cons of using AI to help with your business plan . So, spend some time understanding how it can be most helpful before just outsourcing the job to AI.

Learn more: 10 AI prompts you need to write a business plan

• Writing tips and strategies

To help streamline the business plan writing process, here are a few tips and key questions to answer to make sure you get the most out of your plan and avoid common mistakes .  

Determine why you are writing a business plan

Knowing why you are writing a business plan will determine your approach to your planning project. 

For example: If you are writing a business plan for yourself, or just to use inside your own business , you can probably skip the section about your team and organizational structure. 

If you’re raising money, you’ll want to spend more time explaining why you’re looking to raise the funds and exactly how you will use them.

Regardless of how you intend to use your business plan , think about why you are writing and what you’re trying to get out of the process before you begin.

Keep things concise

Probably the most important tip is to keep your business plan short and simple. There are no prizes for long business plans . The longer your plan is, the less likely people are to read it. 

So focus on trimming things down to the essentials your readers need to know. Skip the extended, wordy descriptions and instead focus on creating a plan that is easy to read —using bullets and short sentences whenever possible.

Have someone review your business plan

Writing a business plan in a vacuum is never a good idea. Sometimes it’s helpful to zoom out and check if your plan makes sense to someone else. You also want to make sure that it’s easy to read and understand.

Don’t wait until your plan is “done” to get a second look. Start sharing your plan early, and find out from readers what questions your plan leaves unanswered. This early review cycle will help you spot shortcomings in your plan and address them quickly, rather than finding out about them right before you present your plan to a lender or investor.

If you need a more detailed review, you may want to explore hiring a professional plan writer to thoroughly examine it.

Use a free business plan template and business plan examples to get started

Knowing what information to include in a business plan is sometimes not quite enough. If you’re struggling to get started or need additional guidance, it may be worth using a business plan template. 

There are plenty of great options available (we’ve rounded up our 8 favorites to streamline your search).

But, if you’re looking for a free downloadable business plan template , you can get one right now; download the template used by more than 1 million businesses. 

Or, if you just want to see what a completed business plan looks like, check out our library of over 550 free business plan examples . 

We even have a growing list of industry business planning guides with tips for what to focus on depending on your business type.

Common pitfalls and how to avoid them

It’s easy to make mistakes when you’re writing your business plan. Some entrepreneurs get sucked into the writing and research process, and don’t focus enough on actually getting their business started. 

Here are a few common mistakes and how to avoid them:

Not talking to your customers : This is one of the most common mistakes. It’s easy to assume that your product or service is something that people want. Before you invest too much in your business and too much in the planning process, make sure you talk to your prospective customers and have a good understanding of their needs.

• Overly optimistic sales and profit forecasts: By nature, entrepreneurs are optimistic about the future. But it’s good to temper that optimism a little when you’re planning, and make sure your forecasts are grounded in reality. 
• Spending too much time planning: Yes, planning is crucial. But you also need to get out and talk to customers, build prototypes of your product and figure out if there’s a market for your idea. Make sure to balance planning with building.
• Not revising the plan: Planning is useful, but nothing ever goes exactly as planned. As you learn more about what’s working and what’s not—revise your plan, your budgets, and your revenue forecast. Doing so will provide a more realistic picture of where your business is going, and what your financial needs will be moving forward.
• Not using the plan to manage your business: A good business plan is a management tool. Don’t just write it and put it on the shelf to collect dust – use it to track your progress and help you reach your goals.
• Presenting your business plan

The planning process forces you to think through every aspect of your business and answer questions that you may not have thought of. That’s the real benefit of writing a business plan – the knowledge you gain about your business that you may not have been able to discover otherwise.

With all of this knowledge, you’re well prepared to convert your business plan into a pitch presentation to present your ideas. 

A pitch presentation is a summary of your plan, just hitting the highlights and key points. It’s the best way to present your business plan to investors and team members.

Dig Deeper: Learn what key slides should be included in your pitch deck

Use your business plan to manage your business

One of the biggest benefits of planning is that it gives you a tool to manage your business better. With a revenue forecast, expense budget, and projected cash flow, you know your targets and where you are headed.

And yet, nothing ever goes exactly as planned – it’s the nature of business.

That’s where using your plan as a management tool comes in. The key to leveraging it for your business is to review it periodically and compare your forecasts and projections to your actual results.

Start by setting up a regular time to review the plan – a monthly review is a good starting point. During this review, answer questions like:

• Did you meet your sales goals?
• Is spending following your budget?
• Has anything gone differently than what you expected?

Now that you see whether you’re meeting your goals or are off track, you can make adjustments and set new targets. 

Maybe you’re exceeding your sales goals and should set new, more aggressive goals. In that case, maybe you should also explore more spending or hiring more employees. 

Or maybe expenses are rising faster than you projected. If that’s the case, you would need to look at where you can cut costs.

A plan, and a method for comparing your plan to your actual results , is the tool you need to steer your business toward success.

Learn More: How to run a regular plan review

Free business plan templates and examples

Kickstart your business plan writing with one of our free business plan templates or recommended tools.

Free business plan template

Download a free SBA-approved business plan template built for small businesses and startups.

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One-page plan template

Download a free one-page plan template to write a useful business plan in as little as 30-minutes.

Sample business plan library

Explore over 500 real-world business plan examples from a wide variety of industries.

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How to write a business plan FAQ

What is a business plan?

A document that describes your business , the products and services you sell, and the customers that you sell to. It explains your business strategy, how you’re going to build and grow your business, what your marketing strategy is, and who your competitors are.

What are the benefits of a business plan?

A business plan helps you understand where you want to go with your business and what it will take to get there. It reduces your overall risk, helps you uncover your business’s potential, attracts investors, and identifies areas for growth.

Having a business plan ultimately makes you more confident as a business owner and more likely to succeed for a longer period of time.

What are the 7 steps of a business plan?

The seven steps to writing a business plan include:

• Write a brief executive summary
• Describe your products and services.
• Conduct market research and compile data into a cohesive market analysis.
• Describe your marketing and sales strategy.
• Outline your organizational structure and management team.
• Develop financial projections for sales, revenue, and cash flow.
• Add any additional documents to your appendix.

What are the 5 most common business plan mistakes?

There are plenty of mistakes that can be made when writing a business plan. However, these are the 5 most common that you should do your best to avoid:

• 1. Not taking the planning process seriously.
• Having unrealistic financial projections or incomplete financial information.
• Inconsistent information or simple mistakes.
• Failing to establish a sound business model.
• Not having a defined purpose for your business plan.

What questions should be answered in a business plan?

Writing a business plan is all about asking yourself questions about your business and being able to answer them through the planning process. You’ll likely be asking dozens and dozens of questions for each section of your plan.

However, these are the key questions you should ask and answer with your business plan:

• How will your business make money?
• Is there a need for your product or service?
• Who are your customers?
• How are you different from the competition?
• How will you reach your customers?
• How will you measure success?

How long should a business plan be?

The length of your business plan fully depends on what you intend to do with it. From the SBA and traditional lender point of view, a business plan needs to be whatever length necessary to fully explain your business. This means that you prove the viability of your business, show that you understand the market, and have a detailed strategy in place.

If you intend to use your business plan for internal management purposes, you don’t necessarily need a full 25-50 page business plan. Instead, you can start with a one-page plan to get all of the necessary information in place.

What are the different types of business plans?

While all business plans cover similar categories, the style and function fully depend on how you intend to use your plan. Here are a few common business plan types worth considering.

Traditional business plan: The tried-and-true traditional business plan is a formal document meant to be used when applying for funding or pitching to investors. This type of business plan follows the outline above and can be anywhere from 10-50 pages depending on the amount of detail included, the complexity of your business, and what you include in your appendix.

