Business Plan - Template

BUSINESS PLAN
POWERPOINT TEMPLATE

A simple business idea is usually the start of a company’s foundation. Before starting a business, the idea is mostly reconsidered, revised
and adjusted to new findings over a long period of time. An entrepreneur who takes on this challenge differentiates himself from a
typical employee by having a high level of business expertise and enormous creative potential. For example, an inventor of a research
and development department usually has characteristics of creativity at a high level, but because of his specialization, he often only has
limited knowledge of the market. With the manager’s role, it’s vice versa.
According to the chart, entrepreneurs are characterized by the fact that they can fulfill both roles.
INTRODUCTION
The role of an entrepreneur
INVENTOR
PROMOTER
Creativity,
innovativepotential
Business skills
ENTREPRENEUR
MANAGER, SUPERVISOR

A business plan (BP) is a written document of about 20-50 pages, which describes in
structured detail a comprehensive business concept. The business plan not only
describes the business idea but also reflects important aspects of the objectives, such as
economic environment and the necessary resources. Additionally, it outlines potential
opportunities and risks, which create an accurate picture of the probabilities of success
to all potential investors who are the corporate foundation.
DEFINITION
Structured alignment of all relevant aspects of the business idea
into a business plan for investors and financiers
A business plan is the written documentation of an entire
business concept.
The BP looks at the product concept, the economic
environment, the goals and the necessary effort.
Additionally, it gives information about the company founder
and identifies potential opportunities and risks.
Consider the business plan as a business card for your company.

BASIC CONSIDERATIONS
Benefits – What added value does your product or service provide for the
customer?
1
2
3
4
Customer value is in fact the perceived benefit resulting from the purchase of your
products / services.
What is relevant is the perceived value by the customer and not the actual value of
the product. In other words - what is the practical, not theoretical benefit for the
customer?
Benefits include quantifiable components (cost savings, conservation of resources)
as well as emotional beneficial components (image of a product, joy in the
application, acceptance by others).
Be clear about what kind of customer value your business idea creates and how to
communicate these customer benefits.
For example: A name brand leather shoe basically provides the same benefits as that of a discounter, in that it
satisfies the need for comfort and quality. What is crucial in this case, however, is satisfying the desire for
emotional benefits such as prestige and image.

MARKET ANALYSIS
 Definition of the relevant market: Who is the target group?
 Number of potential customers who could buy your product
 Identification of the competitors in direct competition with your
product
 Expected development of the market in terms of market size and
number of competitors
For example:
 A new cosmetic line for the young generation should be
introduced to the market. It is necessary to analyze the target
market (e.g. girls and young women between 16 and 26 years)
and the competitors (e.g. manufacturers, such as Essence, MNY,
etc.)
Market analysis to estimate market size and market development

Feasibility of your idea
1
2
3
Does your product need to be developed for market maturity or can it already
be offered as a finished product?
Are there any permits needed to run your business? Are patents required
to protect your idea?
What type of staff and staff structure do you need to implement your idea?
For example: Does the area of your planned production facility for solar cells have enough trained engineers
and skilled workers?

FINANCIAL PLANNING
 The expected profit can be calculated as the difference between
expected turnover and costs in the course of business operations.
 Create different scenarios based on alternative assumptions
regarding future business development. Look at a worst-case,
a best-case and a base-case scenario.
 Convince the reader of your business plan with a sound,
evidence-based calculation by taking all positive and negative
factors into account.
 Make assumptions about sales and revenues on the basis of
statistical surveys or substantiate this with your own polls.
Determining the economic sustainability using financial planning

TASKS
Internal and external tasks of a business plan
Person
Objective
Function
Update
Company founders, management
Evaluate, be transparent,
have accountability
Assistance in the implementation
of business ideas
Continuously
Investors, partners, customers
Inform and persuade
Communication tool
Depending on the purpose
Internal External

STRUCTURE
Basic structure of a business plan
EXECUTIVE
SUMMARY
 Description of the product / services and customer benefits
 Market environment and competition
 Marketing and sales strategy
 Business model, organization
 Management and staff
 Roadmap
 Opportunities / risks
 Budgeting
 Financing
What is the core of
the company?
What is the position
of the company?
How is the
implementation?
BUSINESS PLAN

STANDARD
 approx. 15 pages
 to the point, short writing style
 includes key information
 further details omitted
 when searching for a bank load
 when partners are familiar
 no external communication
 to raise interest of investors
 if plan needs to be rapidly
presented
SUMMARIZED
BUSINESS PLAN
 100 + pages
 full, very detailed description
 extensive quantitative analysis
 existing businesses with history,
product, customer and employee
base
 used in the regular internal planning
process
OPERATING-PERFORMANCE
BUSINESS PLAN
 20-50 pages description
 10-30 pages further
documentation
 full description of key issues
 detailed, yet concise
 when the complexity of the
company requires a complete
description
 when searching significant funding
 when working with big corporate
partners
COMPREHENSIVE
BUSINESS PLAN
STAGES OF DEVELOPMENT
Various levels of a business plan

