STARTING
YOUR
OWN
BUSINESS
WORKBOOK
TABLE OF CONTENTS
Module 1: Feasibility — Why Bother?................................................................................................ 4
Module 2: You and Your Needs ........................................................................................................... 5
Module 3: Business Needs In Detail — Equipment ............................................................................ 6
Module 4: Target Net Profit ................................................................................................................. 8
Module 5: Operating Expenses in Detail — First Year........................................................................ 9
Module 6: Setting Your Prices ........................................................................................................... 11
Module 7: Gross Profit....................................................................................................................... 13
Module 8: Profit ................................................................................................................................. 14
Module 9: Cash Flow......................................................................................................................... 19
Module 10: Who are your customers? - Market Research ............................................................... 23
Module 11: Marketing and Promoting your business ...................................................................... 25
Module 12: E-Business Planning....................................................................................................... 27
Module 13: Business Structures and Strategies ................................................................................. 29
Module 14: Talking With a Lender .................................................................................................... 30
Module 15: Bring It Together In A Business Plan ............................................................................. 31
Module 1: Feasibility — Why Bother?
You'd have to admit that 8 to 10 hours work thinking about a project must be better than risking
thousands of dollars and wasting 3 to 5 years of your life on a business that had no chance of
success from the start.
What is a Feasibility Study?
A Feasibility Study involves time and effort in talking, reading and gathering good information.
Further time is spent putting the information together in a systematic way so that it makes sense.
From there it will be possible to make sensible decisions on whether to start the business or not.
All the work can be done without spending very much money at all. In short, it's the first step.
Introduction
This workbook can help you in two ways:—
1. Provide a place where you can write down information collected about the business you would
like to start.
2. Provide a place to do some simple calculations which can help you decide whether or not it is
worth going ahead to actually start your business.
You must be prepared to talk to many people and to read books, magazines and papers about
starting a business. There are many websites such as FlyingSolo (www.flyingsolo.com.au) that
provide information about starting a business. You may want to consider doing structured training
such as with a TAFE, R.T.O. or distance education program for example: Business Building Blocks
www.businessbuilding.com.au The more you have written down, the easier it will be to get help
from others and this information can be the basis for a future business plan
Just a point . . . do all your writing in this book in pencil. It is certain that you will need to make
alterations.
Thinking about starting in business can be a confusing process. Trying to assess the risks and
benefits of something which will become a major part of your life for a number of years into the
future is not easy. If your thinking is not guided and systematic, then the risks of business failure
will be increased dramatically.
Experience shows that there are several important decisions which need to be made before starting
in business and those decisions need to be made with some sound financial and market information.
This workbook leads you through the steps needed to make good decisions.
• It may be that the decision is not to start the particular business.
• It may be that the decision is to start the business when you have more money saved, or when
you have more knowledge or skill in management.
• It may be that the time is right now, the opportunities are there and the risks for you are at their
lowest.
If the indications are to go ahead, the material in this workbook will provide the basis for the
development of a comprehensive business plan.
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Module 2: You and Your Needs
Suppose you are employed and receive a before tax salary or wages of $800 per week or $40,000
per annum. Suppose you will put $50,000 of your own money into a business. This amount would
earn say 6% interest at the bank or $3,000 per annum. To be no worse off in money terms your
business should return you $40,000 + $3,000 = $43,000 for the year.
1. Annual Salary/Wages (before taxes) $
2. Current Annual Earnings on Savings $
3. Earnings from Other Sources $
DESIRED INCOME BEFORE TAX TOTAL $
If several people propose going into the same business, do the calculations for everyone and come
up with a grand total. Check www.sa.gov.au and the relevant industry association' for further
information for more details about business structures.
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Module 3: Business Needs In Detail — Equipment
This is the equipment you need to operate the business. You may already have some equipment that
you can use or you may need to purchase it. Also consider the likely value of this equipment should
you decide not to continue – the auction value will give a reasonable estimate to work on if you
allow for the auctioneers fees (approx 16%).
ITEM SUPPLIER ESTIMATED AUCTION
COST VALUE
Computer
Fax machine
Cash Register
Fittings/ displays
Furniture desks
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Business Needs in Detail — Once‐Off, Establishment Costs
Capital is for items where you would have no real hope of recovery of your funds if the business is
not successful. Ask a business Adviser for help should you be unsure.
ITEM SUPPLIER ESTIMATED
EXPENDITURE
Accounting Fees
Advertising – including artwork, sign
writing
Business stationery (design and logo)
Cleaning materials and equipment
Utilities, connection, transfer, bond
Fittings, furniture, display fixtures
Lease drawing up, stamp duty, registration
Legal Fees Pty Ltd Partnership Trust
Licences, planning application
Loan fees – establishment, valuation,
stamp duty etc
Plant and equipment purchase, lease
(small items)
Rates, taxes and other outgoings
Registration of Business Name, Trademark
Rental Bond and first month’s rent
Refurbishing, repainting premises
Staff recruitment, training
Stock (3‐4 months)
Storage systems
Communication equipment, installation,
transfer
Workplace regulations – Occupational
Health, fire regulations
Any others not listed above
Finance. As your planning progresses, you should speak to a financial organisation or an accountant
to discuss the various options of how you could finance capital equipment.
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Module 4: Target Net Profit
Profit is necessary for the survival of the business but what exactly are you going to do with the
profit?
If you want to upgrade your plant and equipment or expand the business– where will the money
come from? You could borrow it, lease the equipment or as many small businesses do – reinvest the
profits.
The repayment of business loans is made up of two components; the principal which is repaid from
profit and the interest cost which is an expense.
Consider — you are investing your time and $50,000 into a venture - is 15% return adequate for
your time, investment and risk or is the 6% bank rate acceptable?