Business model canvas: The business model canvas is a one-page template designed to demystify the business planning process. It removes the need for a traditional, copy-heavy business plan, in favor of a single-page outline that can help you and outside parties better explore your business idea.

One-page business plan: This format is a simplified version of the traditional plan that focuses on the core aspects of your business. You’ll typically stick with bullet points and single sentences. It’s most useful for those exploring ideas, needing to validate their business model, or who need an internal plan to help them run and manage their business.

Lean Plan: The Lean Plan is less of a specific document type and more of a methodology. It takes the simplicity and styling of the one-page business plan and turns it into a process for you to continuously plan, test, review, refine, and take action based on performance. It’s faster, keeps your plan concise, and ensures that your plan is always up-to-date.

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

A business plan covers the “who” and “what” of your business. It explains what your business is doing right now and how it functions. The strategic plan explores long-term goals and explains “how” the business will get there. It encourages you to look more intently toward the future and how you will achieve your vision.

However, when approached correctly, your business plan can actually function as a strategic plan as well. If kept lean, you can define your business, outline strategic steps, and track ongoing operations all with a single plan.

Noah is the COO at Palo Alto Software, makers of the online business plan app LivePlan. He started his career at Yahoo! and then helped start the user review site Epinions.com. From there he started a software distribution business in the UK before coming to Palo Alto Software to run the marketing and product teams.

Table of Contents

• Use AI to help write your plan
• Common planning mistakes
• Manage with your business plan
• Templates and examples

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How to Write a Business Plan for a Sole Proprietorship

Starting your own business as a sole proprietor is an exciting journey, offering unparalleled flexibility and control over your professional destiny. Yet, navigating this path successfully hinges on having a clear, well-structured business plan. This essential document serves as your roadmap, outlining your vision, strategy, and the practical steps needed to bring your business to life. Here’s how to craft a business plan that lays the groundwork for your sole proprietorship's success.

Key Components of a Sole Proprietorship Business Plan

A robust business plan for a sole proprietorship encompasses several critical sections:

Executive Summary: Your executive summary should succinctly encapsulate your business concept, target market, and competitive advantages. This section is crucial as it sets the stage for the detailed plan.

Company Description: Offer an in-depth overview of your business, including its structure, the products or services you provide, and your overarching goals. This section lays out the essence of your business and its purpose.

Market Analysis: Conduct a comprehensive analysis of your target audience and competitors. This research is essential for carving out your niche in the market and developing strategies to serve your customers effectively.

Organization and Management: Describe your business's organizational structure and any external support, such as freelancers or consultants, you plan to utilize. This section outlines how your business will operate and scale.

Marketing and Sales Strategy: Detail your approach for attracting and retaining customers. This includes your marketing channels, promotional tactics, and sales processes.

Service or Product Line: Clearly explain what you're offering, focusing on the benefits to your customers and why there's a demand for your product or service.

Financial Plan: Include comprehensive financial projections, such as revenue forecasts, cash flow statements, and a break-even analysis. This section is vital for understanding the financial viability and planning for profitability.

Tailoring Your Plan to a Sole Proprietorship

Emphasize Personal Branding: As a sole proprietor, your personal brand is intrinsically linked to your business. Your plan should reflect how your personal strengths and network contribute to your business's unique value.

Build in Flexibility: One of the strengths of a sole proprietorship is its ability to adapt quickly. Your business plan should include flexible strategies that allow you to pivot in response to market demands or challenges.

Utilizing Resources and Tools

In the journey of drafting a comprehensive business plan for your sole proprietorship, leveraging the right tools and resources can streamline the process and enhance the quality of your plan. Here are two crucial areas where the right resources can make a significant difference:

Recommended Tools and Software

The market is replete with tools and software designed to simplify the business planning process, from formulating your executive summary to projecting your financials. Utilizing these can save you time, provide structure, and even offer insights you might not have considered. Some top recommendations include:

Business Plan Software: Platforms like Plannit AI or Bizplan offer guided experiences through the planning process, with templates and financial forecasting tools that make it easier to create a professional plan.

Financial Modeling Tools: Software such as Excel or Google Sheets, with templates for cash flow statements, profit and loss forecasts, and break-even analysis, can help you craft detailed financial projections.

Market Research Resources: Tools like Statista or Google Trends can provide valuable data on market trends and consumer behavior, informing your market analysis section.

Project Management Apps: Applications like Trello or Asana can help you organize your business planning process, set deadlines, and track progress.

Seeking Professional Advice

While tools and software can streamline the planning process, the insight and guidance from experienced professionals can be invaluable. Consulting with financial advisors, business mentors, or industry experts can offer several benefits:

Financial Planning: A financial advisor can help you create realistic financial projections, advise on funding strategies, and identify potential financial pitfalls.

Business Strategy: Business mentors or consultants with experience in your industry can offer strategic advice, critique your business model, and suggest ways to enhance your competitive advantage.

Legal and Regulatory Guidance: For questions about the legal structure of your sole proprietorship, intellectual property, or regulatory compliance, consulting with a legal expert is essential.

By combining the power of the right tools and software with the wisdom and experience of professional advisors, you can create a business plan that not only lays a strong foundation for your sole proprietorship but also positions it for long-term success and growth.

Common Pitfalls to Avoid in Your Sole Proprietorship Business Plan

Creating a business plan for a sole proprietorship is a critical step in setting up your business for success. However, even the most diligent entrepreneurs can fall into common traps that potentially hinder their progress. Being aware of these pitfalls can help you navigate your planning process more effectively and set a solid foundation for your business growth. Here are key mistakes to avoid:

1. Overlooking Detailed Market Research

One of the most significant oversights in business planning is insufficient market research. Understanding your target market's needs, preferences, and behaviors is crucial for tailoring your products or services effectively. Moreover, a deep dive into competitor analysis allows you to identify gaps in the market you can exploit. Avoid making assumptions without data to back them up, and invest time in gathering insights that will inform your business strategies.

2. Underestimating Financial Needs

Many sole proprietors underestimate the capital required to start and sustain their business until it becomes profitable. This can lead to cash flow problems, which are a common reason for business failure. When drafting your financial plan, include detailed projections for startup costs, operating expenses, and a buffer for unexpected costs. It's better to overestimate your financial needs and have surplus funds than to find yourself in a financial bind.

3. Neglecting a Marketing and Sales Strategy

Assuming that your product or service will sell itself is a critical mistake. A comprehensive marketing and sales strategy is essential for attracting and retaining customers. This strategy should outline your target market, marketing channels, promotional tactics, and sales process. Without a clear plan for how you will reach your customers and convince them to buy from you, even the best business ideas can flounder.

4. Ignoring the Need for Flexibility and Adaptability

The business landscape is constantly changing, and what works today may not work tomorrow. Your business plan should not be so rigid that it cannot accommodate changes in the market, customer preferences, or new opportunities. Incorporate flexibility into your plan, allowing you to pivot or adjust your strategies as necessary to respond to unforeseen challenges or take advantage of new trends.

5. Skipping Professional Advice

Even if you're a seasoned expert in your field, seeking advice from financial advisors, legal consultants, or business mentors can provide valuable insights you might have missed. These professionals can help you identify potential flaws in your plan and offer solutions you hadn't considered. Skipping this step could mean overlooking crucial aspects of your business that could lead to problems down the line.

A well-crafted business plan is your roadmap to success as a sole proprietor, but it's essential to be mindful of common pitfalls that can derail your efforts. By conducting thorough market research, accurately estimating your financial needs, developing a solid marketing and sales strategy, maintaining flexibility, and seeking professional advice, you can avoid these mistakes and build a strong foundation for your business. Remember, the goal is not just to start a business but to sustain and grow it into a successful venture.

Starting or Running a Business?

Generate a business plan in minutes.

