FREE BUSINESS PLAN TEMPLATE IN ENGLISH De Micco & Friends is highly experienced in proving, analyzing and developing of business plans and investor presentations. Here you can download the newest business plan templates as a Microsoft Power Point Presentation for free. The template is also available in German and Spanish. More information and support you will get at http://www.demicco.ch/businessplan.html.

1. De Micco & Friends
Business Plan Template for free download as Power Point
Presentation at www.demicco.ch.

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4. Introduction
Entrepreneurship – be the first mover!
A vague business idea is usually the initial foundation for a company. Before starting a business the business idea
A vague business idea is usually the initial foundation for a company. Before starting a business the business idea
is mostly reconsidered, revised and adjusted to new findings over a longer period of time. An entrepreneur who
is mostly reconsidered, revised and adjusted to new findings over a longer period of time. An entrepreneur who
takes on this challenge, differentiates himself with a high level of business expertise and enormous creative
takes on this challenge, differentiates himself with a high level of business expertise and enormous creative
potential from traditional employee roles. For example, an inventor of a research and development department
potential from traditional employee roles. For example, an inventor of a research and development department
is usually characterized by a high level of creativity but because of his specialization he often has only limited
is usually characterized by a high level of creativity but because of his specialization he often has only limited
knowledge of the market. The role of a manager is the exact opposite.
knowledge of the market. The role of a manager is the exact opposite.
Creativity,
innovative potential
As the chart shows, entrepreneurs are characterized by the fact that they can fulfill both roles.
As the chart shows, entrepreneurs are characterized by the fact that they can fulfill both roles.
Business skills
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5. Definition
Structured alignment of all relevant aspects of the business idea for investors and
financiers into a business plan
A business plan (BP) is a written document of about 20-50 pages, which
A business plan (BP) is a written document of about 20-50 pages, which
describes in a detailed and structured form a comprehensive business
describes in a detailed and structured form a comprehensive business
concept. The business plan covers not only the description of the business
concept. The business plan covers not only the description of the business
idea, but also reflects important aspects of the economic environment of
idea, but also reflects important aspects of the economic environment of
the objectives and the necessary resources. Additionally, it outlines
the objectives and the necessary resources. Additionally, it outlines
questions and risks on the opportunities, its corporate structure and
questions and risks on the opportunities, its corporate structure and
creates a realistic picture of the prospects of success to potential
creates a realistic picture of the prospects of success to potential
investors.
investors.
 A business plan is the written documentation of an entire business
 A business plan is the written documentation of an entire business
concept.
concept.
 The BP looks at the product concept, the economic environment, the
 The BP looks at the product concept, the economic environment, the
goals and the necessary effort.
goals and the necessary effort.
 Additionally it gives information about the company founder and
 Additionally it gives information about the company founder and
identifies potential opportunities and risks.
identifies potential opportunities and risks.
Consider the business plan as a business card for your company.
Consider the business plan as a business card for your company.
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6. Basic Considerations
Benefits - What added value does your product or service provide for the
customer?
1
1
Customer value is the actual perceived benefit resulting from the purchase of your products //services.
Customer value is the actual perceived benefit resulting from the purchase of your products services.
2
2
Relevant, is the perceived value by the customer, not the actual value of the product. In other words --what
Relevant, is the perceived value by the customer, not the actual value of the product. In other words what
is the practical, not theoretical benefit for the customer?
is the practical, not theoretical benefit for the customer?
3
3
Benefits include quantifiable beneficial components (measurable cost savings, acceleration of procedures
Benefits include quantifiable beneficial components (measurable cost savings, acceleration of procedures
and processes, or conservation of resources) as well as emotional beneficial components (image of a
and processes, or conservation of resources) as well as emotional beneficial components (image of a
product, joy in the application, acceptance by others).
product, joy in the application, acceptance by others).
4
4
Be clear about what customer value your business idea creates and how to communicate these
Be clear about what customer value your business idea creates and how to communicate these
customer benefits.
customer benefits.
For example: “a brand-name leather shoe provides basically the same benefits as aashoe of aadiscounter.
For example: “a brand-name leather shoe provides basically the same benefits as shoe of discounter.
(It satisfies the need for comfort and quality) Crucial however is in this case the satisfaction of the desire
(It satisfies the need for comfort and quality) Crucial however is in this case the satisfaction of the desire
for emotional benefits such as prestige and image.”
for emotional benefits such as prestige and image.”
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7. Basic Considerations
Market analysis to estimate market size and market development
Market analysis
Market analysis




Definition of the relevant market: Who are the target group?
Definition of the relevant market: Who are the target group?
Number of potential customers who could buy your product
Number of potential customers who could buy your product
 Identification of the competitors in direct competition with your
 Identification of the competitors in direct competition with your
product
product
 Expected development of the market in terms of market size and
 Expected development of the market in terms of market size and
number of competitors
number of competitors
For example:
For example:
“A new fashion line for the young generation should be introduced to
“A new fashion line for the young generation should be introduced to
the market.”
the market.”
It is necessary to analyze the target market (e.g. girls and young women
It is necessary to analyze the target market (e.g. girls and young women
between 16 and 26 years) and the competition (e.g. manufacturers,
between 16 and 26 years) and the competition (e.g. manufacturers,
such as ...)
such as ...)
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8. Basic Considerations
Feasibility of your Idea
1
1
Does your product have to be developed for market maturity or it can it be offered as a
Does your product have to be developed for market maturity or it can it be offered as a
finished product already?
finished product already?