1. DESIRED INCOME BEFORE TAX from Module 2 $
2. Upgrading of plant and equipment $
3. Expansion $
4. Repayment of loans/increase of equity
5. Return on investment
6. Other…
TOTAL $
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Module 5: Operating Expenses in Detail — First Year
You will need to seek advice, gather information, obtain quotations and prices from suppliers. Try
to get as accurate a picture of your likely operating expenses as you can.
This is not a complete list. Talk to a Business Adviser specifically about your business idea. Use the
blank spaces for items specific to your business.
DO NOT include Stock Purchases, Depreciation or Loan Repayments in this list.
1 Accountancy Fees $
2 Administration/Office Expenses $
3 Advertising $
4 $
5 $
6 Bank Charges $
7 Bank Interest $
8 $
9 $
10 Debt Collection $
11 Donations $
12 $
13 $
14 $
15 Insurances $
16 $
17 Leased Equipment $
18 Legal Expenses $
19 Light and Power $
20 Marketing $
21 Maintenance Plant and Fixtures $
22 Motor Vehicle Registration and Running $
23 $
24 Printing, Stationery, Postage $
25 $
26 Rates and Property Taxes $
27 Rent $
28 Salaries and Wages (not your own!) $
.29 Security $
30 Staff Superannuation $
31 Subscriptions $
32 $
33 Telephone $
34 $
35 $
36 $
TOTAL: $
Now add 5% to the total figure to allow for some things you have forgotten $
NEW TOTAL ESTIMATED OPERATING EXPENSES: $
A Glossary and explanations of Operating Expenses is at the back of this workbook.
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NOTE: When you feel you have completed your best estimate of expenses, try to arrange to
compare your expected expenses with the average for your industry. Your accountant should have
industry benchmarks such as FMRC Profiles, IBIS Benchmarks, etc. Check www.sa.gov.au and the
relevant industry association for further information.
If you have access to a Form 2* for a similar business that is for sale, it can also provide some
useful information. BUT remember – every business is unique and you should get accurate
quotations relevant to your own business for as many expenses as possible. * Form 2: Under the
Land and Business (Sale and Conveyancing) Act 1994 a Vendor's Statement for the sale of a small
business must be provided to the purchaser if the business is to be sold for a price of up to
$200,000.
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Module 6: Setting Your Prices
The price at which you sell your goods or services, must be sufficient to do three things:
• Cover the cost of the goods or raw materials (gather information on completing a break-even
analysis from a detailed book, accountant or business adviser)
• Make a sufficient contribution towards covering the Annual Operating Expenses of your
business
• Make a sufficient contribution towards the Desired Net Profit you want from your business
You will need to research the price your competitors are charging as you will normally meet
resistance from customers if your price is noticeably higher or lower than your competitors. But,
you need to be sure that the mark-up on the wholesale price is sufficient to cover operating
expenses and provide an adequate profit.
Setting an Hourly Rate
If you propose operating a service business —such as repairs, lawn mowing, contracting, etc. you
are really selling your time and some materials. When you quote a job you should have some idea
of how long it will take. Multiply the estimated hours by your hourly rate.
Remember you will work many more hours than you can charge to customers — quoting, getting
supplies, etc. But, if you want to work at weekends, have no holidays and put in extra hours you
will have an opportunity to get close to 1,650 hours chargeable or even exceed it.
Feasibility study for a service business
SALES EXPENSES PROFIT
Turnover $118,000 Vehicle $8,000 Lifestyle $40,000
Utilities $4,000
Total working Additional working
$4,000
time capital
50 weeks x 60 3000 hours
hours
Productivity 50.00% Accounting $2,000
Productive hrs 1500 Memberships $1,000 Machinery update $2,000
Repairs & maint $2,000
Income divided 118000/ Stationary & Loan repayment
$1,000 $5,000
by hours 1500 printing (20,000/4yrs)
Phone & Internet $2,000
Advertising $4,000 Long term $4,000
Insurance $2,000 total $55,000
Contract labour $15,000
Consumables TAXATION
$2,000 $20,000
(approx)
Hourly rate $78.00 Total $43,000.00 Net Profit $75,000
SYOB workbook edit G Bell 2011 ` Page 10 of 34
Therefore if we require $40,000 for ourselves in this example we would need to feel confident of
obtaining and completing 1,500 hours per year of work at $78 per hour.
Productivity is a key issue for a service business and will depend on the location of customers, size
of jobs and many other factors. It is important to address what level of efficiency is realistic for
your type of business but remember to factor in all of the back office duties as well.
You may calculate a price for your goods or services which is sufficient and yet you may be aware
the market will pay more. How would you resolve this dilemma? - In cases where you can charge
more, the extra profit may allow you to provide a better quality of service, where charging too little
may force you to reduce the quality of product or service.
Please note these figures are for demonstration purposes only
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Module 7: Gross Profit
Mark‐Up
This is the term used in retailing to describe the dollar increase on the Wholesale Price to selling
price that covers Operating Expenses and to return a Profit to the Business Owner.
Example
Many industries have an ‘Average Mark-up’ as a kind of benchmark. It is usually referred to as a
Percentage Mark-up. You should be aware of this percentage figure for the industry you intend to
enter.
Margin
The Margin is the Percentage of the Retail Selling Price which contributes to the Gross Profit made
on sale. It is a kind of ‘reverse mark-up’. Some suppliers quote their prices as Average Retail Prices
with a percentage discount to the retailer.
Feasibility study for a retail business
SALES EXPENSES PROFIT
Turnover $270,000 Vehicle $8,000 Lifestyle $40,000
Utilities $4,000
Opening stock $10,000 Rent $15,000
+Purchases $140,000 Outgoings $2,000 expansion $4,000
‐Closing stock $15,000 Accounting $2,000
Cost of sales $135,000 Memberships $1,000 Machinery update $2,000
Repairs & maint $2,000
Stationary & printing $1,000 Loan repayment $5,000
(20,000/4yrs)
Phone & Internet $2,000
Advertising $4,000 Long term $4,000
Profit
50% Insurance $2,000 total $55,000
Margin
Wages $15,000
TAXATION
Super w/cover $2,000 $20,000
(approx)
Gross Profit $135,000 Total $60,000 Net Profit $75,000
Therefore if we require $270,000 sales per year; we can look at weekly sales (divide by 52) to get
$5,192 or daily (divide by 6) gives $865 per day.