OUTLINE POINTS
Standard structure of a business plan
1
2
3
4
5
6
7
8
9
EXECUTIVE SUMMARY
PRODUCT AND/ OR SERVICE
FOUNDER OR FOUNDING TEAM
MARKET OVERVIEW
MARKETING & SALES
CORPORATE ORGANIZATION / PERSONNEL
OPPORTUNITIES AND RISKS
FINANCIAL PLANNING
ENCLOSURES
Brief summary of the following chapter
Customer benefits of the product
Qualifications of company founder
Market environment, competitors and target groups
Planned marketing and sales activities
Personnel policies and style of leadership
Evaluation of product and danger potential
Investment costs and profit prospects
Resumes, patents, contracts

BUSINESS PLAN
All figures in this business plan are confidential! Any reproduction may be made
only with the consent of the founder.
Company: Sample Business
Copy: No. 1/3
Date: 01.01.2015
Business plan: 01/2015 - 12/2017 (1st-3rd Business year)
Founder (Team): John Smith
Eva Example
Your Business Plan Template starts here

1. EXECUTIVE SUMMARY
2. PRODUCT / SERVICE
2.1 Current situation
2.2 Customer benefits
2.3 Product development / schedule
2.4 Production / production costs
3. FOUNDER / TEAM OF FOUNDERS
3.1 Founding member A
3.2 Founding member B
4. MARKET OVERVIEW
4.1 Target group
4.2 Site
4.3 Competitors
4.3 Market potential
5. MARKETING & SALES
5.1 Marketing strategy
5.2 Price design
5.3 Advertising / customer acquisition
5.4 First paragraph / sales
6. CORPORATE ORGANIZATION /
PERSONNEL
6.1 Legal form
6.2 Organizational form
6.3 Personnel structure / key positions
6.4 Operating facilities
6.5 Company profile
6.6 Corporate objectives
7. OPPORTUNITIES AND RISKS
TABLE OF CONTENT
Overview
Differ from this standard structure of a business plan in only exceptional cases. A deviation from the
typical structure can be quickly classified by experts as unprofessional.
TIP

8. FINANCIAL PLANNING
8.1 Standard of living
8.2 Business equipment
8.3 Investments
8.4 Wage costs
8.5 Funding
8.6 Capital requirements
8.7 Financing
8.8 Estimated cost
8.9 Revenue preview
8.10 Revenue preview
8.11 Income planning (P&L)
8.12 Liquidity forecast
9. ENCLOSURES
9.1 CVs
9.2 Shareholders agreement (Draft)
9.3 Lease agreement (Draft)
9.4 Cooperation agreements (Draft)
9.5 Leases (Draft)
9.6 Appraisal report
9.7 Rights / patents
9.8 Press reports
9.9 Brochures
etc.
TABLE OF CONTENT
The noted points next to this text are optional and not part of this business plan template.
If required, you can separately elaborate on them and attach them to the business plan.
TIP

OVERVIEW
Project dates
FOUNDER: John Smith, Eva Example
FOUNDING PROPOSALS: Short sentence to your business idea
BUSINESS LOCATION: Address of Company
LEGAL FORM: Ltd. / LLP / Joint-stock company etc.
COMPANY: Example Ltd.
START OF BUSINESS ACTIVITY: June 12th, 2015
FINANCING: How will the project be financed
FUTURE PROSPECTS: Brief description to the perspective of your business idea.
3 sentences maximum.

Provide a brief and concise overview of your project or
business idea.
Describe the main features and advantages while
keeping in mind that these are the first few lines that a
potential investor reads.
Try to pique interest and curiosity in the first few
sentences.
Your business model overview – page 1/2
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.

Make sure that you have made clear statements on the following points in your executive summary.
Your business model overview – page 2/2
 What is your business idea?
 What is special about it?
 What experience and skills qualify you for this
start-up project?
 What is your target group?
 How will you provide your offer to your customers?
 What is the total capital requirement for your
project?
 What sales volume do you expect in the coming
years?
 How many employees do you want to have
after three years?
 What objectives have you set for yourself?
 What potential risks could your project be
exposed to?
 When do you want to start your project?

