[Company Name]
BUSINESS PLAN 20__
Contact: [Name]
Address: [Address]
Phone: XXX-XXX-XXXX
Email: [Email]
Website: [Website]
© Copyright 2012 Docstoc Inc. 1
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by [Company Name]in this
business plan is confidential; therefore, reader agrees not to disclose it without the express written
permission of [Company Name]
It is acknowledged by reader that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means
and that any disclosure or use of same by reader may cause serious harm or damage to
[Company Name]
Upon request, this document is to be immediately returned to [Company Name]
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
© Copyright 2012 Docstoc Inc. 2
Table of Contents
1.0 Executive Summary .................................................................................................................... 1
1.1 Objectives.................................................................................................................................... 2
1.2 Mission .......................................................................................................................................... 2
1.3 Keys to Success ........................................................................................................................ 3
2.0 Organization Summary .............................................................................................................. 3
2.1 Legal Entity ................................................................................................................................. 3
2.2 Start-up Summary ................................................................................................................... 4
Table: Start-up.............................................................................................................................. 4
Chart: Start-up ............................................................................................................................. 4
3.0 Services ............................................................................................................................................ 5
4.0 Market Analysis Summary ........................................................................................................ 9
4.1 Market Segmentation ............................................................................................................. 9
4.2 Target Market Segment Strategy .................................................................................... 10
5.0 Strategy and Implementation Summary .......................................................................... 11
5.1 Competitive Edge ................................................................................................................... 11
5.2 Marketing Strategy ................................................................................................................ 11
5.3 Fundraising Strategy ............................................................................................................. 12
Chart: Funding Monthly ............................................................................................................... 14
5.4 Milestones.................................................................................................................................. 15
Table: Milestones ....................................................................................................................... 15
6.0 Management Summary ............................................................................................................ 15
6.1 Personnel Plan ......................................................................................................................... 16
7.0 Financial Plan ............................................................................................................................... 16
7.1 Start-up Funding .................................................................................................................... 17
Table: Start-up Funding .......................................................................................................... 17
7.2 Projected Cash Flow .............................................................................................................. 18
7.3 Projected Balance Sheet ...................................................................................................... 20
Table: Funding Forecast ................................................................................................................ 1
Table: Cash Flow .............................................................................................................................. 2
Table: Cash Flow (Continued) ..................................................................................................... 3
Table: Balance Sheet ...................................................................................................................... 4
Table: Balance Sheet (Continued) ............................................................................................ 5
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[Company Name]
1.0 Executive Summary
Company: [Company Name]
Contact: [Name]
Address: [Address]
[City, State ZIP]
Phone: XXX-XXX-XXXX
Email: [Email Address]
Website: [Website]
Purpose
The purpose of this Business Plan is to:
1. Effectuate a defined course of direction for the Organization's management into successfully
managing, operating, and administering the business of creating educational and vocational
opportunities, with measurable and accountable programs, for the economic stability
empowerment for underserved youth with limited government assistance.
2. Enlighten responsible, and capable decision-making builders of society, of the mutual
benefits of empowering youth education, with critical-thinking skills coupled with
entrepreneurial leadership skills, exclusively for promoting social welfare for the common
good and general welfare of the community with measurable and accountable programs,
producing bottom-line results with limited government assistance according to the
Department of Education’s mandate enacted March 14, 2011.
3. Educate and inform responsible financing sources, with accurate data for the capital
requirements being requested by the Organization, in addition to its history, its projected
future, and the justification of how the requested funding will give the Organization the
ability to empower underserved youth with limited government assistance, with meaningful
and effective value stabilizing and growing the local and national economy, with critical-
thinking skills coupled with entrepreneurial leadership skills, and creating job opportunities
now and in the future with limited government assistance. This empowerment of hope
afforded, will help people that are in need and provide the community with economic
stability and prosperous growth with measurable and accountable programs and services,
by implementing executable and efficient plans of action.