2
2
Are there any permits that you need to run your business? Are patents required to protect
Are there any permits that you need to run your business? Are patents required to protect
your idea?
your idea?
3
3
What staff and staffing structure do you need to implement your idea?
What staff and staffing structure do you need to implement your idea?
Example: “Does the area of your planned production facility for alternative energies have enough trained
Example: “Does the area of your planned production facility for alternative energies have enough trained
engineers and skilled workers?”
engineers and skilled workers?”
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9. Basic Considerations
Determining the economic sustainability using financial planning
Financial planning
Financial planning
 The expected profit can be calculated as the difference between
 The expected profit can be calculated as the difference between
expected turnover and costs in the course of business operations.
expected turnover and costs in the course of business operations.
 Create different scenarios based on alternative assumptions regarding
 Create different scenarios based on alternative assumptions regarding
the future business development. Look at a worst-case, a best-case
the future business development. Look at a worst-case, a best-case
and a base-case scenario.
and a base-case scenario.
 Convince the investor with a sound, evidence-based calculation by
 Convince the investor with a sound, evidence-based calculation by
taking all positive and negative factors into account.
taking all positive and negative factors into account.
 Make assumptions about sales and revenues on the basis of statistical
 Make assumptions about sales and revenues on the basis of statistical
surveys or substantiate this with your own polls.
surveys or substantiate this with your own polls.
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10. The Tasks
Internal and External tasks of a business plan
Internal
Internal
Person
Person
Company founders, management
Company founders, management
Investors, partners, customers
Investors, partners, customers
Objective
Objective
Evaluation, transparency,
Evaluation, transparency,
accountability
accountability
Inform and persuade
Inform and persuade
Function
Function
Assistance in the implementation
Assistance in the implementation
of business ideas
of business ideas
Communication tool
Communication tool
Update
Update
10
External
External
Continuously
Continuously
Depending on the purpose
Depending on the purpose
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11. The Structure
Basic structure of a business plan
Business Plan
What is the core of
What is the core of
the company?
the company?
Description of the product //services and customer benefits
Description of the product services and customer benefits
How is the company
How is the company
positioned?
positioned?
Market environment and competition
Market environment and competition
Marketing and sales strategy
Marketing and sales strategy
Implementation?
Implementation?
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12. The Stages of Development
Different levels of a business plan
Summarized
Summarized
Business Plan
Business Plan
Comprehensive
Comprehensive
Business Plan
Business Plan




approx. 10-15 pages
approx. 10-15 pages
to the Point, aashort writing style
to the Point, short writing style
includes the key information
includes the key information
further details omitted
further details omitted




20-50 pages description
20-50 pages description
10-20 pages further documentation
10-20 pages further documentation
full description of key issues
full description of key issues
detailed, yet concise
detailed, yet concise





when searching for aabank loan
when searching for bank loan
when partners are familiar
when partners are familiar
no external communication
no external communication
to raise initial interest of investors
to raise initial interest of investors
if the plan needs to be rapidly
if the plan needs to be rapidly
presented
presented
 when the complexity of the company
when the complexity of the company
requires aacomplete description
requires complete description
 when searching for significant funding
when searching for significant funding
 when working with big corporate
when working with big corporate
partners
partners
Operating-Performance
Operating-Performance
Business Plan
Business Plan



70-100 pages
70-100 pages
full, very detailed description
full, very detailed description
extensive quantitative analysis
extensive quantitative analysis
 existing businesses with history,
existing businesses with history,
product, customer and employee
product, customer and employee
base
base
 used in the regular internal
used in the regular internal
planning process
planning process
Standard version
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13. Some Outline Points
Standard structure of a business plan
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14. Start her
Start here f
e for the
or the
De Micco
De Micco &
& Friends
Business Friends
Business Pl
PlananTemplate
Template
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15. DISCLAIMER
The contents of this document are strictly confidential and were obtained inter alia from publicly
available information. This document (the “Concept, Structure & Investors Presentation”) is a
marketing document and not a regulatory document.
The sole purpose of this document is to assist the recipient in deciding whether to proceed with
a further investigation of an investment in De Micco & Friends CAPITAL, registered in
Switzerland, (“the “COMPANY”) and the "Proposed Transaction". This document does not
purport to be all-inclusive or to contain all the information that a prospective interested party
may desire to evaluate the Proposed Transaction. This document has been prepared only for
informational purposes relating to the Proposed Transaction only.
Neither COMPANY nor its affiliates or representatives assumes any responsibility for the
independent verification of any of the information set forth in this document, or of any
additional evaluation material made available in connection with any further investigation of the
Proposed Transaction. Neither COMPANY nor its affiliates or representatives make any express
or implied representation or warranty as to the accuracy or completeness of the information
contained in, or for any omissions from, this document or any additional evaluation material
made available in connection with any further investigation of the Proposed Transaction. In
addition, COMPANY (on its own behalf and on behalf of its affiliates or representatives)
expressly disclaims any and all liability which may be based on such information, errors therein
or omissions there from.
In furnishing this document, neither COMPANY nor its affiliates or representatives undertakes
any obligation to provide the recipient with access to any additional evaluation material.
COMPANY reserves the right to negotiate with one or more parties at any time and to enter into
a definitive agreement, without prior notice to the recipient or any other party. COMPANY
reserves the right to terminate, at any time, solicitation of indications of interest in the Proposed
Transaction or in the further participation in the investigation and proposal process by any party.