If your average sale was $10, you would need 86 sales per day on average.
Please note these figures are for demonstration purposes only.
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Module 8: Profit
From the profit you make in running your business you will want to take out money to live on. But
there are other things which must be taken from the profit before you can have your slice.
• If the business is profitable then Income Tax will be payable, regardless of what you do with the
profit (e.g. re-invest). Check the ATO website for taxation information (www.ato.gov.au).
• If you have established the business using borrowed funds, then you will need to repay the
lender in accordance with your contract.
Once you have dealt with these commitments, you should then put aside funds for future
replacement of worn equipment, future expansion of your business, cover for bad debts, updating of
equipment to keep pace with current technology and allowance for inflation.
Finally, you can consider some reward for your own time and effort in the business, reward for the
funds you have invested, and you should also make some allowance for the risk of investment.
This section of your Feasibility Study aims to set an adequate profit target and then determine the
level of sales you will need to achieve it.
In normal accounting practice a Profit and Loss budget can look like this:
(We have put in some figures to help you read it easily)
Sales: $ 80,000
Less: Cost Of Goods Sold:
Value of Opening Stock $ 10,000
+ Purchases of Stock $ 40,000
‐ Value of Closing Stock $ 11,000 $ 39,000
Gross Profit: $ 41,000
Less: Operating Expenses:
Accountancy Fees $ 2,000
+ Administration/Office $ 1,600
+ Advertising $ 3,000
+ $ 800
+ $ 200
+ Bank Charges $ 600
+ etc, etc. $ 12,800 $ 21,000
Net Profit: $ 20,000
We want to turn the Profit and Loss Budget up-side-down.
Target Net Profit
Plus: Operating Expenses Budget = GROSS PROFIT
Plus: Estimated Cost of Goods Sold = TARGET SALES
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Let’s start work on a Target Net Profit.
On the worksheet PROFIT STUDY, set out your desired outcomes and contracted commitments.
1. How much income do you need to cover your present personal and family financial
commitments? You will recall earlier that you have already written your annual income after
deduction of income tax. Now write that Net Salary After Income Tax in the space provided on
the worksheet.
2. How much of your own money will you put into the business? Where is it now? Probably in a
bank or building society earning interest. If you are going to invest in the business, you would
surely want your funds to earn at least as much as they would in the bank. Calculate the interest
using the best interest rate you can get at the bank.
3. You appreciate that an investment in a business is much more risky than making a deposit in a
bank. Your funds are not so liquid and not easily available. There is a much higher chance of
not being able to get the money from your business when you need it. You should allow a factor
for risk. Make this at least 5% greater than the current bank interest rate and even more if you
feel there is a high level of risk in your business.
4. How much do you want to borrow? Over what period of time? How much of the principal of
the loan will you be required to repay in the first year of business operation? You may have to
ask your bank to help you calculate the amount. Your Accountant or Business Adviser will also
be able to help.
5. What is the effective operating life of your equipment? What is the value of your equipment,
machinery, motor vehicles, etc. If, at the end of their effective operating life, they have little or
no resale value, then you should plan to have funds for replacement at that time.
Say you have an item of machinery that is worth $1,000 and it will be reduced in value to $200
over five years, then you should aim to put aside $800 over that period. Or, $160 per year.
6. What plans do you have to purchase new plant or machinery next year? This applies to
equipment additional to the basic start-up and operating machinery. How much will it cost? You
need to accumulate funds this year to pay next year.
7. Don’t forget to allow that the price for replacement equipment and new equipment may be
higher than those currently applying. This requires building in an inflation factor.
Add up the amounts in the worksheet. The total is your Target Net Profit after Income Tax. You
need to calculate the Target Net Profit before Income Tax.
8. Determining the level of Income Tax may best be done with advice from your Accountant or
Business Adviser. You can also get help from the Small Business Advisory Service of the
Australian Taxation Office. Add the amount of tax to the total so far and write in the Target Net
Profit before Income Tax.
Earlier in the Feasibility Study, you prepared a budget for Operating Expenses In Detail —
First Full Year. Write the Total Estimated Operating Expenses into the worksheet space.
Add the Target Net Profit before Income Tax and the Estimated Operating Expenses to
SYOB workbook edit G Bell 2011 ` Page 14 of 34
calculate the Gross Profit needed.
What stock purchases will you make during the year?
For a Retail Firm … Ask your Accountant or Business Adviser for any information they may
have on the average number of ‘stock turns’ in the particular sector of retailing. For example —
greengrocers will buy-in and sell-out the wholesale value of their stock about twice per week,
on average. That is, they have about 104 ‘stock turns’ per year. In a fashion boutique, the
number may be four.
For a Service Firm … What is the average value of materials used for each hour you can
charge out? For example — industry experience may show that for the average plumber the
average materials are worth about $15 per hour. For the painter it may be $10. Check
www.sa.gov.au and the relevant industry association for further information.
Multiply the figure by the number of hours you anticipate charging out for the year.
(For a Service Firm where the selling price of materials is only a fraction more than the
wholesale/trade price, you might ignore materials costs and stop your calculations at this point
as your customer will be paying you for materials. That is, the Gross Profit is the basic level of
Target Sales for the year.)
Add the Cost of Goods Sold to the Gross Profit figure and determine the Target Sales for the
first year of business (for a retail business).