The Organization
[Company Name] is an acknowledged 501 (c) tax-exempt organization by the Internal Revenue
Service as of June 01, 2011, headquartered in Dallas, TX. The Organization is purposed to act
and operate exclusively as a nonprofit corporation. [Company Name] exclusively acts and
operates as a public benefit, educational, research, scientific including advancements in
technology, and charitable organization for the empowerment of underserved youth into well-
rounded productive components in the community. [Company Name]was incorporated in 2008
and is headed by Antonio Henderson, who is an established visionary of more than 30 years,
with over 20 years of entrepreneurial leadership skills and training. The Organization offers
multiple measurable and accountable educational programs and services to underserved
members in the community. [Company Name] promulgates well-rounded youth entrepreneurial
leadership and educational social welfare, purposely designed to empower today’s youth with
effective hard and soft skills, for the economic stability and growth of our American capitalistic
society, as well as empowering youth into becoming local, national and global leaders by setting
goals and directions for their lives with limited government assistance.
[Company Name] has a definitive plan of action with measurable and accountable programs to
expand its exposure through effective marketing and introduce the area to market
segments that have not yet discovered the Organization. The Organization hopes to fund these
programs through individuals, philanthropist, corporate socially responsible funding and grants,
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[Company Name]
endowments, nonprofit hedge-funding contributions, ‘in-kind’ and innovative funding concepts
and other donated revenue with limited government assistance.
The Market
[Company Name]'s target market strategy is based on the Department of Education's recent
mandate - “revitalizing youth education with measurable and accountable programs." Building
Minds for the Future Inc. is becoming a beacon for empowering underserved people for the
betterment of the social welfare in the community by launching in the Dallas, TX area and
structured to the aspiring needed growth on a national platform, redressing the needs of the
mandate with measurable and accountable programs of educational and entrepreneurial
leadership skills services, as well as its meaningful and effective charitable services. The
Organization will rely on the support of businesses, government entities, and residents in the
community to help with funding and donations so that [Company Name] can make an impact in
its community. The people that seek the Organization's assistance desire value with quality
services and it is [Company Name]'s duty to deliver on their expectations.
Financial Consideration
In addition to diligently following this Business Plan to maintain the safeguards for successful
business operations and achieve the financial projections herein, the current financial
plan of [Company Name] includes obtaining funding through one of many financing programs in
the amount of $352,844. The Organization hopes to secure the requested funds sometime in
the fourth quarter of 2011. It will use the funding to effect measurable and accountable
services and programs as ascribed by the Department of Educations’ mandate, cover
advertising under the mandate as well as the expenses of the Rising Stars program. The
Organization's funding forecast is projected to increase during the next three years.
The major focus for grant funding is as follows:
1. The Organization is an African American minority-owned organization.
2. It will provide educational services, leadership skills, and charitable services to members of
its community with measurable and accountable programs producing bottom-line results.
3. It will sponsor measurable and accountable programs that will originate job opportunities
that will improve the economic stability launching in the Dallas County, TX area structured
to redress the aspiring needed growth on a national platform under the Department of
Education’s recent mandate.
1.1 Objectives
[Company Name]'s main objective is to secure sufficient funding to explosively grow the
Organization with limited government assistance.
1.2 Mission
Building Minds exclusively acts and operates to promulgate the empowerment of educating
disadvantaged and underserved youth. This mission is conducted by implementing
entrepreneurial leadership skills coupled with effective educational science, reading and math
skills, using and bundling proven programs of measurability and accountability, effecting
national capitalistic growth and global leadership, while creating job opportunities and result-
driven corporate internships.
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[Company Name]
1.3 Keys to Success
[Company Name]'s keys to success are:
Assisting disadvantaged youth into becoming well-rounded productive members of society,
Creating effective and meaningful jobs in the community, and
Empowering economic stability with minimal government assistance.