Finally, COMPANY reserves the right to modify, at any time, any procedures relating to this
process without assigning any reason therefore. The information contained herein or made
available in connection with any further investigation of the Proposed Transaction is strictly
confidential. This document may not be photocopied, reproduced or distributed to any third
party at any time without the prior written consent of COMPANY. All communications, inquiries
and requests for information relating to these materials should be addressed to COMPANY.
COMPANY is the primary contact for the Proposed Transaction. Please direct all inquiries
regarding the Proposed Transaction to the representatives of COMPANY referred to below.
Interested parties will be required to sign a Non Disclosure Agreement (NDA) and send it, by
email and by post/hand, to the address below.
De Micco & Friends Group Corporation
Switzerland
Neither the receipt of this document by any person nor any information contained herein or
supplied herewith or subsequently communicated to any person in connection with the
Proposed Transaction is or is to be taken as constituting the giving of investment advice to any
such person. It is the responsibility of the recipient, before entering into any transaction, to
make its own appraisal of the Proposed Transaction, its advantages and risks, without relying
exclusively on the information that was provided to the recipient. If it deems necessary or
useful, the recipient may consult its own legal, tax, financial, accounting and other professional
advisors.
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16. L
AL
TIIA
NT
EN
DE
IID
NF
NF
CO
CO
Company:
YOUR BUSINESS
Copy:
No. 1/3
Date:
01.07.2012
Business plan:
01/2012 - 12/2015 (1. - 3. Business year)
Founder (Team):
Alexander Meyer (CEO)
Ron Smith (CFO)
All figures in this business plan are confidential! Any reproduction may be made only with the
consent of De Micco & Friends Group.
16
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17. Content
Adviic
Adv ce
e
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18. Table of Content
Notte
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The notedpoints
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them to thebusin
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sinessplan.
plan.
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19. 19
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20. Overview
Project dates
Founder:
Founder:
Founding proposals:
Founding proposals:
Short sentence of your business idea
Short sentence of your business idea
Business location:
Business location:
Address of Company
Address of Company
Legal form:
Legal form:
Ltd. //LLP/ Joint-stock company etc.
Ltd. LLP/ Joint-stock company etc.
Company:
Company:
Example Ltd.
Example Ltd.
Start of business activity:
Start of business activity:
2005
2005
Financing:
Financing:
How will the project be financed?
How will the project be financed?
Future prospects:
Future prospects:
20
Alexander Meyer, Ron Smith
Alexander Meyer, Ron Smith
Brief description of the perspective of your business idea.
Brief description of the perspective of your business idea.
3 sentences maximum.
3 sentences maximum.
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22. 1. Executive Summary
Your business model overview - Page 1/2
Provide a brief and concise overview of your project or business idea. Describe here
Provide a brief and concise overview of your project or business idea. Describe here
the main features and advantages. Keep in mind that it is these first few lines that
the main features and advantages. Keep in mind that it is these first few lines that
will decide whether a potential investor will keep reading. Try to raise interest and
will decide whether a potential investor will keep reading. Try to raise interest and
curiosity in the first sentences.
curiosity in the first sentences.
Summarize at this point the most important facts of each individual division. Make
Summarize at this point the most important facts of each individual division. Make
sure that you limit the executive summary to a maximum of 2 pages.
sure that you limit the executive summary to a maximum of 2 pages.
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23. 1. Executive Summary
Your business model overview - Page 1/2
Make sure that you have made clear statements on the following points in your
Make sure that you have made clear statements on the following points in your
executive summary ::
executive summary
••Whatis your business idea?
What is your business idea?
••Whatis special about it?
What is special about it?
••Whatexperience and skills qualify you for this start-up project?
What experience and skills qualify you for this start-up project?
••Whatis your target group?
What is your target group?
••Howwill you provide your offer to your customers?
How will you provide your offer to your customers?
••Whatis the total capital requirement for your project?
What is the total capital requirement for your project?
••Whatsales volume you expect in the coming years?
What sales volume you expect in the coming years?
••Howmany employees will you need after three years?
How many employees will you need after three years?
••Whatobjectives have you set for yourself?
What objectives have you set for yourself?
••Whatpotential risks could your project be exposed to?
What potential risks could your project be exposed to?
••Whendo you want to start your project?
When do you want to start your project?
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25. 2. Product/ Service
2.1 Current situation
Describe the problem or deficit at this
Describe the problem or deficit at this
point that you intend to resolve with
point that you intend to resolve with
your business idea.
your business idea.
Ideally, you can illustrate to the reader
Ideally, you can illustrate to the reader
the problems with the help of an
the problems with the help of an
expressive graphic.
expressive graphic.
Consider the fact that people who
Consider the fact that people who
have to deal professionally with many
have to deal professionally with many
business plans have very limited time
business plans have very limited time
trying to understand the relevant facts
trying to understand the relevant facts
and circumstances.
and circumstances.
Therefore you should intensively think
Therefore you should intensively think
about how you summarize the main
about how you summarize the main
facts. Keep them short and concise.
facts. Keep them short and concise.
