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Coming Soon ~ Developing a Strategic Personal Plan
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Determine your company's capabilities, strengths and weaknesses
Develop strategies that strengthen your company's production, marketing research and development, organization and management, and financial systems
Pinpoint the crucial elements of your competition, including market, economic and technological factors
Set realistic production, revenue and overall operating goals and objectives based on your projections and analysis
While each Business/Marketing plan is different, depending on the Business/Marketing [online and offline] and what the plan is used for, here is an outline of items that must be addressed in a strategic Business/Marketing plan.
Purpose of the Business/Marketing plan: for example, to attract investment from venture capitalists.
Business/Marketing description: name, location and plant description, product and/or service, market and competition, and management expertise.
Business/Marketing goals and timetable.
The market and competition, both current and anticipated, and a discussion of market share.
Summary of your marketing strategy.
Listing of key management personnel and their experience.
Summary of the unique advantages that will contribute to the success of the Business/Marketing.
Summary of financial needs and application of funds.
Payback period, earnings projections and potential return to investors.
Goals and Objectives
A statement of the goals of the company.
A list of specific objectives and when they will be accomplished.
Products and/or Services
Description of the product and/or service line. If the company anticipates developing more than one product and/or service, how will the promotion and manufacture of one affect the other.
Proprietary position, copyrights, trademarks, and other legal and technical considerations.
Requirements of regulatory agencies.
Comparison to competitors' products and/or services.
Break-even analysis by product and/or service.
Unique Competitive Advantage (a.k.a. Unique Selling Proposition)
Management experience or skills.
Product and/or service superiority or price advantage.
Market advantages, such as a large contract with a major customer or supplier.
Other advantages, such as proximity to a large market, or proximity of labor supplies, raw materials, energy, transportation or cheap land.
Description of the target market and an approximation of its size and growth potential.
Site selection for retail outlets: traffic count, disposable income and other demographic characteristics of surrounding area.
Competitors and an analysis of their strength and weaknesses.
Specific goals and timetables for market penetration.
Overall strategy and how this will be affected by the reactions of competitors.
Relationships with suppliers and distributors and any distribution or licensing agreements.
Pricing policy: whether it will be determined by competition or by cost of goods, and how market forces will affect pricing.
Selling policy: selection between sales and leasing, credit and payment terms.
How products and/or services will be distributed: licensing, franchising, agency contracts, wholesaling, retailing or direct sales.
Service arrangements, product and/or service support and customer training, and warranty terms.
Promotion and advertising plans.
Materials and components required for products.
Sources of supply and alternatives if materials become unavailable.
Condition of production facilities and equipment.
Environmental factors restricting use of chemicals, disposal of wastes, pollution and noise control. Potential impact.
Labor requirements and effects of strikes, collective bargaining and turnover. How changes in compensation structure or productivity will affect the Business/Marketing.
Availability and cost of transportation, energy and other utilities.
Quality assurance procedures.
Plant capacity and long-term alternatives.
Form of Business/Marketing organization.
Board of Directors composition
Detail of stock ownership, names of stockholders and shares owned. Potential ownership -- warrants, rights and options.
Organization chart and responsibility of officers.
Experience and background of principals and key employees and any potential obstacles, such as agreements not to compete.
Investment involvement of principals.
Staffing plan/number of employees. Include plans for additions of employees, when they will be needed and the qualifications that will be required.
Space requirements, facilities plan and planned capital improvements.
Operating plan and schedule of upcoming work for the next one to two years.
Internal control, accounting, inventory and management reporting systems.
Current audited financial statement, if available.
Five-year financial projections (first year by quarters; remaining years annually) including profit-and-loss statements, balance sheets, cashflow statement and capital expenditure estimates.
Explanation of projections (assumptions).
Start-up and research and development costs.
Analysis of capitalization decisions, such as whether to lease or buy equipment.
Analysis of fixed costs versus those that vary with Business/Marketing or production levels.
Key Business/Marketing ratios with comparison to industry averages.
Access to funding sources, such as industrial revenue bonds and government land grants.
Analysis of cost alternatives, such as subcontracting for production of components rather than producing them in-house or contracting with outsiders for financial or other services.
Explanation of use and effect of new funds.
Potential return to investors compared to competitors and the industry in general.
(Source : An Entrepreneur's Guide to Starting a Business/Marketing, Arthur Andersen & Company)
The Baum Group works on your Strategic Business/Marketing Plan with you.
see our Business/Marketing Card
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