2.1 Current situation
Describe the problem or deficit at
this point that you intend to resolve
with your business idea.
Ideally, you can illustrate to the
reader the problems with the help
of an expressive graphic.
Consider the fact that professionals
who deal with business plans on a
daily basis have very limited time to
try and grasp the relevant facts and
circumstances.
Therefore you should seriously
consider summarizing the main
facts in a short and concise
manner.
PLACEHOLDER TEXT
PLACEHOLDER TEXT
PLACEHOLDER
TEXT
PLACEHOLDER TEXT
PLACEHOLDER TEXT
PLACEHOLDER
PLACEHOLDER
TEXT
PLACEHOLDER
PLACEHOLDER TEXT
TEXT
PLACEHOLDER
PLACEHOLDER
PLACEHOLDER TEXT
TEXT
PLACEHOLDER
PLACEHOLDER
TEXT
PLACEHOLDER
TOPIC

2.2 Customer benefit (the business idea)
Give a brief and concise overview of your project. Elaborate on the problem
previously described in “current situation” by presenting your business idea
as a “problem solver”. Describe the main points, features and advantages
while keeping in mind that these are the first few lines that will determine
whether a potential investor will continue reading. Try to pique interest and
curiosity in the first few sentences.
Fundamental questions:
What product /
service do you
want to sell or
manufacture?
What is unique
about your offer?
How is your
solution superior
to the
competitors?
(If a similar product or
a similar service is
already established in
the market)

2.3 Product development / schedule 1/2
In this paragraph, briefly describe the development of your project, how it originated, how the idea developed,
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 anticipate
delays by calculating the buffer time. All steps must be understandable to a neutral reader.
DEVELOPMENT PROCESSES PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6
This text can be replaced.
This is a placeholder text
Placeholder text
1 Step
TODAY Market introductioncolor description Placeholder for color description

Other important questions could be:
 Start of production / service?
 Development of product / service?
 What requirements must be met to start?
 When can the product be marketed?
 What legal formalities (such as licenses, permits)
are required?
 What development steps are still needed
for your product?
 When can a pilot run be launched?
 Who will perform the test procedure?
 When will the possible patenting process be
completed?
 What technical approvals are needed?
 Which patent or utility model rights do you own,
or have applied for?
 How could the technological capabilities develop
in the ideal case?
2.3 Product development / schedule 2/2

2.4 Production / production costs
Briefly describe the manufacturing process of your product and give
a rough overview of the estimated cost. Provide prospects on the
planned amount and the production time.
 Describe the factors of production and their quality at the site.
These include raw materials, labor and capital.
 Describe the production facility and the technical implementation
of the product idea. Avoid extravagant discourses into great
technical details.
 What are the essential steps of the production process? The
technical feasibility of the implementation of the product idea
must be clear to an outsider.
 Show under consideration of the planned sales figures, which
production capacity the planned technical facilities have and
which possibilities for an expansion they provide.

3. FOUNDER / FOUNDING TEAM
3.1 Founding member A
Mention the most important and compelling points from the founder’s
resume.
Important questions are:
What qualifications / work experience and certifications do you have?
Distinguish between your professional qualifications (education, work
experience, etc.) and your entrepreneurial skills. (leadership experience,
communication skills, business knowledge)
 What industry experience do you have?
 What are your predominant strengths?
 What are your weaknesses? How are they compensated?
 What qualifications enable you to lead a company?
A good photo is surely no reason to give a good rating to your business idea and the related business
plan. However a bad photo could contribute to the result of your business idea not being taken as
seriously as you might have wished.
TIP

3. FOUNDER / FOUNDING TEAM
3.2 Founding member B
ENGINEER ERIN CROW
 born in 1968 in Hamburg
 1988 - 1992
majored in electrical engineering with a minor in software
development, Technical University of Berlin
 1994 - 1998
Software Developer at Daimler-Chrysler AG
 1998 - 2004
Software developer at Soft Center GmbH
 2000 - 2005
additional qualification through distance education in business
administration from the University of Hagen
 2005 - 2011
Director of Software Development AESIS AG
 Specialization. PHP, Visual Basic / NET, Java, Perl, C + +

4. MARKET OVERVIEW
4.1 Target group
 Who are your customers?
 Where are your customers?
 How are the different customer
segments put together (such as age,
gender, income, occupation, shopping
habits, consumers or business
customers)?
 Do you already have customer
references? If so, who?
 Potential short-and long-term revenue
associated with it?
 Are you dependent on a few major
customers?
 What are the needs / problems of your
customers?
Traditional
values,
fullfilment of
duty, order
Modernization,
individualization,
self-realization, pleasure
New orientation,
multiple options,
experimentation,
living in paradoxes
upper-class/
upper
middleclass
middleclass
lowermiddleclass
/lowerclass
ESTABLISHED
CONSERVATIVE
S 10 %
BOURGEOIS
MIDDLE CLASS
14 %
HEDONISTIC
15 %
PRECARIOUS
9 %
ADAPTIVE
PRAGMATICALLY
H
9 %TRADITIONAL
15 %
PERFORMER
7 %
LIBERAL
INTELLECTUAL
7 %
SOZIAL
ÖKOLOGISCH
7 %
EXPEDITIV
6 %