Once you have assessed your organization’s market position and developed your organization’s business model , it is time to create your organizational business plan. A business plan is an important tool for identifying and communicating your core capabilities, the value proposition of your products and services, and the customers to whom you will provide products and services. It also explains your financial structure, including costs to run your organization and revenue sources.

A business plan is a living document. Your business plan explains your organization’s strategy and operations: refer to it regularly when you are faced with decisions about priorities or where to invest resources. Update it when your strategies, resources, and underlying assumptions you made in developing the plan change.

Drawing on your market assessment , goals and objectives , identification of partners , and business model , your business plan will provide detailed answers to the following questions:

• What are your mission and vision?
• What is your unique value proposition?
• What assets and infrastructure do you have available?
• What additional assets and infrastructure do you need?
• What products and services will you offer? How will you deliver them?
• Who are your customers? How will you reach them?
• Who are your partners? Who are your competitors?
• Who will make which organizational decisions and how?
• How will your organization stay financially sound?
• Where will your revenue come from, what major costs do you have?
• What are your forecasted revenues and costs—when will you break even or become profitable (depending on which is revelant to your business model)?

How Does a Business Model Relate to a Business Plan? A business model, covered in the Market Position Develop a Business Model  handbook, describes the value your organization provides to the market and how you are compensated for your work. It includes information on the following: The services you provide The customers you will serve The assets and infrastructure you will need Your financial model Your governance structure. A business plan, as covered in this handbook, explains how you implement your business model in order to achieve your mission, vision, and goals . It details the organizational and financial structures and processes that you need in place to be able to operate in the capacity you choose.

Your business plan plays an important role in attracting funders, investors, and partners. It is also a key foundation for your organization’s ongoing operational and management functions and plays a large role in informing your program design .

The key aspects of a business plan covered in this handbook are your organization’s:

• Assets and infrastructure
• Products and services
• Market and customers
• Partners and competitors
• Financial structure.

The last section of your business plan you should write is the executive summary, which succinctly rolls all of the other sections into an overview focusing on the highlights and strengths of your overall plan.

These handbooks provide more detail on designing and implementing a cohesive and balanced residential energy efficiency program.

Marketing & Outreach – Develop Implementation Plans

Financing – develop implementation plans, contractor engagement & workforce development – develop implementation plans.

The steps below describe an approach for organizing your development of a business plan and provide useful resources and examples. Each of the steps corresponds to a section of the plan itself.

You will need to have a clear vision for your business model before you draft your business plan.

Key Resources For in-depth information about business planning and business models, refer to the following resources: Overview of Business Planning and Business Models , developed by the U.S. Department of Energy Understanding Costs and Revenues , developed by the Environmental Finance Center at the University of North Carolina Create Your Business Plan , developed by the Small Business Administration. Download an example of a business plan from DOE’s website to get started, or visit Bplans , a free resource for business planning, to access an online collection of sample business plans. For business plans specific to delivering building energy efficiency upgrades, you can refer to plans developed by Greater Cincinnati Energy Alliance , a Better Buildings Neighborhood Program partner. The Market Position & Business Model Implementation Plan Template , developed by the U.S. Department of Energy, can also help you develop a strategy for planning, operating, and evaluating your business planning activities.

Develop or revise business, financial, and staffing plans

This section of the business plan should describe the assets and infrastructure that allow you to start and run your organization—and the capital and other resources needed to pay for them. It should outline the capabilities required to implement your business model and include:

• An overview of your organization —your name, mission, vision, and goals as well as a brief summary of your organization’s services and staff.
• Your organization’s legal designation —whether it is for-profit, nonprofit, utility, etc.; its other key characteristics (e.g., tax-exempt status).
• The Better Buildings Neighborhood Program Business Model Guide provides information on a typical breakout of costs for non-utility organizations.
• Facility description —the location and quality of facilities, equipment, and other materials needed to operate.
• Milestones —a summary of important milestones, expected start and end dates, managers in charge, and budgets for each of the milestones. Experience from many programs suggests that it takes at least one to two years for a new residential energy efficiency program to be fully operational, depending on funding, human resources, availability of qualified contractors, and other factors. That timeframe can be shorter if services are more targeted (e.g., offering insulation installation only, rather than a full suite of energy efficiency upgrades) or are being added to existing efforts.

This section should detail the bundle of services or products your organization will offer, including:

• Service/product descriptions —an elaboration of the services described in your business model and the purpose and functions they are intended to address.
• Complementary products and providers —based on your market assessment, a description of complementary or alternative products from other organizations, and why yours are unique or meet specific needs of your market.
• Sourcing —information about the product and service supply chain, including a description of how your organization intends to obtain its products (i.e., home energy upgrades) and access needed services (e.g., qualified contractors to perform upgrades), as well as whether there are risks to the availability of your inputs (e.g., if only one manufacturer of a particular product is accessible in your market).
• Technology —information about what types of technology will be used, such as project tracking software or tools, to support product or service delivery.
• For example, the Bonneville Power Administration has a standard process for identifying, screening, and assessing emerging technologies for potential adoption in regional energy efficiency programs.

This section should describe the market for the service or product your organization intends to offer. It will draw upon both your organizational and program market assessments and the description of the customers in your business model . It will provide the foundation for a more detailed analysis of customers as part of your strategy for marketing and outreach . This section should address:

• Market identification, size, and trends —a description and analysis of the target market, including sector (e.g., residential, multi-family, commercial), the number of potential customers, trends (e.g., whether home remodels are including home energy upgrades; whether people are converting to different types of heating or cooling sources), and the potential for growth in demand over time, all of which you will have identified during your market assessment .
• Market segmentation —the subset of target customers within the market who have common characteristics and needs and for whom you will provide products and services. You should describe how your organization will tailor products and services to meet the specific needs of your market segments.
• A specific market segmentation strategy to target customers in each of the market segments.
• A pricing method that best aligns with the needs and behaviors of customers and clients.
• Specific promotional tactics, such as advertising and direct marketing. These strategies are outlined in the Marketing and Outreach component .
• Value proposition and competitive edge —a description of what makes your product unique and worthwhile investments for consumers and contractors, and why it is better than alternatives, if any, already offered. This section should also describe how your products and services compare with those provided by successful organizations in other places.

This section should identify and describe existing and potential partners and potential competitors. Among other things, this will help you understand how partners can help you establish relationships with your customers and enable effective communications strategies for reaching your target market segments.

• Partners —a description of current and future partners , the value they can contribute to your organization, and reasons for engaging them. Highlight any strategic alliances that have been or could be formed and the benefits of doing so.
• Competitors —a description of possible competitors and brief descriptions of related products or services, as identified in your market assessment . Highlight the most significant competitors and justifications for competing with them.

This section should introduce the management team responsible for running your organization, define personnel requirements, and describe how your organization will be organized to conduct its activities. It includes:

• Organizational structure —a description of how your organization is structured in order to coordinate and conduct its activities and achieve its aims, drawing on your business model .
• Management team —names, roles, and responsibilities of leaders. Note any gaps in your organization’s managerial resources and activities, along with the solutions to overcome them.
• Personnel plan —personnel requirements, staffing approach, and payroll information. This should include projections of future personnel.

This section of the business plan should comprehensively describe your organization’s current and projected financial structure, including capital and operating costs and revenue forecasts. Defining your financial structure will help you clear a path toward financial sustainability and help you communicate your organization’s financial strength and value to potential funders, investors, and partners.