Placeholder text
Placeholder text
Placeholder text
Placeholder
Placeholder
Placeholder text
Placeholder text
Placeholder
Placeholder
Placeholder text
Placeholder
25
Placeholder text
Placeholder
Placeholder
Placeholder text
Placeholder text
Placeholder
Placeholder
Placeholder text
Placeholder
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26. 2. Product/ Service
2.2 Customer benefit (the business idea)
Give a brief and concise overview of your project. Elaborate on the
Give a brief and concise overview of your project. Elaborate on the
problem previously described in “current situation” by presenting your
problem previously described in “current situation” by presenting your
business idea as a "problem solver". Describe the main points and
business idea as a "problem solver". Describe the main points and
advantages and describe the main features and advantages. Keep in
advantages and describe the main features and advantages. Keep in
mind that it is these first few lines that will decide whether a potential
mind that it is these first few lines that will decide whether a potential
investor will keep reading. Try to raise interest and curiosity in the first
investor will keep reading. Try to raise interest and curiosity in the first
sentences.
sentences.
Fundamental questions:
Fundamental questions:
What product //service do you want to sell or manufacture?
What product service do you want to sell or manufacture?
What is unique about your offer?
What is unique about your offer?
How does your solution stand out from the competitors? (If a similar
How does your solution stand out from the competitors? (If a similar
product or a similar service is already established in the market.)
product or a similar service is already established in the market.)
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27. 2. Product/ Service
2.3 Product development / schedule 1/2
Describe briefly in this paragraph the development of your project, how it originated, how the idea developed,
Describe briefly in this paragraph the development of your project, how it originated, how the idea developed,
and what steps have been taken towards implementation.
and what steps have been taken towards implementation.
Create a schedule for the next steps in the project implementation. List the main focal points and consider
Create a schedule for the next steps in the project implementation. List the main focal points and consider
delays by calculating buffer time. All steps must be understandable to a neutral reader.
delays by calculating buffer time. All steps must be understandable to a neutral reader.
1 Step
color description
27
Placeholder for color description
Today
Market introduction
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28. 2. Product/ Service
2.3 Product development / schedule 2/2
Other important questions could be:
Other important questions could be:
Start of production //service?
Start of production service?
Development of product //service?
Development of product service?
What requirements must be met to start?
What requirements must be met to start?
When can the product be marketed?
When can the product be marketed?
What legal formalities (such as licenses, permits) are required?
What legal formalities (such as licenses, permits) are required?
What development steps are still necessary for your product?
What development steps are still necessary for your product?
When can a pilot run be launched?
When can a pilot run be launched?
Who performs the test procedure?
Who performs the test procedure?
When is the possible patenting process completed?
When is the possible patenting process completed?
What technical approvals are necessary?
What technical approvals are necessary?
Which patent or utility model rights do you own, or have applied for?
Which patent or utility model rights do you own, or have applied for?
How could the technological capabilities develop in the ideal case?
How could the technological capabilities develop in the ideal case?
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29. 2. Product/ Service
2.4 Production / production costs
Describe briefly the manufacturing process of your product and give a
Describe briefly the manufacturing process of your product and give a
rough overview of the estimated cost. Provide prospects on the planned
rough overview of the estimated cost. Provide prospects on the planned
amount and the production time.
amount and the production time.
Describe the factors of production and their quality at the site. These
Describe the factors of production and their quality at the site. These
include raw materials, labor and capital.
include raw materials, labor and capital.
Describe the production facility and the technical implementation of
Describe the production facility and the technical implementation of
the product idea. Avoid extravagant discourses of great technical details.
the product idea. Avoid extravagant discourses of great technical details.
What are the essential steps of the production process? The technical
What are the essential steps of the production process? The technical
feasibility of the implementation of the product idea must be clear to an
feasibility of the implementation of the product idea must be clear to an
outsider.
outsider.
Show production capacity the planned technical facilities have and what
Show production capacity the planned technical facilities have and what
possibilities for expansion they provide, taking in to consideration the
possibilities for expansion they provide, taking in to consideration the
planned sales figures.
planned sales figures.
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30. 30
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31. 3. Founder / Founding Team
3.1 Founding member A
Mention the most important and compelling points from the resume of
Mention the most important and compelling points from the resume of
the founder. Some important questions are:
the founder. Some important questions are:
What qualifications //work experience and any certificates you have?
What qualifications work experience and any certificates you have?
Distinguish between your professional qualifications (education, work
Distinguish between your professional qualifications (education, work
experience, etc.)
experience, etc.)
and your entrepreneurial skills. (leadership experience, communication
and your entrepreneurial skills. (leadership experience, communication
skills, business know-how)
skills, business know-how)
Which industry experience do you have?
Which industry experience do you have?
What are the predominant strengths?
What are the predominant strengths?
What are the deficits? How are they compensated?
What are the deficits? How are they compensated?
What qualifications enable you to lead a company?
What qualifications enable you to lead a company?
31
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32. 3. Founder / Founding Team
3.2 Founding member B
Engineer Catherin Smith
Engineer Catherin Smith
born in 19xx in London
born in 19xx in London
1988 --1992 studied electrical engineering, focusing on software
1988 1992 studied electrical engineering, focusing on software
development, Technical University of XXX
development, Technical University of XXX
1994 --1998 Software Developer at …
1994 1998 Software Developer at …
1998 --2004 Software developer at …
1998 2004 Software developer at …
2000 --2005 additional qualification through distance education in
2000 2005 additional qualification through distance education in
business administration from the University …
business administration from the University …
 2005 --2011 Director of Software Development …
 2005 2011 Director of Software Development …
Specialization. PHP, Visual Basic //NET, Java, Perl, C + +
Specialization. PHP, Visual Basic NET, Java, Perl, C + +
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33. 33
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34. 4. Market Overview
4.1 Target group
 Who are your customers?