4. MARKET OVERVIEW
4.2 Location
The choice of location must be specified in the business plan. It is not enough
to only state an address, but a description of the criteria that influenced your
decision for the site must also be given.
The main criteria for your location can be similar to the following:
 Number / location and size of
the premises
 Reachability and visibility
 Connectivity
 Proximity to other locations or
to the target customer group
 Technical Infrastructure
 Presence of spatial conditions
(e.g. sanitary facilities, storage
facilities)
 Ability to carry out “loud”
activities
 Comply with regulatory
requirements
 Etc.

4. MARKET OVERVIEW
4.3 Competitor (competitor analysis) 1/2
 Are there any other
developments in your field?
 Who are your competitors?
 How much does the
competitor charge for the
products?
 What are the main strengths
and weaknesses of your
competitors?
 What are the weaknesses of
your company compared to
your main competitors?
 How can you overcome these
weaknesses?
Legend: ↑ very high; ↗ high; ↔ moderate; ↙ low; ↓ very low
COMPETITOR
A
COMPETITOR
B
COMPETITOR
C
COMPETITOR
D
YOUR
BUSINESS
Price ↙ ↑ → ↓ ↗
Quality ↗ → ↑ ↔ ↓
Regional
market share ← ↙ ↙ ↓ ↓
Trans-regional
market share ↗ → → ↙ ↓
Regional
recognition ↔ ↓ ↓ ↓ →
Trans-regional
recognition ↙ ↑ ↗ → ↗
Product line → ↓ ↔ ↗ ↓
Marketing ↑ ↙ → ↓ ↗
Innovation ↔ → ↙ ↑ ↔
Size of business → ↑ ↓ ↙ →
On the market
since 2001 1999 2009 2011

No.
Criteria
(Observation Range)
Comments to the Strength and
Weaknesses of examined units
Comparison to Competitor
worse same better
1 2 3 4 5 6 7 8 9
1 Relative market share …
2 Investment intensity …
3 Value creation …
4 Quality …
5 Cost structure/ cost advantage …
6 Professional competence …
7 Marketing Know-how …
8 Financial potency …
9 Location and other advantages …
10 Efficiency of management …
Overall Evaluation …
4. MARKET OVERVIEW
4.3 Competitor (competitor analysis) 2/2

4. MARKET OVERVIEW
4.4 Market potential
Give the reader a general
overview of the market potential
of your business idea.
Enter information about possible
market segments, the market
capacity and its growth
opportunities.
How many items you plan to sell.
Support your data if possible to
substantiate the statistics or
surveys on your expectations and
make them more feasible.
6,0MM.
4,7MM.
30%
2,4MM.
MARKET CAPACITY
MARKET VOLUME
TARGETED
MARKET SHARE
MARKET POTENTIAL

A marketing strategy is a behavioral plan to achieve
corporate
and marketing objectives.
In the context of marketing planning, it is important
to create
the correct marketing mix next to the market
segmentation.
This means the implementation of an overall
marketing strategy by explaining the ways in which
you want to enter the previously selected markets.
Give an explanation of the promotional activities
selected in order to communicate your product or
service to the target group.
MARKETING
CHANNELS
SEM
SEO
SMM
PRINTRADIO
TV
MAILINGS
AFFILIATE
NEWS-
LETTER

Product Price Promotion Place
Main usage Conditions Advertisement
Side usage Rebate Sales
Additional usage Discount Sponsoring
Brand Leasing Sales promotion
Content Event
Quality PPR
Packaging
Strategic distribution/
sales
Physical
distribution/logistics
Location
4Ps

Demonstrate the price level you aspire for your products,
how the price level is classified compared to competitive
products and which discount systems you would apply it to.
Also address the cost and the relationship between
quantities and prices. Describe the expected market
reaction in terms of your pricing policy.
Explain what pricing strategy you wish to follow (eg. high
price, low price, threshold price strategy). Make sure that
the price in each case covers your costs and keeps you in
competition (market price). Also mention the prices of your
competitors. Explain the minimum cost of your service/
product. How is your price determined?
5.2 Price Design
PRICING
15%
10%
25%
50%
PROFIT MATERIAL
WORKING HOURS MARKETING

PRODUCT A PRODUCT B PRODUCT C PRODUCT D
YOUR COMPANY $199.00 $129.00 $99.00 $29.00
COMPETITOR 1 $399.00 $152.00 $84.00 $55.00
COMPETITOR 2 $350.00 $207.00 $112.00 $109.00
COMPETITOR 3 $299.00 $129.00 $129.00 $42.00
COMPETITOR 4 $569.00 $199.00 $119.00 $28.00
COMPETITOR 5 $420.00 $177.00 $129.00 $33.00
5.2 Price Design (compared with competitive price)
Lowest price Most expensive offer