The descriptions and analysis should include, but not be limited to:

• Assumptions —a description of any assumptions in the financial analysis, including assumptions used to project future financial performance. Financial assumptions are critical to business planning because they provide information about your projected revenues and capital and operating costs.
• Analysis of alternative assumptions —the financial plan should include a worst case financial scenario, a best case financial scenario, and an expected financial scenario. These scenarios should outline projected surpluses or deficits. The plan should also include a break-even analysis to show the point at which revenues will cover costs. As part of the projection process, you should analyze the impacts of alternative assumptions (e.g., number of upgrades, number of participating contractors) on your organization’s costs and revenues. This will help you understand the sensitivity of results to key assumptions. Any assumptions that cause wide variation may warrant additional analysis and discussion among the organization’s management or other decision-makers. Several methods for analyzing financial scenarios are provided in the presentation Understanding Costs and Revenues , by the Environmental Finance Center at the University of North Carolina at Chapel Hill.
• Fundraising strategy and forecast —a forecast of anticipated funding resources over a defined period of time, and a strategy for obtaining these funds.
• Financial statements —relevant financial statements presented in a structured and easily understood way. The three basic financial statements that are fundamental to any organization’s business plan are described below along with illustrative examples of each: a balance sheet, income statement, and statement of cash flows. If your organization is not yet operational, use projected financial statements.

Balance Sheet A balance sheet , also known as a statement of financial position, shows detailed information about your organization’s assets and liabilities. A balance sheet will help your organization ensure that your sources of funds (i.e., your assets) can cover what you owe suppliers, creditors, and others (i.e., your liabilities), which is critical to sustaining your organization over time. Companies use balance sheets to calculate and report their financial condition at a point in time (e.g., monthly, quarterly, or annually). Balance sheets are essential when closing out a fiscal year. A standard balance sheet usually has three categories: assets, liabilities, and equity (with the organization’s assets balanced by its liabilities and equity). Each category might have many items within it. On the asset side, these may include cash, accounts receivable, and tools and equipment. On the liabilities side, these may include accounts payable, corporate credit card debt, and any bonds the company has issued. The specific items in each category differ by organization and business sector, but every balance sheet must “balance”—that is, the total value of all assets must be equal to all the liabilities and equity. The following example (for illustration only) is the 2012 annual balance sheet for Coca-Cola Enterprises. All figures are in millions, except share data. Sample Annual Balance Sheet Source: 2012 Annual Balance Sheet, Coca-Cola Enterprises, 2013.

The Income Statement: Revenues, Costs, and Profits An income statement, also known as a profit and loss statement, is a report of a company’s income, expenses, and profits over a period of time. As part of revenue forecasting, an organization should prepare a projected income statement spanning at least three years. These estimates describe how the organization might perform over time and, when updated and verified, can serve as a tool for future planning and projections. Income statements allow organizations to track profitability over time. They can also be used as management tools for day-to-day work and as planning tools for the future of your organization. They give funders and partners an understanding of your financial position, needs, and where applicable credit-worthiness. Income statements detail your organization’s: Amount and sources of revenue (e.g., grants, foundations, private investors) Cost of goods and services sold, which are the direct costs attributable to the production of the goods or services sold by your organization (e.g., contractor training, cost of loan buy-down) Wages based on salary plus benefits packages Marketing expenses, which might include advertising and direct community outreach campaigns Administrative expenses Interest expenses associated with borrowing funds, e.g., interest on loans or lines of credit (note that these are not as applicable for government- or ratepayer-funded organizations) Net income (or net profit), which is the total amount an organization makes after all expenses have been accounted for; positive net income is critical for an organization to stay viable over time. Sample Income Statement An income statement will help you define all of your costs and revenues. Costs are largely determined by the types of services you will provide. Certain fixed costs should be expected regardless of size or performance—such as salaries and benefits, office expenses, and marketing. Other costs vary depending on the success of the organization and volume of work. These include financial incentives and subsidies (e.g., rebates, loan buy-downs, contractor training costs) and salaries and benefits for employees who provide demand-sensitive consumer services (e.g., time dedicated to energy concierge services). The chart below illustrates a residential energy efficiency program cost allocation from the Better Buildings Neighborhood Program Business Model Guide. This is for illustrative purposes only; cost allocations will vary by program. Residential Energy Efficiency Program Cost Allocation Source: Better Buildings Neighborhood Program Business Models Guide , U.S. Department of Energy, 2013. You can estimate revenues by estimating market demand for your services or products. Every revenue source has a basic set of factors that will determine its amount. The better you understand these, the more accurate the estimates will be. For example, factors that influence the revenue from charging contractors a fee for participating in a residential energy efficiency program include: Demand for home energy upgrades The amount charged by the contractor to provide upgrades The level of market penetration achieved by the program The number of participating contractors.

Statement of Cash Flows A cash flow statement reports on a company's operating, investment, and financing activities. It is reported on a cash basis , which means that it includes only inflows and outflows of cash and cash equivalents. This is in contrast to the balance sheet and income statement, which are reported on an accrual basis that matches revenues to expenses. For example, under a cash-based accounting system, income is counted when cash or a check is received from a customer. Under an accrual-based accounting system, income is counted when a sale is made, even if payment for that sale does not occur until a later date. The cash flow statement provides information on a firm’s liquidity; an indication of the amount, timing, and probability of future cash flows; and additional information for evaluating changes in assets, liabilities, and equity. A simple example of an annual projected cash flow, adapted from page 26 of the example business plan from Bplans, is below. It is for illustrative purposes only. Sample Annual Projected Cashflow Cash received Cash funding $27,270 Cash from receivables $2,770 Subtotal $30,049 Expenditures Cash spending $24,000 Bill payments $14,566 Subtotal $38,566 Net cash flow ($8,517) Cash balance $6,932 Source: Example Business Plan , Bplans, 2011.

The executive summary encompasses the important points of the entire business plan in no more than two pages. It should highlight the strengths of your business plan and therefore should be the last section of the plan you write. It is usually placed at the beginning of the business plan document.

At a minimum, it should include:

• A description of your organization, its mission, objectives, and keys to success
• A brief introduction of the management structure
• A definition of the industry in which the organization operates
• An outlook on the potential future of the organization.

A business plan developed by the Greater Cincinnati Energy Alliance provides an example of an executive summary.

In recent years, hundreds of communities have been working to promote home energy upgrades through programs such as the Better Buildings Neighborhood Program, Home Performance with ENERGY STAR, utility-sponsored programs, and others. The following tips present the top lessons these programs want to share related to this handbook. This list is not exhaustive.

In order to craft a sustainable financial model, organizations need to identify long-term sustainable revenue sources. As with the Better Buildings Neighborhood Program, grant funding can be a great way to get an effort off the ground; however, grant funding does run out, leaving the need to secure alternate revenue sources. Many Better Buildings Neighborhood Program partners overcame this challenge by aligning revenue opportunities with gaps or untapped potential for business in their local market. In some cases, several years were needed to gain trust and demonstrate results before funding was secured, so the sooner you begin considering options, the better the chances are of finding and securing one that is viable. Consider a wide range of options and pursue those opportunities that best match what your organization and local market have to offer. See a detailed list of potential funding sources in the Market Position - Develop a Business Model handbook .

• In 2010, St. Lucie County in Florida was awarded an Energy Efficiency and Conservation Block Grant and created the Solar and Energy Loan Fund (SELF), expecting that property assessed clean energy loans (PACE) would be an integral part of the residential loan structure. When Freddie Mac and Fannie Mae challenged the residential PACE system nationwide, SELF shifted direction. They evolved through a multi-year process into a certified community development financial institution (CDFI) focused on energy efficiency and renewable energy upgrades for the residential sector. They targeted low and moderate income populations that had been especially affected in Florida by the economic crisis in 2009.
• The change meant that SELF no longer had access to capital from investors seeking highly secured and profitable investments through PACE; however, becoming a CDFI allowed SELF to diversify its products and receive new types of support in the form of grants for technical assistance and loan capital. By becoming a certified CDFI, SELF was able to attract capital from banks as Community Reinvestment Act (CRA) investments and establish legitimacy in the eyes of other socially responsible investors.  For example, in the last year of operating under the Better Buildings grant, SELF contacted faith-based foundations that seek to make socially responsible community investments. Over the year and a half after the Better Buildings grant, SELF raised an additional $835,000 from 5 different religious organizations.
• Under their business model, SELF faced some challenges limiting their ability to attract capital. For example, even though they implemented new policies to have Uniform Commercial Codes and a more strict collections process, capital providers are still wary of the fact they provide “unsecured” loans. Nevertheless, SELF’s portfolio results of less than 1% default and less than 3% delinquency helped prove that they had a good evaluation method and their risk management procedures were effective. The new CDFI business model allowed SELF to become self-sufficient by providing a platform to offer financial and non-financial services that could generate diversified revenue streams. These revenue sources include interest and fees earned on their investments; fees from off balance sheet portfolios such as commercial PACE; and fees from partnering with other financial institutions to sell their financial product and other activities such as contractor training. 