 Who are your customers?
 Where are your customers?
 Where are your customers?
 How are the different customer
 How are the different customer
segments put together (such as
segments put together (such as
age, gender, income, occupation,
age, gender, income, occupation,
shopping habits, consumers or
shopping habits, consumers or
business customers)?
business customers)?
 Do you already have customer
 Do you already have customer
data? If so, what?
data? If so, what?
 What short-and long-term
 What short-and long-term
revenue potential are associated
revenue potential are associated
with it?
with it?
 Are you dependent on a few major
 Are you dependent on a few major
customers?
customers?
 What are the needs //problems of
 What are the needs problems of
your customers?
your customers?
34
established
conservatives
10 %
traditional
15 %
liberal
Intellectual
7%
socioenviron
mental
7%
bourgeois
middle class
14 %
performer
7%
expeditive
6%
adaptive
pragmatically
9%
hedonistic
15 %
precarious
9%
Traditional values,
Traditional values,
fullfilment of duty,
fullfilment of duty,
order
order
Modernization, individualization,
Modernization, individualization,
self-realization, pleasure
self-realization, pleasure
New orientation,
New orientation,
multiple options,
multiple options,
experimentation,
experimentation,
living in paradoxes
living in paradoxes
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35. 4. Market Overview
4.2 Location
The choice of location must be specified in the business plan. For this
The choice of location must be specified in the business plan. For this
purpose it is not enough to give an address. You must describe under
purpose it is not enough to give an address. You must describe under
what criteria you made your decision for the site. The main criteria for
what criteria you made your decision for the site. The main criteria for
your location could be (for example) the following:
your location could be (for example) the following:
Number //location and size of the premises
Number location and size of the premises
Reachability and visibility
Reachability and visibility
Connectivity
Connectivity
Proximity to other locations or to the target customer group
Proximity to other locations or to the target customer group
Technical infrastructure
Technical infrastructure
Presence of spatial conditions (e.g. sanitary facilities, storage facilities)
Presence of spatial conditions (e.g. sanitary facilities, storage facilities)
Ability to carry out "loud" activities
Ability to carry out "loud" activities
Comply with regulatory requirements
Comply with regulatory requirements
Etc.
Etc.
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36. 4. Market Overview
4.3 Competitor (competitor analysis) I.
 Are there any other
 Are there any other
developments in "your"
developments in "your"
direction?
direction?
 Who are your competitors?
 Who are your competitors?
 How much does the
 How much does the
competitor charge for the
competitor charge for the
products?
products?
 What are the main strengths
 What are the main strengths
and weaknesses of your
and weaknesses of your
competitors?
competitors?
 What are the weaknesses of
 What are the weaknesses of
your company compared to
your company compared to
your main competitors?
your main competitors?
 How can you overcome
 How can you overcome
these weaknesses?
these weaknesses?
Legend: ↑ very high; ↗ high; ↔ moderate; ↙ low; ↓ very low
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37. 4. Market Overview
4.3 Competitor (competitor analysis) II.
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38. 4. Market Overview
4.4 Market potential
Give the reader a general overview
Give the reader a general overview
of the market potential of your
of the market potential of your
business idea.
business idea.
Enter information about possible
Enter information about possible
market segments, the market
market segments, the market
capacity and its growth
capacity and its growth
opportunities.
opportunities.
How many items you plan to sell
How many items you plan to sell
when, where and how…
when, where and how…
Support your data if possible to
Support your data if possible to
substantiate the statistics or
substantiate the statistics or
surveys to your assumptions and
surveys to your assumptions and
make them more feasible.
make them more feasible.
Market capacity
6,0 Mio.
Market potential
4,7 Mio.
Market volume
2,4 Mio.
Targeted
market share
30%
38
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39. 39
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40. 5. Marketing & Sales
5.1 Marketing strategy
A marketing strategy is a behavior plan to achieve
A marketing strategy is a behavior plan to achieve
corporate and marketing objectives.
corporate and marketing objectives.
In the context of marketing planning, it is
In the context of marketing planning, it is
important to create along with the market
important to create along with the market
segmentation, the correct marketing mix. This
segmentation, the correct marketing mix. This
means the implementation of an overall marketing
means the implementation of an overall marketing
strategy, explaining the ways in which you want to
strategy, explaining the ways in which you want to
penetrate the previously selected markets.
penetrate the previously selected markets.
Explain when you are using which promotional
Explain when you are using which promotional
activities in order to communicate your product or
activities in order to communicate your product or
service to the target group.
service to the target group.
40
Marketing
channels
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41. 5. Marketing & Sales
5.1 Marketing strategy
The 4 Ps
The 4 Ps
Product
Product
Price
Price
Promotion
Promotion
Placement
Placement
Main usage
Main usage
Conditions
Conditions
Advertisement
Advertisement
Strategic distribution/ sales
Strategic distribution/ sales
Side usage
Side usage
Rebate
Rebate
Sales
Sales
Physical
Physical
distribution/logistics
distribution/logistics
Additional usage
Additional usage
Discount
Discount
Sponsoring
Sponsoring
Location
Location
Brand
Brand
Leasing
Leasing
Sales promotion
Sales promotion
Content
Content
Event
Event
Quality
Quality
PR
PR
Packaging
Packaging
41
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42. 5. Marketing & Sales
5.2 Price Design
Demonstrate what price level you aspire to for your
Demonstrate what price level you aspire to for your
products, how the price level is classified compared
products, how the price level is classified compared
to competitive products and which discount systems
to competitive products and which discount systems
you would apply. Also address the cost and the
you would apply. Also address the cost and the
relationship between quantities and prices. Describe
relationship between quantities and prices. Describe
the expected market reaction in terms of your
the expected market reaction in terms of your
pricing policy.
pricing policy.