Measuring and
monitoring your
online activity is
the key to
maximizing Return
on Investment
Substantiate your marketing strategy from section 5.1.
Show examples of your advertisement and explain how
this should affect the customer.
This will show the reader that you have also
considered this. It will strengthen the investors'
confidence in your idea and its implementation.
Now that you caught the customer’s attention with
your advertisement, explain further how you plan to
turn the interested, potential customers into paying
customers.
5.3 Advertising / customer acquisition
BANNEREXAMPLE:

 What sales variables do you wish to control in any given period of time?
 What are the target areas you wish to address?
 Which sales model do you pursue?
For example:
 Which distributor will you use?
 What are the costs resulting from the sales?
Direct Sales Indirect sales
2 or more level
Indirect sales
1 level
Direct and indirect
sales combined
The exclusive online
sales and many
other variations
Traditional sale +
Online sales
5.4 Sales

6. CORPORATE
ORGANIZATION /
PERSONNEL

6. CORPORATE ORGANIZATION / PERSONNEL
6.1 Form of organization
Point out your
company‘s form of
organization (e.g. LLC,
Ltd. …) and the reason
for your decision.
The choice of the legal
entity is often based on
the constitution of the
management level.
How many people
should be allowed to
take influence on the
corporate governance?
Sole trader /
Sole
proprietorship
General
partnership
Limited
partnership
Private limited
company (UK) /
Limited liability
company (US)
Public Limited
Company (UK) /
Corporation /
Incorporation
(US)
GENERAL
CHARACTER
Make business on
your own
Make business
together with
another person,
unlimited liability
Offer services
rather than
physical products,
limited liability
Any purpose,
limited liability
Any purpose,
limited liability
COMPANY
Sole trader /
Sole
proprietorship
General partnership
Limited
partnership
Ltd. /
LLC
PLC /
Corp. /
Inc.
NO. OF
FOUNDERS
1 person min. 2 partners min. 2 partners min. 1 person
PLC: min. 2
Inc.: depending on
founding state
MINIMUM
CAPITAL
- - - -
PLC: £50,000
Inc.: depending
on founding state

6.5 Company profile
MANAGEMENT
MANAGEMENT
ASSISTANCE
MARKETING
EMP
EMP
EMP
EMP
EMP
SALES
EMP
EMP
EMP
DEVELOPMENT
EMP
EMP
EMP
EMP
PRODUCTION
EMP
EMP
EMP
EMP
EMP
FINANCE
EMP
EMP
ADMINISTR.
EMP
EMP
Example: One-line system
Explain in the text box which
organization you wish to implement in
your company and explain your reasons.
In the opposite organization, you have
the possibility to visualize your
description.
Possible forms of organizations are:
 One-line system
 Multi-line system
 Staff line organization
 Matrix organization
 Functional organization
 Network organization
 etc.
Research the different forms of organization. In addition to the strictly structured, linear
organization, there are also project-related organizations where the responsibility lies with the
respective project managers.
TIP
EMP : Employee

Planned personnel development
3 year preview
Marketing 1 2 3
Sales 2 3 4
Develpment 1 2 2
Production 3 5 7
Administration 1 1 1
Finance 1 2 3
Total 9 15 20
DEPARTMENT YEAR 2 YEAR 3YEAR 1
6.3 Personnel structure / key positions
At this point you can state the required qualifications of
your staff, particularly the employees of the key positions
that need to be filled.
If you intend to employ (highly) qualified people, you
should also make statements about planned trainings
and retention strategies. After an employee leaves a so-
called key position in your company it is usually difficult
to replace him.
This can lead to turbulence and even lead to failure of
the entire project.
Research the various employment opportunities, e.g. part time work or temporary employment
contracts. Think of your staff and employment policies from the start and always plan at least
three years in advance.
TIP

6.4 Operating plant / site
This section analyses the infrastructure of the
business location in more detail. Describe the
location of the site, its geographic and
infrastructural position.
Describe the general infrastructure requirements at
the site and point out the advantages. Mention also
planned improvements. Focus mainly on the
location factors with the highest priority for your
projects.
Finally, evaluate the selected location. Justify your
choice of location in a way that is clearly
understood by the reader.
WE ARE
HERE
ReedAve

6.5 Company profile
Here you have the opportunity to talk about the meaning or purpose of your
company. Explain your company's philosophy as well as other aspects of
your planned business. Key points of the statement may be:
In which
discipline do you
wish to excel?
What does your business stand for?
Which corporate
culture do you
wish to maintain
internally and
externally?
Which are your
main objectives?
What should
your company
represent?