Review the Sales Target. At the selling price you set, how many units will you now have to sell
in the year? Do you think that will be possible? What if you can’t sell that number of units?
Where will the customers come from?
For a new business, your purchases will be lower. With lower sales and lower purchases you
will probably have a lower Gross Profit. Will your Operating Expenses be much lower?
Probably not. The rent will not fall. You will still have lights on in the shop. Your insurance
premium will remain the same.
If the Gross Profit falls below target and the Operating Expenses remain on budget then the Net
Profit before Income Tax will fall. Great, you say! Less Income Tax to pay. But the real dent
will be made in the profit available to you for living. You will not get an adequate return on
your invested funds. The bank will still want to be repaid the agreed principal on the loan. You
will not be able to make adequate provision for replacement of equipment.
SYOB workbook edit G Bell 2011 ` Page 15 of 34
WORK SHEET
TARGET NET PROFIT
EXPENSES
GROSS PROFIT [Target net profit plus Expenses]
TURNOVER/TARGET SALES [gross profit divided by the gross profit margin]
No. OF SALES/UNITS [target sales divided by average selling price]
SYOB workbook edit G Bell 2011 ` Page 16 of 34
Profit in Summary
Many people starting in business will say, “I know my business will not make a profit for several
years, but I am prepared to work long hours for very modest personal income because it will all be
worth it in the end.”
How long are you prepared and able to work in your own business for less than you currently need
for personal living? Be realistic and allow for increases in the cost of living.
It is important to set a Desired Profit Target and to extend that figure into the daily operations of the
business. For example — ‘service 5 machines every working day’. It is the daily sales you make —
number and profitability — which ultimately sums together as the Net Profit. Profit does not just
appear as a dollar amount at the bottom of a Profit and Loss Account. It is worked at every day. If
you cannot get the sales you will not get the profit
SYOB workbook edit G Bell 2011 ` Page 17 of 34
Module 9: Cash Flow
Cash Flow forecasting and management are the most critical skills needed to maintain the life of a
business. Growth comes from profits. Survival comes from cash flow. You must be able to pay your
bills on the days expected or contracted with your suppliers. This means that every cent and every
dollar in the cash register is not available for your personal use.
Preparation of a Cash Flow Forecast is quite easy once you collect a few important pieces of
information. It is critical that you spend time on trying to get those pieces of information and on
trying to ensure they are as accurate as possible. From that point it is just a matter of setting out
some figures in columns.
Cash Flow Forecasting is about three things:
• Forecasting the volumes of cash which will flow into and out of the business.
• Forecasting the timings of cash flow into and out of the business.
• Determining the ‘cash at bank’ on set dates, based on those volumes and timings.
Cash Flow into the business will come from the following sources:
• Cash from Sales.
• Cash from the Initial Owners Equity.
• Cash from Bank Loans.
Cash will flow out of the business at commencement to:
• Buy Plant, Equipment and Stock.
• Pay One-off Establishment Costs.
• Pay Operating Expense items in Advance — insurance, rent etc.
And, once the business is running, cash will flow out to:
• Pay Operating Expenses.
• Buy replacement stock.
• Repay the bank loan.
• Provide cash to the owners for personal living.
It is easy to see that if more cash flows in than out over a given period, then the cash at bank will
increase. And, of course, the reverse can happen — more cash out than in will reduce the cash at
bank.
If the cash at bank falls below ‘zero’ — into overdraft — that is really extending your bank loan.
You cannot run an overdraft without making an arrangement with the bank. If your Cash Flow
Forecast shows a negative bank balance, then it will be necessary to borrow more than you
originally planned in your Capital Budget.
SYOB workbook edit G Bell 2011 ` Page 18 of 34
Let’s get started.
The Worksheet, in this case, is a ‘blank’ Cash Flow Chart. There are some blank sections for you to
insert any additional material particular to your proposed business.
You should discuss the preparation of the CASH FLOW FORECAST with your Accountant or
Business Adviser. Your Accountant may be able to put the details into an already prepared computer
spread-sheet. This will make the routine calculations easier. The Accountant will not provide the
information — that will come from you.
Here are some notes to help you think about your Cash Flow Forecast.
1. Business Seasonality
Most business activity follows seasons. Sales of the product may relate to the weather — winter or
summer, or to the holiday season — Christmas or Easter. It may relate to gift-giving time. When would
you be thinking of starting your business? Before the season in order to be well established when the
season breaks? Just at the beginning of the season? In the first instance you will have low cash in-flows
from sales for a period of time.
2. Monthly Sales Estimate
What total sales do you estimate for each month? Allow that the business is just starting and will have
few, if any, customers in the early months — and a lower level of sales in its first year than later in its
life. Discuss this with your Accountant or Business Adviser. A starting point may be the sales from your
sales target ÷ 12 for an “average”, then revise how long it may take to get to that “average” level.
3. Credit Accounts
If you sell your products or services on credit, how long will people take to pay? Be careful to estimate
when they will actually pay — not when you say they should pay. If you offer 30 days credit, will it be
45 days before you have the cash in hand? Credit card purchases by customers are generally treated as
cash sales.
4. Capital Contributions
Initial capital will be contributed from the business owners and from loan funds and come into your
business bank account in the first month of operations.
5. Capital Purchases and Payments
These will probably be made in the first and second months of the life of your business.
6. Regular Monthly Payments
Some payments like Rent, Leases, Bank Charges, Motor Running, etc., will be made every month.
7. Regular Quarterly Payments
Some payments like Telephone, Light and Power, etc., will be made every quarter. Try to estimate in
which particular months the payments will be made.
8. Single Annual Payments
Some payments like Insurance, Rates and Property Taxes, etc., will be made only once each year. In
which month?
Write all your numbers in pencil and try to be fully satisfied with what you have written before you start
adding the columns and rows. If you alter any figure, then the total for every column to the right of the
alteration will be affected.