Explain what pricing strategy you wish to follow (e.g.
Explain what pricing strategy you wish to follow (e.g.
high price, low price, threshold price strategy). Make
high price, low price, threshold price strategy). Make
sure that the price in each case covers your costs and
sure that the price in each case covers your costs and
keeps you competitive (market price). Also mention
keeps you competitive (market price). Also mention
the prices of your competitors. Explain the minimum
the prices of your competitors. Explain the minimum
cost of your service //product. How is your price
cost of your service product. How is your price
created?
created?
42
Pricing
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43. 5. Marketing & Sales
5.2 Price Design (compared with competitive price)
Lowest price
43
Most expensive offer
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44. 5. Marketing & Sales
a
Ex
m
e
pl
Especially at start-up, the marketing costs for a company are large and
Especially at start-up, the marketing costs for a company are large and
expensive.
expensive.
Substantiate your marketing strategy from section 5.1. Show examples
Substantiate your marketing strategy from section 5.1. Show examples
of your advertisement and explain how this should affect the customer.
of your advertisement and explain how this should affect the customer.
This will show the reader that you have also thought about that. This will
This will show the reader that you have also thought about that. This will
strengthen the investors' confidence in your idea and its
strengthen the investors' confidence in your idea and its
implementation.
implementation.
Explain further how, now that you caught the customer’s attention with
Explain further how, now that you caught the customer’s attention with
your advertisement, you plan to turn the interested, potential customers
your advertisement, you plan to turn the interested, potential customers
into paying customers.
into paying customers.
Banner example:
5.3 Advertising / customer acquisition
… makes ideas happen
44
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45. 5. Marketing & Sales
5.4 Sales
 What sales variables do you wish to control, in which periods of
 What sales variables do you wish to control, in which periods of
time?
time?
 What are the target areas you wish to attend to?
 What are the target areas you wish to attend to?
 Which sales model do you wish to pursue?
 Which sales model do you wish to pursue?
For example:
For example:
 Direct Sales
Direct Sales


Indirect sales --1-level
Indirect sales 1-level
Indirect sales --2 --or multi-level
Indirect sales 2 or multi-level


Direct and Indirect sales combined
Direct and Indirect sales combined
Traditional sales + Online sales
Traditional sales + Online sales

The exclusive online sales and many other variations
The exclusive online sales and many other variations
 Which distributor(s) will you use?
 Which distributor(s) will you use?
 What are the costs resulting from the sales?
 What are the costs resulting from the sales?
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46. 46
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47. 6. Corporate Organization / Personnel
6.2 Organization form
Explain in the text box which
Explain in the text box which
organization you wish to
organization you wish to
implement in your company and
implement in your company and
explain your reasons. In the
explain your reasons. In the
illustration opposite, you have
illustration opposite, you have
the possibility to visualize your
the possibility to visualize your
description. Possible forms of
description. Possible forms of
organization are:
organization are:
One-line system
One-line system
Multi-line system
Multi-line system
Staff line organization
Staff line organization
Matrix organization
Matrix organization
Functional organization
Functional organization
Network organization
Network organization
etc.
etc.
Management
Management
Tiip
Tp
Find out ab
Find out ab ut the
o
ifferent
organizatio out theddifferentforms
forms
organizatio . In ad
n . In diti
n
ad on to
stricc stru
the
stri tly stru ured, dition tothe
ct
tly
ct
lin ar
oorg nizatio ured,lineear
rgaa
n, th
nization,there are
ere
also
project-rela
project-rela d org are also
te d aniz
te organiz tions
a tio whe
the respon
a ns whe
re
the respon ibility
ssi
r
lies
ress ective bility lieswith thee
with th
re p ectiveproject
p
projectmaa agers
m nnagers.
.
Management
Management
Assistance
Assistance
Marketing
Marketing
Sales
Sales
Development
Development
Production
Production
Administr.
Administr.
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
Finance
Finance
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
EM
Example: Internet portal
47
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48. 6. Corporate Organization / Personnel
6.3 Personnel structure / key positions
At this point you can state the required
At this point you can state the required
qualifications of your staff, in particular, the key
qualifications of your staff, in particular, the key
positions that need to be filled.
positions that need to be filled.
If you intend to employ (highly) qualified people,
If you intend to employ (highly) qualified people,
you should also make statements about planned
you should also make statements about planned
training and retention strategies. If an employee
training and retention strategies. If an employee
leaves a key position in your company it can be
leaves a key position in your company it can be
difficult to replace them easily.
difficult to replace them easily.
This can lead to turbulence and even lead to failure
This can lead to turbulence and even lead to failure
of the entire project.
of the entire project.