What are
the specific
revenue, profit
and growth
goals?
What do you
want to achieve
with the
business
foundation?
What measures
must be
implemented?
What
requirements
must be met to
achieve the
objectives?
Where do you
want to be in
one, three and
five years'
time?
6.6 Corporate objectives
Is important to be realistic when expressing your business goals. Potential investors appreciate greatly some restraint
because the goals indicate your market knowledge and demonstrate a sense of practicality in your plans. On the
other hand, you should not articulate them too gently because it could be assumed that you lack passion for your
project.
In the description of several corporate objectives and the upper and lower targets, it’s important to respect the
principle of the target balance. This means they should support and not interfere or even contradict each other.

7. OPPORTUNITIES AND RISKS
Which opportunities is your business model exposed to?
BEST CASE
 What are the three biggest opportunities
that may positively influence the further
development of your business?
WORST CASE
 What are the three most important issues
that could hinder the positive development
of your business
 How will you address the risks / problems?
To show that you are realistic about your plan,
describe at this point the risks and opportunities you
could encounter.
How will you react to possible market changes and
fluctuations?
How could positive and negative events affect your
business?
Anyone who proves that he considers the potential risks
demonstrates to his business partners that he intends to
establish a business in a responsible manner.
Many banks and investors can live with risks if they have the impression that the founder will take
responsibility for and be conscious of them. Make sure to consider worst-case and best-case
scenarios. Explain your assumptions with researched verifiable facts and figures.
TIP

8.1 Cost of living
Show the reader that you have included the aspect
of your own living expenses in your calculation.
Demonstrate how you plan to cover your costs
including any additional means of income. Calculate
up to at least six months.
Also consider the question of how high your savings
should be for unforeseen events (illness, accident)
needs to be
Rent and utility costs $xx.xx
Insurances $xx.xx
Car expenses incl. fuel $xx.xx
Food $xx.xx
Household goods $xx.xx
Clothing $xx.xx
Reserve for unforeseen $xx.xx
Others, such as vacations, furniture, etc. $xx.xx
... $xx.xx
Cost of living / month $0,00
PRIVATE COSTS $ / MON.
The tables in this part of the presentation are Excel based and contain formulas for automatic
calculation. Double-click on tables to switch into edit mode.
TIP

8.2 Business equipment
Aside from the cost of living, the
costs of setting up the business
premises are also important to
calculate. Determine the fleet of
vehicles, machinery and all other
things necessary for the operation
of the business.
This may be one-time investments
as well as ongoing costs such as
rent, telecommunications fees or
leasing costs. Parts of it are
incorporated into the investment
plan.
Office equipment for staff xx $xx.xx $xx.xx
Establishment of shops, hotels, pubs $xx.xx $xx.xx
Company car $xx.xx $xx.xx
Facilities and machinery $xx.xx $xx.xx
Hard- und Software $xx.xx $xx.xx
Telecommunication $xx.xx $xx.xx
Entrepot $xx.xx $xx.xx
Lease $xx.xx $xx.xx
... $xx.xx $xx.xx
Costs for office equipment
Once / monthly
$0,00 $0,00
OFFICE EQUIPMENT ONCE $ MONTH $

8.3 Investment Planning
Investment planning usually only represents posts with nonrecurring costs!
TIP
Long-term investments
Building / property $xx.xx $xx.xx $xx.xx
Renovations / alterations $xx.xx $xx.xx $xx.xx
Computers and software $xx.xx $xx.xx $xx.xx
Tools and equipment $xx.xx $xx.xx $xx.xx
Office furniture and business equipment $xx.xx $xx.xx $xx.xx
Vehicles $xx.xx $xx.xx $xx.xx
Compound items (cost <150 $) $xx.xx $xx.xx $xx.xx
Pool (≥ 150 costs $ & <1.000 $) $xx.xx $xx.xx $xx.xx
Sum $0,00 $0,00 $0,00
Short-term investments
Initial procurement / material storage $xx.xx $xx.xx $xx.xx
Purchase $xx.xx $xx.xx $xx.xx
Sum $0,00 $0,00 $0,00
Total investment $0,00 $0,00 $0,00
FISCAL YEAR 2 FISCAL YEAR 3FISCAL YEAR 1