2.0 Organization Summary
Company: [Company Name]
Contact: [Name]
Address: [Address]
[City, State ZIP]
Phone: XXX-XXX-XXXX
Email: [Email Address]
Website: [Website]
[Company Name] is a non-profit organization headquartered in Dallas, TX. The Organization
enriches youth educational social welfare in the community by establishing partnerships with
private businesses, philanthropist and local governmental agencies providing innovative and
traditional programs. These programs are designed to award scholarships, grants, and
assistance to the underserved, indigent, and underprivileged youth for their educational
empowerment and community advancement. Building Minds creates massive job opportunities
for the ‘baby boomers’ and ‘educators’ facilitating these programs in furtherance of empowering
youth with well-rounded hard and soft marketable skills in the community by actively engaging
corporate responsibility.
2.1 Legal Entity
[Company Name] was incorporated on July 18, 2008 in the State of Texas purposed to act and
operate exclusively as a 501(c) tax-exempt organization acknowledged by the Internal Revenue
Service. The Director and CEO of the Organization is [Name].
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[Company Name]
2.2 Start-up Summary
Table: Start-up
Start-up
Requirements
Start-up Expenses
Rising Stars Process $200,000
Regus Virtual Office, Utilities, etc $2,844
Marketing Campaign $150,000
Total Start-up Expenses $352,844
Start-up Assets
Cash Required $352,844
Other Current Assets $0
Long-term Assets $0
Total Assets $0
Total Requirements $352,844
Chart: Start-up
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[Company Name]
3.0 Services
[Company Name] acts and operates as a public benefit, educational, research, scientific,
including advancements in technology and charitable organization for the empowerment of the
community. It promulgates youth leadership and educational social welfare. [Company Name]
also advocates corporate social responsibility in the community. The Organization is designed
to help today’s youth develop their personal leadership skills and begin to set goals and
directions for their lives. Leadership is essential in enabling youth to develop character,
confidence, and values that promote the understanding of healthy behavior.
1. Rising Stars is a process that helps youth develop their ability to make positive life choices
based upon sound values and a vision of a successful future. This process is an innovative
and unique inside-out development process that focuses on four critical elements that
promote personal leadership, healthy behaviors, and the skills employers identify as
essential for today’s global market. The four elements are:
developing positive attitudes
developing interpersonal skills
developing goal-achievement skills
developing time-management skills
Rising Stars helps young people improve and develop positive attitudes and self- confidence as
well as reduce risk behaviors
Client results include:
Participants successfully apply skills from their personal assessment
Seek out positive alternatives
Better able to make goal-oriented and educated decisions
Effective communication skills
Team player
Increased grade point average
Reduction of school disciplinary and truancy incidents
Increase in college acceptance
Reduction of recidivism
2. AVID is a 4th - 12th grade system to prepare students in the academic middle for four-year
college eligibility. It has a proven track record in bringing out the best in students, and in
closing the achievement gap. AVID stands for Advancement Via Individual Determination.
AVID targets students in the academic middle - B, C, and even D students - who have the
desire to go to college and the willingness to work hard. These are students who are
capable of completing rigorous curriculum but are falling short of their potential. Typically,
they will be the first in their families to attend college, and many are from low-income or
minority families. AVID pulls these students out of their unchallenging courses and puts
them on the college track: acceleration instead of remediation.
The AVID curriculum, based on rigorous standards, was developed by middle and senior
high school teachers in collaboration with college professors. It is driven by the WICR
method, which stands for writing, inquiry, collaboration, and reading. AVID curriculum is
used in AVID elective classes, in content-area classes in AVID schools, and even in schools
where the AVID elective is not offered. State-funded, independent research, together with
AVID's own data, validate that the AVID college-readiness system works. Consider: AVID
students are more likely to take AP classes, complete their college eligibility requirements,
and get into four- year colleges than students who don't take AVID. Almost all AVID
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students who participate for at least three years are accepted to college, with roughly three
quarters getting into four-year universities. AVID also helps ensure students, once accepted
to college, possess the higher-level skills they need for college success. Visit the Results
page to learn more about AVID's data and research.
3. Dropout Prevention- the School Archive Project has a 10-year time-capsule and class-
reunion plan designed to provide students with a physical connection to their future. The
goal is to help students visualize their goals and better understand their natural ability to
make the differences they want in their own lives through work.