Planned personnel development
3 year preview
Tiip
Tp
Find out ab
Find out a out th
e arious
employme bout thevvarious
employme t opp
n t o ortu
n pportu ities,
n
e.g. .part-tim
n
e.g part-tim wo
e w rk or ities,
e ork ortempora
employme
ry
employme t con
n t c tracts temporary
n ontracts Thin
. . Th k of
yyour
our
ink of
sstaffand e
taff
m
and e ployment
beyyo d the mploymentpolilicies
po cies
be on d thestart
n
startand always
forrat least
fo at leas three and alwaysplan
plan
ears
advv nce. t threeyyearsin
in
ad a nce.
a
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49. 6. Corporate Organization / Personnel
6.4 Operating plant / site
This section analysises the infrastructure of the
This section analysises the infrastructure of the
business location in more detail. Describe the
business location in more detail. Describe the
location of the site, its geographic and
location of the site, its geographic and
infrastructural position.
infrastructural position.
Describe the general infrastructure requirements at
Describe the general infrastructure requirements at
the site and point out the advantages. Mention also
the site and point out the advantages. Mention also
planned improvements. Focus mainly on the
planned improvements. Focus mainly on the
location factors with the highest priority for your
location factors with the highest priority for your
projects.
projects.
Finally, you should evaluate the selected location.
Finally, you should evaluate the selected location.
Here you have to justify your choice of location.
Here you have to justify your choice of location.
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50. 6. Corporate Organization / Personnel
6.5 Company Profile
Here you have the opportunity to talk about the meaning or purpose of
Here you have the opportunity to talk about the meaning or purpose of
your company. Explain your company's philosophy as well as other
your company. Explain your company's philosophy as well as other
aspects of your planned business. Key points of the statement may be:
aspects of your planned business. Key points of the statement may be:
What does your business stand for?
What does your business stand for?
What should your company represent?
What should your company represent?
In which discipline do you want to excel?
In which discipline do you want to excel?
Which corporate culture you wish to maintain internally and externally?
Which corporate culture you wish to maintain internally and externally?
What are your main objectives?
What are your main objectives?
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51. 6. Corporate Organization / Personnel
6.6 Corporate Objectives
Please make sure to be realistic when expressing your business goals. Potential investors appreciate some
Please make sure to be realistic when expressing your business goals. Potential investors appreciate some
restraint because that indicates your market knowledge and demonstrates a sense of the "feasibility". On the
restraint because that indicates your market knowledge and demonstrates a sense of the "feasibility". On the
other hand, do not be too modest when explaining your goals, because you could be suspected of lacking the
other hand, do not be too modest when explaining your goals, because you could be suspected of lacking the
necessary passion for your project.
necessary passion for your project.
In the description of several corporate objectives and the upper and lower targets it is important to respect the
In the description of several corporate objectives and the upper and lower targets it is important to respect the
principle of the target balance. This means they should support each other and not interfere or even contradict
principle of the target balance. This means they should support each other and not interfere or even contradict
each other.
each other.
What do you want to achieve with the business foundation?
What do you want to achieve with the business foundation?
Where do you want to be in a year, in three and five years time?
Where do you want to be in a year, in three and five years time?
What are the specific revenue, profit and growth goals?
What are the specific revenue, profit and growth goals?
What measures must be implemented?
What measures must be implemented?
What requirements must be met to achieve the objectives?
What requirements must be met to achieve the objectives?
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52. 52
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53. 7. Opportunities and Risks
What opportunities are your business model exposed to?
To show that you are realistic about your plan,
To show that you are realistic about your plan,
describe at this point the risks and opportunities you
describe at this point the risks and opportunities you
could encounter. How will you react to possible
could encounter. How will you react to possible
market changes and fluctuations? How could
market changes and fluctuations? How could
positive and negative events affect your business?
positive and negative events affect your business?
Anyone who proves that he considers the potential
Anyone who proves that he considers the potential
risks demonstrates to his business partners that he
risks demonstrates to his business partners that he
intends to establish a business in a responsible
intends to establish a business in a responsible
manner.
manner.
Tiip
Tp
Many bank
Many bank and in
s
vestors
with risks if s and investorscannlive
ca
with risks ifthey h
ave
they havethe imp live
that the fou
the impres ion
ress
that the fou der is
n
sion
re ponsible
conn cious nder isressponsibleand
sscio abo
co
and
us a ut them.
e
consider w bout them.Makkesure to
consider w rst-ca
oors se a Ma sure to
t-case andbest-ca
nd
scee arios.
best-case
se
sc nnarios.Explain
E
yo r as umpti
with resea xplainyouurasssump ons
with resea hed v
rc h
tions
rc ed verifia le fa
erifiab
cts n
figures.
ble factsaa d
figures.
nd
53
Best Case
Best Case
 What are the three biggest opportunities that may
What are the three biggest opportunities that may
influence the further development of your business
influence the further development of your business
positively?
positively?
Worst Case
Worst Case


What are the three most important issues that could
What are the three most important issues that could
hinder the positive development of your business?
hinder the positive development of your business?
How will you address the risks //problems?
How will you address the risks problems?
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54. 54
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55. 8. Financial Planning
8.1 Cost of living
Show the reader of your business plan that you have
Show the reader of your business plan that you have
included the aspect of your own living expenses in
included the aspect of your own living expenses in
your calculation.
your calculation.
Demonstrate how you plan to cover your costs and if
Demonstrate how you plan to cover your costs and if
you have additional means of income to fund this
you have additional means of income to fund this
with. Calculate at least six months.
with. Calculate at least six months.
Also consider the question of how high your reserve
Also consider the question of how high your reserve
for unforeseen events (illness, accident) needs to be.
for unforeseen events (illness, accident) needs to be.