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Remember, the Cash at Bank Month Beginning for the following month is exactly the same
figure as the Cash at Bank Month End from the previous month.
Detailed is an example of a brief Cash Flow forecast for information.
February March April
Estimated Cash In
Cash from Sales 4200.00 4000.00 4500.00
Other cash in 200.00 – –
Total Estimated Cash In (A) 4400.00 4000.00 4500.00
Estimated Cash Out
Payments for Purchases 2300.00 2600.00 2800.00
Drawings by Owner 1500.00 1500.00 1500.00
Repayment to Bank 500.00 500.00 500.00
Total Estimated Cash Out (B) 4300.00 4600 4800.00
Cash In ‐ Cash Out
(Cash Flow) A ‐ B 100.00 ‐600.00 ‐300.00
Cash at Bank Month Start 200.00 300.00 ‐300.00
Cash at Bank Month End D ‐ C 300.00 ‐300.00 ‐600.00
Notes On Your Cash Flow Forecast
Are there any months in which the bottom row — Cash At Bank Month End —
is negative?
This means you anticipate over-drawing your bank account. As mentioned earlier, an overdrawn
account is really a loan. You cannot overdraw your account without prior arrangement with your
bank.
Go back to your figures. Check the following:
1. Have you placed all the payments in the correct months?
2. Is it possible that you have under-estimated your sales?
3. Would you be able to make some Purchases of Plant several months after the start of the
business?
4. Can you make some Single Annual Payments — half yearly, quarterly, monthly?
5. Are your Drawings by Owners too high? In most instances you will not be able to draw cash
from the business for your own needs for a number of months. If you try to draw cash from
your business too early in its life, you will be withdrawing the working capital from the
business.
You should discuss your finished Cash Flow Forecast with your Accountant or Business Adviser.
SYOB workbook edit G Bell 2011 ` Page 20 of 34
Cash Flow Projection Month Month Month Month Month Month Month Month Month Month Month Month
Sales Budget
Cash Sales
Credit Sales
Total Sales
Cash Receipts
Cash Sales
Payments Received from Credit Sales
Other Income
Total Cash Receipts
Administration
- Other Admin Costs
- Postage
- Stationery & Office Supplies
- Telephone
Accountancy Charges
Advertising
Cleaning
Freight
Insurance
Interest & Other Bank Charges
Cash Flow Projection Month Month Month Month Month Month Month Month Month Month Month Month
Legal Costs
Loan Repayments
Motor Vehicle Expenses
Other Expenses
Plant & Equipment - Lease
Plant & Equipment - Purchase
Proprietor's Drawings
Purchase of Other Materials
Purchase of Stock
Property Rates & Taxes
Rent of Business Premises
Repairs & Maintenance
Statutory Charges
Subscriptions
Utilities (Gas, Electricity, etc)
Wages / Salaries
Goods & Services Tax
Pay as you go taxation
Total Cash Payments
Bank Bal. at Beginning of Month
Cash Increase/Decrease for Month
Bank Bal. at end of Month
SYOB workbook edit G Bell 2011 ` Page 21 of 34
Module 10: Who are your customers? ‐ Market Research
Market research is a key aspect to business planning that gives you the confidence that your future
may have potential. Without it you will be guessing about customer expectations and may be
making many wrong decisions... in short you should base your business mostly around customer
requirements and not your own personal preferences. You need to know what products/services
people buy, what they think is reasonable value for money, where they buy from at the moment and
how they found their current supplier. Additionally you need to assess resistance to change – will
they buy from you in the future.
Basic market research can be accomplished for a small amount of money relative to the rewards it
can give. Ideally you would engage professionals in this field but much of the ground work can be
done yourself. For example a survey may start as simply as using 5 questions to gain feedback.
Demographics; These are facts and figures of your research and a lot of this can be gained from
your local library or Australian Bureau of Statistics (www.abs.gov.au). Look for publications from
ABS such as a Social Atlas and the Regional Profiles. This can be very beneficial in researching a
possible location for your business or places to advertise after factoring in the level of competition
in those areas.
Customer profile; Businesses benefit from having a customer profile that identifies the key
characteristics of the client group they want to attract – For example a hairdresser may be targeting
Females 25-45 years old in the 5045 Postcode, this is not to say they will refuse to serve any one
else but as the saying goes – you can't be all things to all people.
Knowing this profile, set about finding the total market size. Having a clearly defined demographic
also makes it much easier to decide on colour and language to use on brochures and websites as you
know who you are “talking to”. When you are assessing different advertising and promotion
methods, you can evaluate them relative to the market you want to attract. When selecting an
advertising medium, consider that if the people can’t give you a defined number of your
demographic that you can get to – then the effectiveness of that medium cannot be evaluated.
Ideally you want to refine all your advertising to the point where you can estimate the “readership”
of a new advert and predict the conversion rate into new customers.
Psychographics; These are personal preferences that people make product choices based on. As
these preferences vary widely, surveys are the ideal way of analysing lots of information. Surveys
can be based on demographic information above, but most businesses want to know more about
consumer preferences such as why do they choose one product over another. The 4 P's of marketing
(Product, Price, Place and Promotion) can be used as the basis for your research.
Surveys; To start your market research, use the 4 P's to survey people who fit your customer
profile, tell them what industry you are talking about and ask them … what Products they buy at the
moment, what they think is a reasonable Price, where they buy it from (Place) and where they
found out about the current business they go to (Promotion). This is the initial 4 questions – the
fifth is – will they buy from you? Hopefully they reply with a qualifier such as “ yes, if you fine
tune your offering to suit my needs” This could cover a wide range or things that may or may not be
practical but it will give you a gauge of resistance to change (RTC) It is important to evaluate
these unsatisfied needs and wants to see if they provide a substantial opportunity for your business.