The following resources provide topical information related to this handbook. The resources include a variety of information ranging from case studies and examples to presentations and webcasts. The U.S. Department of Energy does not endorse these materials.

Business Plan Example - Catering for Kids Business Plan

Greater cincinnati energy alliance: strategic plan, southern california gas company energy efficiency business plan.

This business plan introduces Southern California Gas Company (SoCal Gas) and the company's vision and goals. It provides detailed strategies and approaches for achieving goals, as well as budgets for activities.

Southern California Edison Company's Energy Efficiency Rolling Portfolio Business Plan For 2018-2025

This business plan is organized into nine chapters. Chapter I provides background on the business plan concept and describes the organization of Southern California Edison Company's (SCE's) plan. Chapter II presents SCE's vision of EE in California, including discussion of important policy issues. Chapter III provides a summary of SCE's proposed EE portfolio including: SCE's vision and goals; drivers of EE; high-level strategies to achieve its vision; how SCE will comply with the requirements for statewide administration and third-party solicitations; key portfolio data such as budget, forecast energy and demand savings, cost-effectiveness; and proposed metrics.

PG&E's Energy Efficiency Business Plan

This business plan outlines Pacific Gas and Electric Company's (PG&E's) high-level approach to achieving state energy efficiency policy goals through 2025.

CA Central Coast REN Residential Energy Efficiency Business Plan

This business plan outlines California Central Coast Regional Energy Network's (3C-REN) core design elements - the crucial component of a phased implementation approach to overcome potential barriers, forecasted budget requirements - and shows how measuring success with a comprehensive set of metrics and tools will lead to the anticipated program improvement outcomes and market transformation goals.

BayREN Energy Efficiency Business Plan 2018­-2025

This business plan outlines the Bay Area Regional Energy Network's (BayREN) ten-year vision, with goals, strategies, and tactics to increase the access and availability of energy efficiency services to a broad range of ratepayers and sectors, including moderate income residents, multifamily property owners, small and medium commercial businesses, and local government municipalities.

Turning Around Your Residential Program: Lessons Learned - City and County of Denver

Overview of business planning and business models, understanding costs and revenues.

Presentation aimed at program administrators that highlights the elements of an income statement, methods for forecasting costs and revenues, the importance of performance measurement, and potential revenue streams.

Better Building Residential Program Implementation Plan Template - Market Position & Business Model

The Market Position & Business Model Implementation Plan Template will help you develop a strategy for planning, operating, and evaluating your business planning activities.

Pro Forma Resources: Draft Contractor Pro Forma Tool

Tool to evaluate contractor impacts on program revenue.

Better Buildings Neighborhood Program Business Models Guide

This report serves as a resource for program administrators and building contractors who are or may be interested in starting or expanding their services into the residential energy efficiency market.

Do you dream of making twice as much, working half the time? Join me for the upcoming online training.

Discover how to get your business to 20K, 50K, even 100K a month, without sacrificing your life. This FREE hands-on, half-day workshop shows you exactly how. Join us.

How to create your proprietary system

• July 9, 2012

As an entrepreneur, it’s important to assemble your knowledge into a content system that’s easy to follow – a proprietary system.

Clients frequently ask me how to put together their proprietary system and in what order the information should go. The confusion comes from the difference between working privately with clients versus group coaching or a home study program.

When you are coaching a client privately, you can start anywhere they want depending on the person’s specific needs. So you might start at step six because that is what they need in the moment and then circle back to step one at a later date. And the client won’t be confused by this out-of-order interaction because you are jumping in exactly where they are.

But, with a group or home study program, the experience for the client is very different. The content must be presented in a more orderly fashion. In other words, it should start from the beginning of what you do and go to the end in a chronological and logical manner.

So, for example, when I sat down to write my The Leveraged Business System (my proprietary system) I started by having my students make client attraction a priority, then figuring out what their position was in the marketplace. Once that was done, the logical next step was to determine where to find their ideal clients, and then the next step involved creating their compelling marketing message, followed by their materials, etc.

Most importantly, you want your proprietary system to make sense for marketing purposes.

You want to set it up so that communication about what’s included on your website and in your materials is clear and logical. Step by step. Visitors can see what the first step is and the second step, etc. Putting things in order this way will also work for a boot camp or other multi-session series.

Another way to think of organizing the information is as if you were writing a book. In fact, many of my clients turn their proprietary system into a book over time, as they gain more experience and client success stories.

Once you can put your system into chronological order, writing it and pulling all the pieces together will be so much simpler. And you’ll rest easy knowing people who use the system will benefit from the logical arrangement of the material.

Your The Leveraged Business Assignment

Have you created your proprietary system yet? If you haven’t done so, this is the perfect time to get started. Think about the program you want to offer and first map it out step by step. That will help you know what to write and include, and how it should be presented.

If you have already started or even completed your unique selling propositions , you may want to look them over to check they are in chronological order. Take a look at your marketing materials as well to make sure your communication of the system makes sense logically.

Now, if you’re just starting out and trying to fill your practice in the FIRST place, then follow a step-by-step system that feels easy and authentic to you. The Leveraged Business Program™ gives you the most important things to do to set up simple, solid systems, so that you consistently fill your pipeline and continually get new clients.  It’s all step-by-step, not a big mishmash of things . So, you do step one of the system, and when you’re done with that, you move on to step two, and so on. All the tools, scripts, templates, and examples are handed to you on a silver platter.  Easy . You can get it at  The Leveraged Business .

Want to know more about our programs ? You can book a FREE strategy call with one of our coach. Time to get that work done and to scale your business to a six-figures revenue, don’t you think so ?

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How to write a business plan for recruitment in 2024 (template included)

• Published on June 3, 2020
• Updated on February 12, 2024

Writing a business plan in recruitment has always played a crucial part in the interview process for a number of recruitment agencies around the world.

A comprehensive business plan can demonstrate a recruiter’s commitment, knowledge and commercial acumen. During economic uncertainties in 2023, these qualities are more important than ever.

Arriving at an interview armed with a comprehensive business plan before you’re even asked will no doubt set yourself apart from other recruiters.

During economic uncertainties, managers will need to present a business case to leadership for budget approval in order to make a hire. Your business plan will be an important element of this business case. An impressive business plan could be the difference between landing an offer today, or falling into a pipeline of other candidates.

In this article, we share a step-by-step guide outlining how to create a comprehensive business plan. We walk through the key components and include examples.

At the end of the article, you can download a free recruitment business plan template which is tailored towards the key components mentioned in this article.

A business plan should be packed full of relevant information but should be compressed and to the point. Avoid verbiage, stay specific and keep to 4 – 6 pages.

Introduction

Start with a title. Include your name and the company you’re writing the business plan for. A little personalisation will go a long way.

Underneath your title, outline the objective of your business plan and again personalise it towards the agency you’re interviewing with. While you have the hiring manager’s attention, this paragraph is an opportunity for you to demonstrate how comprehensive your business plan is. The aim is to capture the hiring manager’s interest so they continue to read each component:

“The objective of this business plan is to outline the value I can add to employer’s name.