4. STEM Education Coalition - represents all sectors of the technological workforce – from
knowledge workers, to educators, to scientists, engineers, and technicians. The participating
organizations of the STEM Education Coalition are dedicated to ensuring quality STEM
education at all levels. Officials from federal agencies with education programs aimed at
improving America's competitiveness in science, technology, engineering, and mathematics
(STEM) engaged in a yearlong endeavor to assess their programs' success and to identify
areas for improvement for current and future programs. This effort, carried out by the
Academic Competitiveness Council (ACC) and led by Secretary of Education Margaret
Spellings, lays the groundwork for sustained collaboration among STEM education programs
across federal agencies that will greatly strengthen America's competitiveness.
The Deficit Reduction Act of 2005 (P.L. 109-171) (the act) established the ACC. The statute
charged the ACC to:
Identify all federal programs with a mathematics or science education focus;
Identify the effectiveness of those programs;
Determine areas of overlap or duplication among those programs;
Identify target populations served by such programs; and,
Recommend processes to efficiently integrate and coordinate those programs.
In addition to assuming those responsibilities delineated in the act, the ACC set milestones to guide
its mandate:
Delineate the goals of the programs;
Determine the extent to which the programs have undergone independent, external
evaluation based on sound, scientific principles;
Ascertain the extent to which the programs have quantitative evidence of achieving their
stated goals;
Establish standards for measuring and evaluating these programs, including common
measures as appropriate; and
Formulate recommendations for administrative or legislative action that, if carried out,
would more efficiently integrate and coordinate federal spending on STEM education
programs.
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Agencies' catalogued programs focused on STEM education. The resulting inventories were then
aggregated into an overall inventory for the federal government comprising 105 STEM education
programs, with approximately $3.12 billion in total funding for Fiscal Year (FY) 2006. The programs
cover kindergarten through postgraduate education and outreach as follows:
24 elementary and secondary school (K–12) programs, which received approximately $574
million, or 18.4 percent of total funding;
70 undergraduate, graduate and postgraduate programs, which received more than $2.4
billion, or 77.2 percent of total funding; and
11 informal education and outreach programs, which received close to $137 million, or 4.4
percent of total funding.
To perform its work, the ACC formed three working groups, each focused on an education
category: K–12 Education, Postsecondary Education, and Informal Education and Outreach. Each
working group developed common goals and measures for its programs: national goals to reflect
the overarching education outcomes for a given group; national metrics to measure the nation's
progress toward those outcomes; common goals and metrics to measure the impact of individual
programs and projects; and plans to integrate these metrics into program and project operations
and evaluations.
The K–12 Education working group adopted goals and metrics at both the national level and the
program and project level that focus primarily on improving student achievement, teacher quality,
and student engagement. The Postsecondary Education working group identified one overarching
national goal for undergraduate programs: to increase the number of undergraduates who enroll in
and complete STEM degree programs. Further, the group identified program-level goals and
metrics in three areas: improving the STEM workforce; encouraging development of collaborative
communities among the education, government, industry, and professional sectors; and
strengthening higher education institutional capacity. The Informal Education and Outreach
working group identified two national and program-level goals: increasing awareness, interest,
engagement, and understanding of STEM concepts, processes, and careers by the general public
and other targeted populations; and improving practice and building professional and institutional
capacity by funding efforts that generate, develop, and apply innovative ideas and models for
informal science education.
There are 27 graduate and postgraduate programs that represent nearly $1.46 billion or 47 percent
of total FY 2006 funding for STEM education programs in the ACC program inventory. These
programs are highly individualized, with the primary mission of strengthening the nation's research
capacity rather than broadly improving the nation's education system. Notwithstanding the
contributions of graduate and postgraduate programs to the fields of science and engineering, the
ACC chose not to assign a national education goal to these programs. However, the Postsecondary
Education working group developed metrics to help agencies assess the educational aspects of
graduate and postsecondary programs. These metrics include the percentage of fellowship
recipients who complete their degree program or are subsequently employed in a STEM field.