If your survey shows that they are all very satisfied customers and not looking for new suppliers;
you may need to re-address your business offering. The greatest opportunity will come from
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satisfying unfulfilled needs and wants (so long as there is enough customers). New opportunities are
a safer strategy than trying to compete directly with existing suppliers with the same products which
could result in a price war.
Steps in deciding if there is a market:
1. Define the Demographics of the target market you are aiming for. Get the total size of this
market from ABS or your local council.
2. Decide on a research methodology to interact with potential customers to gain information. A
Range of tools exist that can be accessed for free or low cost in the initial research phase such as
SurveyMonkey.com and FaceBook.com questions. The methodology should be appropriate for
your target market – this may sometimes require you to use telephone or a face to face survey
method.
3. Select initial questions (possibly based on above 4 P's & RTC or input from professionals).
4. Trial the questions on a small group and refine them before conducting a larger program.
5. Conduct research of a reasonable sample size and collate the data.
6. Analyse the data to decide if there is sufficient market potential. Review you business plans to
maximise the opportunities.
If you do not feel confident with any of the above, seek expert help – under no circumstances
should you start a new venture without being confident of the potential market.
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Module 11: Marketing and Promoting your business
Market research is about ensuring there is a sufficient number of people who will buy your product.
A Marketing Plan is about structuring your business which can deliver, and letting people know
about your product or service in a competitive market place.
1. Identify your product or service
Write as clear a statement as you can of what your product or service will be. Try to keep it
simple. For example — "a maintenance and cleaning service for home swimming pool
owners". A clear understanding now will help define potential customers, competition, and an
advertising strategy.
2. Define your customers
Try and write a brief, clear description of the average customer for your product.
Is it everyone? Is it males or females only? Is it families? Is it a product which is bought by
people grouped as households — fridges, washing machines, lawnmowers? Is it people in
business?
As a planning tool consider drawing up a chart with the 4 P’s (Product, Price, Place and Promotion)
at the top with the months for the first year down the left hand side. Then, identify what you will do
under each of the four headings in those particular months and write the activity in.
This can be a very useful tool as a basis for a marketing plan. An example is below
Product Price Place Promotion
Month 1 Launch item 1 Opening specials Location 1 Sign writing on
windows/van
Month 2 Increase product Discounts for bulk Look for other Local paper
range purchases distributors/ opening press
Outlets release
Month 3 Survey customers Offer extended Establish web site Interview on local
for other products warranty radio
Month 4 Launch new range 2 for 1 old stock Travel to next Yellow pages
town comes out
Etc…. Summer products Gift vouchers Join buying group Sponsorship
This matrix can be expanded to have extra columns that allow you to seasonal considerations,
record cost, response rate and actions needed.
Low and no-cost advertising ideas.
Also analyse the business to the competitors
Product Price Place Promotion
US Small range Medium Main road Yellow pages
Competitor 1 Large range Medium Shopping cntr TV
Competitor 2 Specialist High Suburb Yellow pages
Competitor 3 Low quality Discounter Industrial pk Local press
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In Summary
There is a good deal more detailed work which must be done on Marketing to refine your plans and
focus your attention. The rough calculations you have made are designed to look at the broad
feasibility. The work which you have done really only covers the first year of a business. Any
proposal to enter a market should only be undertaken if the prospects of the product or service will
deliver a profit over a reasonable period of time — a period sufficient to justify setting up the
business structure and making the investment of time and capital. See www.sa.gov.au and the
relevant industry association' for further information for more detail.
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Module 12: E‐Business Planning
An E business strategy should be an integral part of any new business.
Domain Names. It is best to secure a Domain name registration and your own Email address before
starting a new venture so that you can be certain of cementing your own digital space and save on
printing costs down the track. Do an initial search for any conflicting ownership of names and logos
at www.IPAustralia.gov.au If your customers are International – you may consider registering
domain names in other countries.
If you use a web hosting company or other IT service provider to register your domain, ensure that
you are the listed owner of the domain. This can be checked by doing a "WhoIs" search – this will
tell you who the owner is of any domain name. (www.auda.org.au)
Websites. Decide on the look and feel you want for your business bearing in mind your target
market. Consider engaging the services of a graphic designer to decide on a common theme that
will work throughout the business from website to business cards. Electronically this can be
developed as a Cascading Style Sheet (CSS) that can be used on most software platforms.
Social Media. Decide on an E-business “Posturing” strategy. This is crucial for a service business
but equally can help all by creating an information outlet that allows people to understand more of
what you do and what problems you solve. Social media is good outlet for this (depending on your
customer demographic). Consider Facebook for a younger customer group or LinkedIn for business
professionals. Additionally, consider having a BLOG (free through Wordpress and Google's Blogger
etc) as a repository for articles and knowledge you want to share to demonstrate your knowledge.
These avenues allow customers to follow your “conversation” and eventually become customers. It
is also an avenue for competitors to track your activity and many businesses monitor twitter using
@ and # searches using their competitors names to see what the public are saying.
Promotion. There are a wide range of Internet directories that may be useful for you to promote
your new business venture so carefully plan a consistent description and keywords that relate to
your business. Most of these will be free but will take some time to list in. Concentrate on the ones
that relate most closely to you either geographically or your area of specialisation.
Software. The design of your website should be carefully thought about, both in the customer
experience (front end) and programming (back end). Choose a software platform that allows
flexibility to change to another web developer and to change content yourself.
Online sales can be a great way of increasing your potential market. Many online classified
directories and auction sites exist to facilitate the process for you in exchange for a small fee.
If Online sales are a key part of your business strategy, a “shopping cart” can manage stock, provide
invoices and reporting systems to help manage the business. If you also sell products in person you
will have to decide if you use your shopping cart for all sales or choose one that integrates with
your invoicing software to effectively manage the paperwork in one place rather than two.