In this business plan, I have highlighted my specialism, hiring activity in my market, my candidate and client strategies, my methodology, how I plan to recruit through economic uncertainties in 2023, my competition and my personal revenue projections over 12 months.”

You can use this paragraph as a way to introduce your business plan verbally if you’ve called up a hiring manager. You can also use this extract in a cold email.

Your specialisation

This is a crucial positioning statement for your value-add. It sets out precisely where your network and experience lies and what you intend to bring to the table in your new role.

Your specialisation can be described clearly by outlining what roles you will specialise in, what industries you will target, what level of seniority you will focus on and what geographies you will cover.

For ease of reading, you can use each component as a title and use bullet points to expand upon your answers.

Taking a Technology recruiter as an example:

What roles I will specialise in:

• Product Management permanent roles
• UX/UI Design permanent roles

What industries I will target:

• Series A – C funded technology startups (high investment, high growth and high volume of roles)

What level of seniority I will focus on:

• Mid to senior (120 – 180k salary range for Product Managers, 140 – 200k salary range for Designers)

What geographies I will cover:

• Based in Singapore, the local market will be my core market
• Secondary markets include Jakarta, Bangkok and Kuala Lumpur due to less competition from recruiters and high volume of roles

Hiring activity trends

The hiring activity trends section provides an opportunity for you to demonstrate and portray your knowledge of the market.

The 3 important components of this section are: hiring activity over the past 3 years, hiring activity for next year and how you predict hiring activity to shift beyond that.

Utilise your own knowledge of the market but back it up with research gained from reputable sources related to your market e.g. Tech in Asia, Tech Crunch, Channel News Asia, The Straits Times or The Financial Times.

You’ll want to cover how hiring activity has increased or decreased, what the drivers of growth are in your industry and what the threats and challenges are within your sector.

Candidate strategies

Moving on from market trends, this section indicates how you will acquire candidates for your desk. It offers an opportunity for you to demonstrate the experience you’ve learnt in candidate management from your previous firm, but also an opportunity for the employer to ensure that your approach aligns with theirs.

3 key components of this section include: how you will generate candidate leads, what challenges you expect to face and how you will overcome these challenges.

Taking a Front Office Banking & Financial Services recruiter as an example:

How do I plan to generate candidate leads:

• Direct headhunting using a LinkedIn Recruiter account, this costs approximately $X amount, the key benefits being access to a high volume of InMails and enhanced search capability. This has been the sourcing tool for 60% of my previous placements

Challenges I expect to face:

• In light of economic uncertainties in 2023, highly sought-after candidates may be risk-averse and may not see this as a good time to move jobs

How I will overcome these challenges:

• I will develop relationships with these candidates for the future but I will adjust my sourcing strategy accordingly by increasing volume of direct approaches

Client strategies

A similar section to candidate strategies but geared towards clients. Arguably more important than candidate strategies during a recession as the market could be job-short – even in the good times, strong business development capabilities in recruiters are harder to find.

This section includes 6 key components including how you plan to onboard new clients, how you plan to sustain relationships with clients for repeat business, what industries your clients are in, the challenges you expect to face and how you will overcome these challenges.

Take these bullet points as a basic example:

How I plan to onboard new clients:

• During a recession, I plan to cultivate relationships by helping and consulting clients on non-recruitment related issues, such as advising clients on the current state of the market
• I plan to generate leads by making 25 cold calls per day during the ramp-up period, to again offer support and advice where needed, and to leverage any open roles
• A soft approach of connecting with hiring managers, HR contact and C-Level candidates on LinkedIn, to establish working relationships and eventually convert into clients

How I plan to sustain relationships with current clients and win repeat roles:

• The most important way to sustain relationships is by offering a service that is superior to competitors. That is by being transparent, sticking to deadlines and delivering results
• Regularly catch up with clients on a monthly basis to see how they’re doing and see if you can generate new roles
• Keep yourself updated on company news and congratulate clients on milestones e.g. if they generate a Series C round of funding

What industries I will target clients in:

• Series A – B funded technology startups
• During a recession there is less of an appetite to use agencies due to an unprecedented volume of great candidates available in the market
• Offer free support to companies currently not using agencies, provide an impressive service and convert into paying client post-recovery

The 6th component is “examples of target clients” and this is where you can really demonstrate tangible market knowledge. Use company names, find the potential contact in each company and add your comments, such as the volume of roles you expect from that client. 5 examples should be enough to peak your hiring manager’s interest.

You can use a table to display this information with ease:

It goes without saying that you should never be tempted to use information that is proprietary to your previous employer. This information can be openly found with some basic LinkedIn research.

My methodology

Are you a recruiter that is focussed on crunching numbers? Are you a recruiter who is focussed on cultivating long-term relationships? In this section, you can include a few quick bullet points to explain how you approach recruitment. This information gives your hiring manager an indication about whether you hold similar values and whether you have similar working styles.

How you can adapt to recruiting during a possible economic downturn

This section is a new one in response to market conditions in 2023 but can demonstrate how you are prepared to deal with current and upcoming challenges.

You can use this section as the title and include bullet points to outline how you will adapt to these market conditions.

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My key competitors

Which recruiters and agencies offer the greatest competition? Demonstrating your knowledge in this area highlights that you are commercially aware outside of your core market.

Include about 5 different competitors who are directly competing in your patch. You can use the table below to display this information:

Personal revenue and target projections

In many business plans, financial projections are of utmost importance and can demonstrate your commercial acumen. If you’ve ever watched Dragon’s Den, you’ll know what happens when you don’t know your numbers!

Project your personal revenue for 4 quarters. You can start your calculations by predicting the average annual salary of a candidate in your patch. You can project your average percentage fee agreed with clients and from there you can calculate your average fee. Once you have this, you can predict the amount of placements you’ll be making per month.

Make sure your revenue projections are realistic and achievable. Avoid the temptation to predict vastly optimistic revenues, especially during a possible recession. You must allow time to ramp-up and there must be a logical relationship between your historical and predicted revenues.

The plan only includes project revenue. Your historical revenue should be on your CV.

Take the below as an example:

My predicted average annual salary of candidates:

My predicted average percentage fee agreed with the client:, my predicted average fee:, my predicted average placements per month, my projected revenue over 12 months.

Underneath, you can also include the KPIs you will set yourself to guide you in achieving these numbers. For example, you can set yourself a guideline for how many CVs you need to send, how many candidate meetings you need to arrange, how many client meetings you need to arrange and so on.

The template

We’ve constructed a free template built around the components mentioned above, so you can create your own for when you reach out to hiring managers.

To download this template, please add your email below and you’ll be redirected to the template.

By downloading our busines plan, you agree to our  Privacy Policy and Notification Settings .

This step-by-step guide should give your hiring manager a clear idea of your plan. If executed successfully, you’ve already demonstrated your commitment, knowledge and commercial acumen before even attending an interview.

The way you’ve structured your plan will give your hiring manager a very clear indication of your methodology and whether you’d fit their structure. Keep in mind that if your methodology is focused on high volume recruitment, it’s not going to work well with an executive recruitment agency.

As a next step, learn this plan inside and out. Be prepared to pitch your plan to your hiring manager and answer detailed questions surrounding each component.

Leave your interviewer with no room for concern and secure that role! Lastly, if you enjoyed the article, please consider subscribing or following us on LinkedIn to have new articles for recruiters like this delivered directly to your inbox.

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As Founder of Charterhouse Partnership, I led the opening of 5 international offices, hiring & training hundreds of recruiters. Please subscribe to our weekly newsletter where I share my insights on the recruitment industry.