The ACC employed a methodological framework to address the requirement to determine STEM
program effectiveness. The ACC used the framework not only to review existing evaluations of a
project's effectiveness, but also to serve as a guide for designing such evaluations in the future.
This Hierarchy of Study Designs (fig. 2) encompasses only those study designs intended to
estimate a project's impact on educational outcomes, such as student math and science
achievement, or Ph.D. completion. (These are sometimes called "impact" studies.) For such study
designs, the hierarchy provides guidance on designs most likely to produce valid estimates of a
project's true impact.
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[Company Name]
The ACC solicited support from the Coalition for Evidence-Based Policy (coalition), a nonprofit,
nonpartisan organization sponsored by the Council for Excellence in Government, to assess
evaluations. Each agency submitted its best evaluations for this review. Of the 115 total
evaluations, the coalition found 10 impact evaluations that were scientifically rigorous, four of
which concluded that the educational activity evaluated had a meaningful positive impact. Three of
them had results published in academic journals. Based on the 115 evaluations, the ACC's review
revealed that, despite decades of significant federal investment in science and math education,
there is a general dearth of evidence of effective practices and activities in STEM education. Even
the 10 well-designed studies would require additional replication and validation to be used as the
basis for decisions about education policy or classroom practice.
The act also charged the ACC with identifying areas of overlap and duplication. Many of the
programs in the ACC's inventory share similar goals. While such duplication is not inherently bad,
the ACC found coordination among agencies could be improved. For example, grants to some
projects that supported similar interventions appeared uninformed by the results of earlier
projects. Agencies with similar STEM programs sometimes do not share information about the work
they fund.
Based on its analysis, the ACC makes the following recommendations:
Recommendation 1: The ACC program inventory and goals and metrics should be living
resources, updated regularly and used to facilitate stronger interagency coordination.
Recommendation 2: Agencies and the federal government at large should foster knowledge of
effective practices through improved evaluation and-or implementation of proven-effective,
research based instructional materials and methods.
Recommendation 3: Federal agencies should improve the coordination of their K–12 STEM
education programs with states and local school systems.
Recommendation 4: Federal agencies should adjust program designs and operations so that
programs can be assessed and measurable results can be achieved, consistent with the programs'
goals.
Recommendation 5: Funding for federal STEM education programs designed to improve STEM
education outcomes should not increase unless a plan for rigorous, independent evaluation is in
place, appropriate to the types of activities funded.
Recommendation 6: Agencies with STEM education programs should collaborate on implementing
ACC recommendations under the auspices of the National Science and Technology Council (NSTC).
When these recommendations are implemented, the body of evidence of the effectiveness of STEM
practices will grow and the impact of federal programs on STEM goals will improve. American
students will be the beneficiaries and the nation's overall competitiveness will be strengthened.
5. Professional Programs by Lori Vann –Therapeutic Programs and Courses offered by Lori
Vann:
12 Week Anger Management Program originally developed for Timberlawn Mental Health.
Program can be tailored to the number of weeks or hours that your organization needs.
1 to 6 Hour Self-injury presentations on identification and treatment. Once part one of the
self-injury book is published, then special 6 hour trainings will be offered.
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[Company Name]
2-6 Hour Parenting seminar for parents of pre-teens and teens
1.5 to 6 Hour Boundaries Education Class (6 hour program originally developed for North
Lake College's Continuing Education Dept.)
1 to 6 Hour Abuse Education Class
1 to 3 Hour Stress Management Class 1.5 hours Self-injury Education, Support, and Coping
Skills program for Parents of Self-injurers
Teen Girl Retreats--4 hours
4.0 Market Analysis Summary
[Company Name] is a part of the education, life skills and social service industry. This industry
offers effective programs that provide hope and opportunity for underrepresented segments of
society. It helps people survive, learn and eventually contribute. Social programs and services
touch people's lives. [Company Name] sees the faces of its clients daily. It understands that the
problem it solves on a daily basis benefits people, families and its community in a major way.