There are four main ways of completing payments through a shopping cart; 1. Once the sale is
completed you can allow customers to pay directly into your bank account, 2. You can use an
external Credit Card processing company (such as PayPal) 3. You can collect credit card numbers
SYOB workbook edit G Bell 2011 ` Page 26 of 34
yourself for manual processing through an EFTPOS terminal (security restrictions apply) or 4. you
can arrange for a secure gateway with your bank for the transaction to occur directly through to
your bank account from their Credit Card Centre (most secure but most costly to set up). Websites
that collect payment or payment details should be protected by a “Digital Certificate” to provide a
secure sockets layer (SSL) for transactions. This needs to be purchased and installed into the
website.
Other ways of getting new customers:
PayPerClick (PPC) Advertising is a useful tool for generating new customers and understanding the
buying process. Because you are paying based on the action of potential customers it allows you to
fine tune the words that are a call to action. Careful choice of words is essential to ensure that the
cost per click is relative to the number of actual sales it generates. If your advert “over promises”
then you will get charged for lots of clicks but not many of them will convert into sales. In the
reverse situation, if you “under promise” you will not get many customers either.
A recent growth area is “Affiliate Marketing” where others promote your business in exchange for a
commission. As with any business relationship, time should be spent evaluating the relationship.
Outsourcing is often needed for a small business to assemble a wide range of skills. More recently
the concept of “Crowd Sourcing” as a way of gaining skills through an intermediary website means
that you can access a wide range of expertise. Crowd sourcing provides many opportunities but it
should be remembered that any outsourced tasks need to be project managed for them to be useful.
Currently, Google provides many free opportunities to promote your business for free. Consider
Google Places, YouTube and Picasa.
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Module 13: Business Structures and Strategies
Below are two major considerations in planning your approach to the business opportunity.
Strategic Planning – Consider doing a S.W.O.T. Analysis to identify your current position
A SWOT analysis is a useful planning tool to categorise relative strengths and weaknesses (issues
internal to the business) with Opportunities and Threats that exist in the business environment. It
also is a good communication tool to get other people (such as business advisers) to contribute to
your business planning.
Strengths Weaknesses
Opportunities Threats
If you find you have too many items on your SWOT or the same issue arising in more than one
quadrant – consider assigning a value of between 1 and 10 to indicate the significance of the issue,
this may allow you to put it more into context and decide if an issue should be on the left or right
hand side.
Business Structures
When you are starting out in business, you need to choose which business structure is the best for
you. The three main structures used are Sole Trader, Partnership and Proprietary Company. Your
accountant, financial or legal adviser may also talk to you about a Trust or nominee company which
are more relative to your long term financial plans rather than business operations.
Sole Trader own and manage a business on their own, either under a business name or their own
name.
A Partnership is an agreement between at least two and up to twenty people to contribute time,
money and talent to make a profit from a continuing venture. They may trade under a business
name or under the names of the partners.
A Proprietary Company is set up under a formal legal agreement and provides the company with a
separate identity (legal entity) from the people who own and manage the business.
An Australian Business Number is required for any of the above structures and you should contact
the Australian Taxation Office (www.ato.gov.au) for more details.
If you want more information on Choosing a Business Structure, Partnerships or Proprietary
Companies you should refer to www.sa.gov.au and the relevant industry association' for further
information. You can also seek advice from an accountant or adviser about the appropriate business
structure for your business. Look for information on Business names, Trademarks and domain
names also.
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Module 14: Talking With a Lender
The Feasibility Study Workbook, filled out, is the basis of your discussion with a lender if you
require loan funds to start and operate your business.
Don’t think that, just because the figures ‘stack-up’, your lender will have no questions or that the
granting of a loan will be automatic.
You still have a few steps to go yet. But you should be confident that you can answer questions on
how you propose to operate the business and what targets you have set.
The lender is looking for two things:
1. Confidence that you have a clear understanding of what may lie ahead in owning your own
business. You have a well prepared plan and you are committed to making it work. Confidence
in your resilience (how committed to the project are you?).
2. Confidence that the business will work — a market, profitable with no likelihood of a serious
cash crisis.
Once you have had initial discussions, it is likely the lender will want to see your cash flow forecast
and at least a draft of your business plan (discussed in the next section)
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Module 15: Bring It Together In A Business Plan
A business plan can be a productive way of refining your planning and creating a useful
communication tool. By now you have assembled most of the information needed to complete a
business plan, however as you start to write it up, you may need to reconsider some of the previous
issues covered. Business planning is an ongoing process of fine tuning until you feel confident that
you have fully assessed the risks and opportunities.
The Essentials
There are five important things you must understand before you start your business.
1. How much CAPITAL is needed to launch and sustain the business?
2. Is there a MARKET of sufficient size and 'life expectancy' to sustain your business?
3. Can you operate the business and deliver an adequate PROFIT?
4. CASH FLOW is critical to business survival.
5. What MANAGEMENT SKILLS are needed?
Each requires a good deal of work. Once you have done some of the work you may find that the
questions raised throughout the workbook need further enquiry.
At every point we are looking to help you assess the risks in your business proposal. The risks are
reduced by every piece of additional information and advice you can gather. Please read widely and
talk to a lot of people. Ask questions. There are no absolutely set answers, but there is a wealth of
good experience about.
Capital, Market, Profit and Cash Flow are all equally important. In this workbook we will examine
each in order. You need to be aware that each is dependent on the other.
Inadequate Capital will impact on Profit and Cash Flow. An inadequate Market will impact on
Profit and Cash Flow and then, ultimately, on Capital. Inadequate Profit will have Cash and Capital
consequences and insufficient cash availability at critical times will impact on Capital and Profits.
And you need the skills to manage your business — financial, management, marketing, sales.
What now?
You have spent considerable time gathering information and putting together the four basic parts of
your Feasibility study.
You should now have filled out each section of the workbook.
Capital
• How much do you need?