8.4 Wage costs
List the staff that should be hired
along with the accompanied costs.
Calculate the projected gross wages
and incidental wage costs. It would
be better to put wages higher than
lower because every investor
perceives saving costs more
optimistically than increasing costs.
The labor costs (wage costs,
personnel costs) include all of the
employer’s work-incurred expenses
in connection with the employment
of staff.
Name, first name A $xx.xx $xx.xx $xx.xx
Name, first name B $xx.xx $xx.xx $xx.xx
Name, first name C $xx.xx $xx.xx $xx.xx
Name, first name D $xx.xx $xx.xx $xx.xx
Name, first name E $xx.xx $xx.xx $xx.xx
Name, first name F $xx.xx $xx.xx $xx.xx
Name, first name G $xx.xx $xx.xx $xx.xx
Name, first name H $xx.xx $xx.xx $xx.xx
Name, first name I $xx.xx $xx.xx $xx.xx
Total labor costs $0,00 $0,00 $0,00
EMPLOYEE
INCIDENTAL
WAGECOSTS
TOTALLABORCOSTSGROSS WAGES
Labor costs consist of:
- The direct personnel costs (= direct labor costs) and
- The indirect personnel costs (=incidental wage costs or associated employer outlay).
TIP

8.5 Funding
Usually governments hold a large number of grants available for founders .
Research funding opportunities early. Depending on the industry in which
you want to be active, the federal government and the states provide
different programs and various possibilities for financial support.
Explain which funding opportunities exist for your business idea and to
which conditions the funds are linked. Provide information about your
chances of obtaining such support. Ideally you are either in an ongoing
application process or you already have funds promised on which you can
report. Quantify the amount of the subvention and loan period.

8.6 Capital Requirements 1/2
Long-term investments
Building / property $xx.xx $xx.xx $xx.xx
Renovations / alterations $xx.xx $xx.xx $xx.xx
Computers and software $xx.xx $xx.xx $xx.xx
Tools and equipment $xx.xx $xx.xx $xx.xx
Office furniture and business equipment $xx.xx $xx.xx $xx.xx
Vehicles $xx.xx $xx.xx $xx.xx
Compound items (cost <150 $) $xx.xx $xx.xx $xx.xx
Pool (≥ 150 costs $ & <1.000 $) $xx.xx $xx.xx $xx.xx
Sum $0,00 $0,00 $0,00
Short-term investments
Initial procurement / material storage $xx.xx $xx.xx $xx.xx
Purchase $xx.xx $xx.xx $xx.xx
Sum $0,00 $0,00 $0,00
Sum of capital requirements 1/2 $0,00 $0,00 $0,00

Sum capital requirements 1/2 $xx.xx $xx.xx $xx.xx
3. Resources
Personnel costs $xx.xx $xx.xx $xx.xx
Other costs $xx.xx $xx.xx $xx.xx
Rent / Lease $xx.xx $xx.xx $xx.xx
Interest / amortization $xx.xx $xx.xx $xx.xx
Total $0,00 $0,00 $0,00
4. Start-up costs
Registration / Authorization $xx.xx $xx.xx $xx.xx
Registration of company $xx.xx $xx.xx $xx.xx
Notary $xx.xx $xx.xx $xx.xx
Consultations $xx.xx $xx.xx $xx.xx
Total $0,00 $0,00 $0,00
5. Private collection
personal drawings $xx.xx $xx.xx $xx.xx
Total $0,00 $0,00 $0,00
Total capital requirements $0,00 $0,00 $0,00
8.6 Capital Requirements 2/2
COPY FIGURES
FROM LAST SLIDE

8.7 Financing
YEAR 2
Q1-Q4
YEAR 3
Q1-Q4
YEAR 1
Q1-Q4
Total required financing $25.000,00 $xx.xx $xx.xx
1. Equity capital (interest free)
Assets $2.500,00 $xx.xx $xx.xx
Personal contribution $5.000,00 $xx.xx $xx.xx
Private loans $1.000,00 $xx.xx $xx.xx
Corporate profits from previous year $500,00 $xx.xx $xx.xx
Total $9.000,00 $0,00 $0,00
2. Borrowed funds (interest-based)
Bank loans $10.000,00 $xx.xx $xx.xx
Development loans $2.500,00 $xx.xx $xx.xx
Total $12.500,00 $0,00 $0,00
3. Revenue from operating income
Revenue from operating income $2.000,00 $xx.xx $xx.xx
. /. Under cover + coverage -$1.500,00 #WERT! #WERT!
The cells of this table provide conditional formatting. Negative values are highlighted in red.
TIP
COPY FIGURES
FROM LAST SLIDE