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8 Sole Proprietorship Examples (2024 Guide)

Updated: May 8, 2024, 11:49am

Table of Contents

1. freelance writer, 2. photographer, 3. personal trainer, 5. freelance graphic designer, 6. housekeeper, 7. bakery owner, when to register as a sole proprietorship, is a sole proprietorship right for you, frequently asked questions (faqs).

A sole proprietorship is a business entity where all liabilities and financial obligations pass to the single owner of the business. Those choosing a sole proprietorship are usually in low-liability career fields and seek the administrative ease and flexibility that comes with this type of entity. We’ve compiled a list of eight different types of businesses that make good sole proprietorship examples.

A freelance writer provides written content for clients, either for print or digital publication. They may write about a number of topics and in numerous forms, such as blogs, articles, white papers, scripts, ads, e-books, emails and more. A freelance writer is an independent contractor and works with their clients as an external team member on specific assignments.

What makes a freelance writing business a good fit for sole proprietorship is that it is a low-liability risk and is flexible. Many writers are part-time freelancers, so being sole proprietors of their own individual businesses makes sense.

Photographers typically work for themselves taking pictures at weddings, graduations, events or for other specific purposes such as senior photos or marketing materials. Some work at studios while many work on location for whatever event they are capturing. Many photographers are part-time. Most are solopreneurs, meaning they work on their business all by themselves.

A photographer likely has business expenses for their travel and equipment, which they can deduct for their business on their own tax return. A sole proprietorship often makes the most sense for a photography business in many cases because it is a low-risk business without a lot of liability. There is little benefit to most photographers, especially as they are starting out, to register another business entity type.

Personal trainers typically work out of their homes or in the homes of their clients. Gyms aren’t likely to accept the liability of letting you train people in their building unless you are an employee, so that their insurance will cover any mistakes.

The liability that a personal trainer has can likely be covered, for the most part, by liability insurance. There isn’t a lot of risk to accepting money to train people in a home or through online training unless they are injured. Until your business becomes quite lucrative, there are few benefits to registering anything but a sole proprietorship.

Plumbers who work for themselves and don’t hire employees are good candidates for a sole proprietorship. Their liability is typically limited and covered by insurance. It can be difficult to get your own individual plumbing business off the ground so saving any costs you can is important.

Once you start expanding your business or hiring employees, then it might make sense to register a limited liability company (LLC).

The field of graphic design is another area that works well as a sole proprietorship. A graphic designer takes on photo or image work from a number of different clients, billing each separately.

They usually work alone and can easily hire independent contractors if they need work done outside their expertise. There is no real liability to the work, making it another great career field for sole proprietorships.

Starting a business as a housekeeper means finding homes to clean and establishing a regular list of clients. This can be difficult to do on your own, but you also aren’t likely to need to pay for help right away.

The business is very easy to start and since you’re operating in the homes of clients, their home insurance will most likely cover any potential liability (though you should have your own insurance). Starting out as a sole proprietorship makes sense until you need to hire regular help to keep up with increased business.

A housekeeping business is likely to outgrow a sole proprietorship. When you hire employees or start to bring in a significant amount of revenue, then you’ll likely want to register an LLC.

Owning a bakery with a single location makes your business a good fit for a sole proprietorship because it is stable with low liability potential. You’ll have insurance to cover mistakes, such as food illnesses or slip and falls in your bakery. If you operate your bakery under any name but your own legal name, you will need to file a DBA (doing business as) with the state or local government.

Many bakeries need to hire employees unless they are specialty bakers in small towns with short hours or a special order-only policy. A small-town baker is often a good fit as a sole proprietor while a more growth-minded bakery will need to eventually form a business entity such as an LLC.

An educational tutor usually picks up clients as they can. They often go to the clients’ homes or meet them at libraries. This makes this a perfect fit for a sole proprietorship and is similar to the freelance examples above. There’s little to no liability for being a tutor, especially if you offer services in a public space.

Choosing to run your business as a sole proprietorship can be a good choice for businesses with a very low liability risk that don’t want to deal with the administration that other business entity types require. Business owners who aren’t fully committed to their business and are just dipping their toes into the water of entrepreneurship will find this to be a good immediate option.

There is no registration necessary to form a sole proprietorship in most places, but you should file for a DBA (doing business as) name with your state, city or county if you use a name for the business that is anything other than your own legal name.

Some areas require all businesses to register their information with the city or county even if they are sole proprietorships, so be sure to understand your local laws. Additionally, you may be required to obtain a license to conduct certain types of business in your area.

Deciding what type of business entity to use when starting a business  is an important decision. You might be happy with a sole proprietorship or consider a partnership, LLC or corporation. Each comes with its own unique set of pros and cons . A sole proprietorship is the default business entity that your business falls into if you do nothing and are the only owner of your business. It carries the lowest setup fees and requires very minimal paperwork.

A sole proprietorship is typically the best option for very small businesses where no employees are needed. If you are in a low-liability profession and do not need investors, a sole proprietorship may be the right choice for you.

As your business grows and you need employees or investors or want more tax advantages, you can consider other entity types. In particular, if you become concerned about protecting your personal assets from the liabilities of your business, forming an LLC can be a great idea.

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Which is better: a sole proprietorship or an LLC?

Sole proprietorships and limited liability companies (LLCs) are used for different purposes. An LLC is typically best for businesses with more liability potential and those that need to hire employees. An LLC also gives you more flexibility in how your business is taxed since you can elect to be taxed as a corporation. Learn how to set up an LLC .

What are the best online legal services?

Businesses of all sizes will need a lawyer at some point, whether that is to register their business or to deal with a client that isn’t paying. The best online legal services are affordable and able to quickly solve your legal issues. You can read our guide to the best online legal services to learn more.

Can you convert an LLC to a sole proprietorship?

You can, but it requires you to dissolve the LLC first, which is known as a dissolution. The steps involved include getting approval from all members of your LLC and filing your dissolution documents with the state agency that you filed your articles of incorporation with, which was likely the secretary of state. Then, you have to alert all of your creditors that you are dissolving the LLC so that you can receive your final bills from them and pay them. You must also file all tax forms with the federal government as well as on the state and local levels if necessary. The final steps include transferring any assets that you have to the sole proprietorship, publishing your dissolution, such as in your local newspaper or a posting on your social media sites, and transferring all business licenses from your LLC to your sole proprietorship.

What company is a sole proprietorship?

A sole proprietor is someone who owns a business independently and hasn’t registered it as another type of business entity. Many sole proprietorships never register with the state, but it is recommended to file a DBA if you are using a name other than your own legal name. Sole proprietorships do not have multiple owners, and they are not registered as LLCs or corporations.

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Jeff is a writer, founder, and small business expert that focuses on educating founders on the ins and outs of running their business. From answering your legal questions to providing the right software for your unique situation, he brings his knowledge and diverse background to help answer the questions you have about small business operations.

Kelly Main is a Marketing Editor and Writer specializing in digital marketing, online advertising and web design and development. Before joining the team, she was a Content Producer at Fit Small Business where she served as an editor and strategist covering small business marketing content. She is a former Google Tech Entrepreneur and she holds an MSc in International Marketing from Edinburgh Napier University. Additionally, she is a Columnist at Inc. Magazine.

What Is Proprietary: Everything You Need to Know

What is proprietary relates to ownership and the rights an owner may exercise in regards to his or her property or information. 3 min read updated on February 01, 2023

What is proprietary relates to ownership and the rights an owner may exercise in regards to his or her property or information. A proprietor is one that possesses, owns, or holds exclusive right to something.

Legally, what is proprietary often refers to proprietary information. Proprietary information is important, possibly sensitive information that a company owns. This information usually gives the company competitive advantage(s) in its market.