• How much will the owners contribute?
• How much will you need to borrow?
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Market
• Are there enough opportunities to sell?
• Can you sell your product or service at a price which will return a profit?
• What daily, weekly and monthly sales targets must be achieved?
• What are your marketing plans, production and sales plans to actually achieve your targets?
Profit
Does your Profit Budget show an adequate return for the hours the owners will work?
Does it show an adequate return for the investment of the owners?
Does it provide sufficient funds to repay your loan principal?
Cash Flow Forecast
Will you have cash in the bank at all times to cover the operations of the business — buy stock, pay
expenses, allow you to take out your own reward?
Management Skills
There is a wide range of skills needed to run a small business with the difficulty that there are
limited people to provide them. In the planning process; write a list of the skills that will be
required and consider where they will come from. It may be that you already have the skills
yourself or within other partners in the business. It may be that you can gain the skills through
training. Many businesses outsource for highly technical areas such as Accounting, Legal and IT.
Also consider if some of the processes in the business can be streamlined or automated (such as
barcoding in retail requires initial effort to set up but improves stock management and reporting). It
is important to consider these skills at the planning stage so that as the business grows you have a
solid foundation in place.
Go for it!
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Glossary and explanations of Operating Expenses —
1. Accountancy Fees
These will be fees payable to your accountant for advice, information, preparation of accounting
reports and lodgement of taxation returns.
You should aim to consult regularly with your accountant — preferably every month, but at least every
three months. Ask for an estimate of the fees for a total year's work and get a bill from the accountant
each quarter.
2. Administration/Office Expenses
This item covers the general administration and office expenses and should not be a very high
figure.
3. Advertising
Elsewhere in the workbook you will consider your Marketing plan and this will include how you
intend to advertise. If you have a clear understanding already of what you will do, then get prices —
space rates, production costs and use those figures. If you do not have a clear idea at the moment,
allow a conservative figure which might cover a simple brochure, some Internet advertising and,
possibly, an entry in Yellow Pages — say $2,000. This figure can be amended later when you study the
market more closely.
4. Bank Charges
Allow the initial account and loan establishment charges and the continuing bank fees, state
and federal duties.
5. Bank Interest
This will depend on how much you intend to borrow and under what terms and conditions.
You probably have a rough idea and can ask the bank for some indication as to how much
interest would be payable over a full year. Take a 'simple interest' approach — borrow
$10,000 for these three years at 15%. That is, $1,500 interest for a year. Do your own sums.
Don't forget to allow interest on an Overdraft if that will be part of your finance package.
When you calculate your loan more accurately, get definite information from a lender and
alter the amount allowed for bank interest in the Operating Expenses.
6. Debt Collection
Hopefully you will manage credit very well. You will need to implement strategies to manage
credit.
7. Insurances
First of all you must identify the types of insurance which will apply to your intended
business. Then you should phone several companies and brokers to get an indication of
premium rates.
Common types of insurance are Fire and Burglary, Public Risk, Professional Indemnity, Loss
of Profits, Partnership Insurance, Cash in Transit.
SYOB workbook edit G Bell 2011 ` Page 32 of 34
Don't forget Worker’s Compensation Insurance if you will be employing staff. Remember you
must carry Worker’s Compensation Insurance if you intend trading as a Pty Ltd company —
even if you are the only employee.
8. Leased Equipment
If you will need to lease any production equipment or motor vehicles, get costs for these and
estimates of leasing fees from several banks or financiers.
9. Legal Expenses
Once you have the establishment phase of the business out of the way, you should not have
much cause for extensive and on-going legal expenses. Don't include the 'once-off' legal costs
here. You should have already put them under another expense heading.
10. Light and Power
Try to get as clear an estimate of these from your electricity authority. If you intend operating
your business from home, you should estimate how much more you think your home power
bill will be.
11. Maintenance Plant and Fixtures
Estimate repair costs — especially if you intend buying second-hand equipment. Don't forget
to allow for regular servicing of equipment.
12. Motor Vehicle Registration and Running
Estimate as best possible of running costs that include fuel and maintenance. Registration and
insurance can be quite an accurate part of this figure.
If you will be using your own family car for business purposes — how much more will it
cost? Apportion the total cost between personal and business expenses and just put the
business part into your figures.
13. Printing, Stationery, Postage
This should not be a significant expense, but it depends on the type of business.
14. Rates and Property Taxes
Where you intend to rent premises, commercial tenancies do not include Council, Water Rates
and Land Taxes in the monthly rental.
Try to get an accurate cost for these based upon a typical property in the area where you
propose to trade.
If you operate at home this item may not apply. Check the local council regulations for
permitted home activities.
15. Rent
Get an accurate cost based on a typical property in the area where you propose to trade.
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16. Salaries and Wages (not your own!)
You may not intend to employ anyone in business. Maybe you might employ someone
towards the end of the first year. Allow their full cost for that period — wages, taxes, holiday
loadings etc. The Trade Association for your line of business can tell you current wage rates.
Alternatively consider the use of subcontractors or casual employees.
Why not your own salary? If you trade as a sole trader or partnership, then your reward will
come out of the profit after income taxes. (If you will trade as a Pty Ltd company, then
include your own salary at this point — check with your business adviser)
17. Staff Superannuation
If you intend employing someone, make sure you know the award superannuation conditions
which may apply. Calculate the superannuation entitlement. Check www.sa.gov.au and the
Australian Taxation Office or relevant industry association' for further information
18. Subscriptions
Obtain membership of a Trade Association. Magazines and other printed material which keep
you up-to-date in your business. Opt in to mailing lists on relevant business websites.
19. Telephone and Internet
Your best estimate of the rental and cost of calls for the year. Installation of special telephone
equipment is a capital cost not an operating expense.
If you intend operating your business from home, you should estimate how much more you
think your home phone bill will be.
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