8.8 Cost preview
OPERATING EXPENSES - FISCAL YEAR 1 Q1 Q2 Q3 Q4
Rent / lease plus utility costs $xx.xx $xx.xx $xx.xx $xx.xx
Current vehicle costs $xx.xx $xx.xx $xx.xx $xx.xx
Advertising costs $xx.xx $xx.xx $xx.xx $xx.xx
Travel costs and expenses $xx.xx $xx.xx $xx.xx $xx.xx
Communication costs $xx.xx $xx.xx $xx.xx $xx.xx
Insurance / contributions / fees $xx.xx $xx.xx $xx.xx $xx.xx
Consulting fees / Accounting $xx.xx $xx.xx $xx.xx $xx.xx
Repairs and maintenance $xx.xx $xx.xx $xx.xx $xx.xx
Lease / license fees $xx.xx $xx.xx $xx.xx $xx.xx
Start-up costs / training $xx.xx $xx.xx $xx.xx $xx.xx
Interest $xx.xx $xx.xx $xx.xx $xx.xx
Amortization $xx.xx $xx.xx $xx.xx $xx.xx
Investments $xx.xx $xx.xx $xx.xx $xx.xx
Personnel costs $xx.xx $xx.xx $xx.xx $xx.xx
Other expenses $xx.xx $xx.xx $xx.xx $xx.xx
Total cost - Fiscal year 1 $0,00 $0,00 $0,00 $0,00

8.8 Cost preview

8.9 Revenue Preview
20,00% 20,00% 20,00% 20,00%
Product / Service A $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00
Product / Service B $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
Product / Service C $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
Product / Service D $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
Total $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00
Revenue share per quarter
PRODUCT OR SERVICE
REVENUE
P.A.
PRICE /UNIT
NUMBER Q1 Q2 Q3 Q4 TOTAL

8.9 Revenue Preview
Previous year $40,00 999
Increase 25% 10% 20,00% 20,00% 20,00% 20,00%
Product / Service A $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00
Product / Service B $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
Product / Service C $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
Product / Service D $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00
Total $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00
Revenue share per quarterCopy figures
from last slide
PRODUCT OR SERVICE
REVENUE
P.A.
PRICE /UNIT
NUMBER Q1 Q2 Q3 Q4 TOTAL

8.10 Profitability preview
FIRST FISCAL YEAR YEAR 1 YEAR 2 YEAR 3
Q1 Q2 Q3 Q4 Q1-4 Q1-4 Q1-4
Net sales $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Material consumption $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Gross profit I $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Personnel costs $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Gross Profit II $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Other costs $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Extended cash flow $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Interest $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Cash-flow $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Depreciation $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx
Net profit before taxes $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00

8.11 Income Planning (P & L)
FISCAL YEAR 1 FISCAL YEAR 2 FISCAL YEAR 3
USD % USD % USD %
Revenues (gross) $xx.xx xx $xx.xx xx $xx.xx xx
- VAT $xx.xx xx $xx.xx xx $xx.xx xx
Revenues (net) $xx.xx xx $xx.xx xx $xx.xx xx
- Other operating income $xx.xx xx $xx.xx xx $xx.xx xx
Operating income $xx.xx xx $xx.xx xx $xx.xx xx
- Purchase of goods / material costs $xx.xx xx $xx.xx xx $xx.xx xx
- Personnel expenses $xx.xx xx $xx.xx xx $xx.xx xx
- Regular depreciation $xx.xx xx $xx.xx xx $xx.xx xx
- Interest expense $xx.xx xx $xx.xx xx $xx.xx xx
- Other operating expenses $xx.xx xx $xx.xx xx $xx.xx xx
Operating expenses $xx.xx xx $xx.xx xx $xx.xx xx
Earnings $xx.xx xx $xx.xx xx $xx.xx xx
- Government grants / allowances $xx.xx xx $xx.xx xx $xx.xx xx
- Other gains and income $xx.xx xx $xx.xx xx $xx.xx xx
- Other gains and income $xx.xx xx $xx.xx xx $xx.xx xx
Reported results 0,00 € 0,0% $0,00 0,0% $0,00 0,0%

8.12 Liquidity preview 1/2
Figures in USD
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Balance of previous quarter x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
1.1 Turnover x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
1.2 Capital x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
1.3 Debt x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
1.4 Other inflows x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
Total liquidity access 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00
2.1 Investments x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.2 Personnel costs x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.3 Purchase of goods x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.4 Continuing expenditure x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
1. Inflows / revenues
2. Payouts

8.12 Liquidity preview 2/2
Figures in USD
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Liquidity access slide 1/2 x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
Payouts 2.1-2.4 x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.5 Interest x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.6 Amortization x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.7 Personal drawings x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
2.8 Other payments x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
Total liquidity outflow 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00
3. Balance of liquid p/ quarter x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx
4. Cumulative net liquidity x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

9. ENCLOSURES
9.1 Curriculum vitae
At the end of your business plan you have the option to
attach important documents which you haven’t found
an appropriate place elsewhere or did not formally fit
into the design of the plan.
This can the following documents:
 CVs
 Calculations for financial
planning
 Partnership agreements
(draft)
 Rent contract (Draft)
 Cooperation Agreements
(Draft)
 Leases (Draft)
 Report
 Rights, Patents
 Press Reports
 Brochures
 etc.

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