[Company Name]'s business plan focuses on an initial launch in Dallas, TX area and is
structured to the aspiring needed growth on a national platform. The Organization will provide
educational services with measurable and accountable programs producing bottom-line results
as required under the recent mandate of the Department of Education, as well as engaging
economic stability and community growth by aiding youth in developing their personal
leadership. [Company Name] has the proven personal necessary to flourish within its market.
By delivering measurable and accountable programs with bottom-line results and developing an
outstanding reputation for producing economic stability and growth, [Company Name]'s
potential is excellent.
4.1 Market Segmentation
Building Minds for the Future has two specific target markets – 1) the disadvantaged youth in
need of entrepreneurial leadership skills empowerment and 2) partnerships, private businesses
local governmental agencies providing traditional and innovative programs awarding
scholarships, grants, and assistance to the underserved, indigent, and underprivileged youth for
educational and vocational opportunities for economic stability and growth.
[Company Name]'s target market strategy is based on becoming a destination for people in the
Dallas, TX area in need of the Organization's educational, leadership skills, and charitable
services. The Organization's marketing strategy is based on superior performance in the
following areas:
Measurable and Accountable programs
Quality programs historically having produced bottom-line results
Knowledgeable board members and staff
Customer service
Community relations
[Company Name] knows that there will always be a need for organizations that provide
educational and charitable services to the community. Clients within this industry want
measurable and accountable programs with amazing customer service and reliability producing
bottom-line results. [Company Name]'s clients appreciate the quality service that the
Organization offers, as well as the knowledgeable and experienced staff. They will trust
[Company Name] due to the Organization's strong relationship with its community and its
passion for empowering and helping the youth. Additionally, it will remain beneficial to its
clients by delivering the dedication and dependability that they desire.
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[Company Name]
4.2 Target Market Segment Strategy
[Company Name]'s target markets is based on an in-depth understanding of the client's needs.
[Company Name]'s skills and capabilities will allow the Organization to build on to its reputation
within its area. Therefore, obtaining funding as well as developing a strong marketing strategy
will aid the Organization in building a strong client base.
[Company Name]'s specific targeted groups are as follows:
disadvantaged youth in the community that will greatly benefit and have the desire to utilize
entrepreneurial leadership skills
schools, school programs and school districts that will greatly benefit and have the desire to
utilize the education and entrepreneurial leadership skills programs
major corporate sponsors that will greatly benefit and have the desire to promulgate youth
education and entrepreneurial leadership skills programs empowering the community with
more marketable skills future employers
individuals, such as professional - athletes, executives, entertainers, or entrepreneurs that
will greatly benefit by the implementation of a prudent tax and wealth maximization
strategy
public figures having public acknowledged the desire to gain more popular votes and
support of the people by endorsing and supporting empowering disadvantaged youth with
educational and entrepreneurial leadership skills by measurable and accountable means
Chamber of Commerce’s wanting explosive media coverage and exposure for supporting the
empowerment of disadvantaged youth with educational and entrepreneurial leadership skills
by measureable and accountable means
Media organizations for the explosive coverage and exposure of assisting the empowerment
of disadvantaged youth with educational and entrepreneurial skills by measurable and
accountable means
Local business desiring to support and or assist the community by endorsing and supporting
empowering disadvantaged youth with educational and entrepreneurial leadership skills by
measurable and accountable means
Fortune 500 business’s desiring to support and or assist the community by endorsing and
supporting empowering disadvantaged youth with educational and entrepreneurial
leadership skills by measurable and accountable means
Organizations desiring to support and or assist the community by endorsing and supporting
empowering disadvantaged youth with educational and entrepreneurial leadership skills by
measurable and accountable means
Local government officials desiring to support and or assist the community by endorsing and
supporting empowering disadvantaged youth with educational and entrepreneurial
leadership skills by measurable and accountable means
State government officials desiring to support and or assist the community by endorsing
and supporting empowering disadvantaged youth with educational and entrepreneurial
leadership skills by measurable and accountable means
Nation-wide officials desiring to support and or assist the community by endorsing and
supporting empowering disadvantaged youth with educational and entrepreneurial
leadership skills by measurable and accountable means
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[Company Name]
[Company Name] will utilize the methods below to reach its target market:
Collect as much demographic data as possible on potential area service users to assist
management in creating both immediate and long-term plans for reaching out to this
market segment.