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56. 8. Financial Planning
8.2 Business equipment
As well as the cost of living, it is
As well as the cost of living, it is
important to calculate the costs
important to calculate the costs
of setting up the business
of setting up the business
premises. Calculate the fleet of
premises. Calculate the fleet of
vehicles, machinery and all other
vehicles, machinery and all other
things necessary for the
things necessary for the
operation of the business.
operation of the business.
There may be one time
There may be one time
investments as well as ongoing
investments as well as ongoing
costs such as rent,
costs such as rent,
telecommunications fees or
telecommunications fees or
leasing costs. Details of which
leasing costs. Details of which
are incorporated into the
are incorporated into the
investment plan.
investment plan.
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57. 8. Financial Planning
8.3 Investment Planning
57
Notte
No e
Investmen
Investmen plan
tt
ning
usuallll on planning
usua y on
y ly
ly
represents
represents posts
with nonre posts
with nonre urrin
c urrin cos
c
g co s !
g
ts !
ts
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58. 8. Financial Planning
8.4 Wage costs
List the staff that should be hired
List the staff that should be hired
and the related costs. Calculate
and the related costs. Calculate
the projected gross wages and
the projected gross wages and
incidental wage costs. Put wages
incidental wage costs. Put wages
rather too high than too low
rather too high than too low
because every investor perceives
because every investor perceives
cost-savings more positively than
cost-savings more positively than
cost increases.
cost increases.
The labor costs (wage costs,
The labor costs (wage costs,
personnel costs) include all of
personnel costs) include all of
the employer’s work-incurred
the employer’s work-incurred
expenses in connection with the
expenses in connection with the
employment of staff.
employment of staff.
Notte
No e
Labor costs
Labor costscons
ist o
consistof:
f:
--The direc
The directperson
t pe
rs nel osts
direct labo
direct labo costs onnelccosts(=
rr co ) an
(=
sts) and
d
--The indir
The indir ct
e
(=incidenta ectpersonnel lccos
(=incidenta wapersonne osts
ts
l
ge o
assso iated l wageccostsorr
a socciatedemplo sts o
yer
employeroutlay).
outlay).
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59. 8.5 Funding
8.5 Funding
Government and local authorities often have grants available for the
Government and local authorities often have grants available for the
funding of companies and should be approached.
funding of companies and should be approached.
Find out about funding opportunities. Depending on the industry in
Find out about funding opportunities. Depending on the industry in
which you want to be active, the federal government, regional
which you want to be active, the federal government, regional
governments, even cities provide different programs and various
governments, even cities provide different programs and various
possibilities for financial support.
possibilities for financial support.
Explain at this point which funding opportunities exist for your business
Explain at this point which funding opportunities exist for your business
idea and any conditions which are linked to the funds. Provide
idea and any conditions which are linked to the funds. Provide
information about your chances of obtaining such support. Ideally, you
information about your chances of obtaining such support. Ideally, you
already have an ongoing application being processed or can report about
already have an ongoing application being processed or can report about
funds already promised. Quantify the amount of the subvention and loan
funds already promised. Quantify the amount of the subvention and loan
period.
period.
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60. 8. Financial Planning
8.6 Capital Requirements 1/2
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61. 8. Financial Planning
8.6 Capital Requirements 2/2
Notte
No e
Forr more e
Fo more e ten
x sive
calculation xtensive
calculation it’s
s
s
recommen it’s
recommen ed to
d
d
tables in E ed to edit the
tables in E cel a edit the
x
x
nd att
them to the cel andattach
ach
them to thebus
iness
business
plan..
plan
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62. 8. Financial Planning
8.7 Financing
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63. 8.8 Cost preview
63
1
1
ar
ar
ye
ye
all
ca
sc
Fs
Fii
8. Financial Planning
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64. 8.8 Cost preview
64
2
2
ar
ar
ye
ye
all
ca
sc
Fs
Fii
8. Financial Planning
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65. 8. Financial Planning
8.8 Cost preview
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66. 8.9 Revenue Preview
66
1
1
ar
ar
ye
ye
all
ca
sc
Fs
Fii
8. Financial Planning
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67. 8.9 Revenue Preview
67
2
2
ar
ar
ye
ye
all
ca
sc
Fs
Fii
8. Financial Planning
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68. 8.9 Revenue Preview
68
3
3
ar
ar
ye
ye
all
ca
sc
Fs
Fii
8. Financial Planning
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69. 8. Financial Planning
8.10 Profitability preview
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70. 8. Financial Planning
8.11 Income Planning (P & L)
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71. 8. Financial Planning
8.12 Cash Flow I.
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72. 8. Financial Planning
8.12 Cash flow II.
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73. 73
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74. 9. Enclosures
9.1 Curriculum vitae
At the end of your business plan you have the option to attach important documentation for which you have not
At the end of your business plan you have the option to attach important documentation for which you have not
found an appropriate place or did not formally fit into the design of the plan. This can be for example the
found an appropriate place or did not formally fit into the design of the plan. This can be for example the
following documents:
following documents:
CVs of the management team
CVs of the management team
Calculations for financial planning
Calculations for financial planning
Partnership agreements (draft)
Partnership agreements (draft)
Cooperation Agreements (Draft)
Cooperation Agreements (Draft)
Leases (Draft)
Leases (Draft)
Rights, Patents
Rights, Patents
Press Reports
Press Reports
Brochures
Brochures
References for quoted material, research, acknowledgements etc.
References for quoted material, research, acknowledgements etc.
…
…
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75. Any further questions
regarding Business Plans?
Please contact:
De Micco & Friends Group
eMail:
Web:
75
office@demicco.ch
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