Things that can be used, known, produced, manufactured and/or marketed under the exclusive legal right of the inventor or maker may be proprietary. For example, a patented medicine is protected by intellectual property law against free market competition in regards to name, product, composition, or process of manufacture. If a manufacturer uses a particular manufacturing process that others do not know about ( trade secret protection ) or are forbidden to use (patent protection) then that is a proprietary process. A proprietary trademark is a name or logo that only the owner of that trademark can use.

If a business was in fact owned by and managed by an intelligence organization as a front, that would be proprietary to the intelligence organization.

Intellectual Property Protection

Protection to these proprietary articles are through intellectual property law: copyright, patents, trademark, etc. Unfortunately, however, at some time down the line, proprietary items and processes will lose their legal protection. This is when the information becomes a part of the public domain. Once that happens, anyone can use the item, process, or trademark as they see fit.

Baseball fans have proprietary attitudes toward their favorite team. When their team wins they say “we won,” not “they won,” as if they own or are part of the team.

Municipal corporations must act in the best interests of the citizens. This is a proprietary function. This proprietary function is different than its governmental functions, which are duties drawn from being a political part of a state.

Proprietary information is very important for the success of most businesses. This property may not be valued, but it is very valuable. Especially due to the marketplace and its competitive nature. Intellectual assets are highly sought-after commodities.

Because of the value and importance of such property, companies often prohibit directors, employees, and agents from disclosing confidential or proprietary information without proper authority in non-disclosure agreements/clauses. Sometimes this prohibition extends to after the employment relationship has ended.

If a contractor is hired and received proprietary information in order to do his or her work, a company often requires him/her to give back the information or property and to keep the information confidential.

Proprietary Information Can Include:

• Trade secrets
• Production methods
• Marketing strategies
• Salary structure
• Consumer contact information
• Past and present contracts
• Computer software
• Technology/hardware
• Employee knowledge
• Employee skill
• Financial data
• Test results

For information to be considered proprietary by a court, a company must treat the information as confidential. Courts will not find readily available information or public information proprietary. The information must also give the company a competitive advantage to be considered proprietary.

If the information is known to others outside of the company, then it will not give the company advantage. In order to be granted protection by a court, a company must also prove that it has taken “reasonable steps” to keep the information secret.

Courts do not require that companies take all possible measures to keep the information private. Courts do not require the secret to be absolutely or completely private. Reasonable steps in order to keep the information confidential must be “reasonable under the circumstances.”

A company has different ways to keep its information proprietary:

• Confidentiality clauses in employee contracts
• Nondisclosure clauses
• Non-compete agreements
• Security systems
• Restricting employee access with codes
• Data protection codes and procedures
• Secure phone lines
• Secure conference rooms

Companies should make sure that their covenants are reasonable in both time and location. Otherwise a court will not enforce them and will not restrict the unreasonable restriction of the former employee’s right to find a new job. They should also ensure that the employees that they do reveal trade secrets to have signed a confidentiality agreement of some kind or a court may not protect a trade secret of that small business.

If you need help with what is proprietary, you can post your legal need on UpCounsel’s marketplace. UpCounsel accepts only the top 5 percent of lawyers to its site. Lawyers on UpCounsel come from law schools such as Harvard Law and Yale Law and average 14 years of legal experience, including work with or on behalf of companies like Google, Menlo Ventures, and Airbnb.

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How to Write a Partnership Proposal [Examples + Template]

Published: June 18, 2024

Partnerships generate $3.9 billion per year in the U.S. and supercharge the revenue of companies like Microsoft, Atlassian, and Shopify. Teaming up with another professional or company can multiply your capacity, expertise, and growth.

With so much at stake, approaching a potential partner can be intimidating. Whenever I make a business pitch, there are three items I work to perfect. First, an underlying relationship to build on. Second, a stellar verbal presentation for a pitch meeting. And third, a killer partnership proposal.

A partnership proposal is a powerful tool to showcase your professionalism and convince your potential partner why they should collaborate with you. I’ve compiled what you should include in your proposal, plus four partnership proposal templates to give you a head start.

What is a partnership proposal?

• Types of Partnership Proposals

Components of a Partnership Proposal

How to write a partnership proposal, partnership proposal template, partnership proposal examples, partnership proposal tips.

A partnership proposal is a document outlining the benefits, scope, and structure of a future collaboration between two businesses or individuals.

Most partnership collaborations begin with an idea and verbal discussions. “ Hey, here’s a crazy idea. What if we…” If you don’t know the person, start with a warm intro email or phone call first.

A partnership proposal is the next step in the process, formalizing concepts to align goals and gain buy-in. While it isn’t a legal contract, it’s often a precursor to one.

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Types of Business Partnerships

Before creating a business partnership proposal, it’s important to understand which type of partnership you want to pursue.

General Business Partnership

When two or more individuals enter a business agreement and share unlimited liability, you have a general business partnership. A proposal for a general business partnership should include the share of ownership, contributions of each partner, the distribution of profits and losses, and the terms for dissolution.

Joint Venture

A joint venture (JV) is an agreement between two companies to combine resources and expertise for a specific purpose. For instance, a global company might form a JV with a local company when bringing a product to a new country.

Limited Partnership

A limited partnership (LP) is a business partnership that includes at least one general partner and at least one limited partner. Limited partners have minimal liability and management oversight of the operations. An LP is common in single-purpose scenarios like a real estate transaction.

Limited Liability Partnership

The LLP structure is common in professional service fields such as law firms, doctor’s offices, and accounting. Similar to an LLC, a limited liability partnership (LLP) is an agreement between partners that grants them limited liability. LLP requirements vary by state.

Influencer Partnership

An influencer partnership is a limited-scope agreement between an influencer or creator and a brand to create and publish branded social media content.

Sponsorship Partnership

A sponsorship is a collaboration between businesses, nonprofits, or media companies where one company pays for access to promote their goods and services to the other company’s audience.

When I write proposals, I always aim to personalize each one and find the right balance between personable and professional. While the nuances of each partnership model vary, there are a few common elements that every partnership business proposal should have.

Executive Summary

Hook your reader’s attention with a summary explaining the partnership concept, key benefits, and a table of contents.

List each partner with their contact and background information. Specify the role each will have, and whether they are a general or limited partner. Make it visual, with photos or logos.

Goals and Objectives

All good partnerships start with shared goals. Explain your goals and dreams for the partnership, from a high-level vision to specific objectives.

Share who your audience is and any key demographics. Make sure that your audience will fit with the partner’s audience, and vice-versa. An audience is a key selling point for partners, especially with influencer or sponsorship partnerships. Some brands go as far as account mapping to identify customer overlap, but general audience data can be as effective.

Scope of Work

Next, define the scope of work and projects to be covered with the partnership. If this is for a limited-scope project like an influencer collaboration, give a precise breakdown of project steps. If this is for a general partnership, JV, or LP, list target activities and deliverables and who is responsible for each. Give timelines as appropriate.

Benefits and Challenges

If you’ve ever written a business plan, you’re likely already familiar with the SWOT analysis (strengths, weaknesses, opportunities, threats). Similar to this, give an abbreviated analysis of:

• Challenges that will need to be tackled.
• Benefits to the collaboration.
• Market research and industry analysis.

Legal and Financial Information

Propose terms and conditions for the partnership, like payment and revenue-sharing structures. Spell out who will own intellectual property generated by the company and how royalties will be distributed. Address how disputes or a partnership dissolution would be handled. ​​

To test this out, I wrote a general partnership proposal between a web designer and a web developer who want to team up to start a website studio. I used HubSpot’s partnership business proposal template to build a professional proposal outlining the partnership benefits and structure.

Here are the steps I took to create the proposal.

1. Outline the Benefits

To convince your partner, make the case why it’s worth them sharing their time (and profits) with you.

I started my proposal with an executive summary envisioning why the partnership would appeal to future clients. That leads into a “Benefits of Collaboration” section where I clearly outline the mutual advantages.

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