Formulate and adopt additions and/or revisions to the marketing strategies within this
Business Plan once sufficient demographic data has been gathered.
Management must keep in mind that making the masses aware of the Organization is far
more difficult and expensive than working with an existing user base. Management must
take particular care in making certain marketing dollars are wisely spent since funds are
limited.
Construct a sophisticated website that highlights the benefits of choosing the Organization
and its services.
5.0 Strategy and Implementation Summary
Building Minds for the Future’s exclusive purpose is to reverse the glaring, downward trends in
the educational preparedness and accountability of youth in the United States. Building Minds
for the Future's strategy of bundling and implementing proven youth programs of
empowerment, programs defined by a track record of accountable, measurable results. The
main focus in executing this strategy will be to only ‘adopt youth educational, decision making,
leadership and entrepreneurial skills-based programs’ already having a well-established track
record of proven success of at least 3 consecutive years or more and bundling them according
to the needs of specific program participants.
[Company Name] has clearly defined the target market and have differentiated itself by offering
a solid solution to fulfilling its clients’ needs. Reasonable fundraising targets have been
established with an implementation plan designed to ensure the goals set forth below are
achieved.
5.1 Competitive Edge
The Director and CEO of [Company Name] is working diligently to provide effective services and
programs to the youth in its community. The Organization will have the community support it
needs to thrive; therefore, by building an organization based on satisfying clients, [Company
Name] simultaneously builds defenses against competition. Furthermore, the Organization will
help the community understand what it offers them and why they need it.
[Company Name] knows that the potential for helping others is vast. Clients will gain self-
worth, their confidence will increase and they will overcome with their knowledge, being eager
to give back to the community and provide social services to others who need it. The idea that
knowledge helps all those surrounding it is unarguable. It is a definite advantage for society.
5.2 Marketing Strategy
[Company Name]'s marketing strategy involves co-sponsoring events; partnering with similar
organizations; using mail solicitations, email solicitations, personal solicitations and grant
solicitations; as well as using word-of-mouth advertising. Additionally the Organization will use
local publications, brochures, business cards, online channels and its website to advertise it
services and solicit donations.
Currently, [Company Name] has an advantage because the director is a superior business man
that has excellent work ethics, customer service and communication skills. The director also
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[Company Name]
offers an in-depth knowledge of running a successful business, organizing functions for a 501(c)
tax-exempt organization acknowledged by the Internal Revenue Service, and offering well-
needed social services to the residents in their area. Additionally, [Company Name]'s quality of
work and level of integrity will help the Organization build a strong reputation within its
community.
5.3 Fundraising Strategy
[Company Name] will rely on grants, private business donations and fundraisers to meet its
funding goals. Overall, the founder of [Company Name] has excellent customer relations,
fundraising strategy, and strong work ethics.
[Company Name] makes an effort to stay in line with other Organizations offering similar
services. Getting local professionals, businesses and the community involved is vital to the
success of the Organization. Additionally, being honest and reliable, as well as utilizing strong
communication skills and effective fundraising strategies will help the Organization reach its
goals. Furthermore, uplifting the community and keeping sponsors, donors, and clients happy is
an implicit part of building a relationship that will encourage donations and fundraising
participation.
Synopsis of a Unit Breakdown
The recommended unit costs for new associate training should be as follows:
1. Attribute/Values/DISC Assessments $100.
2. 2 Day Coaching Skills Training $200 (SHERPA)
3. 12 week Coaching Process IAW Bylaws $400 (RAC process)
$700
Planned of training costs of $700 per associate. A consensus of paying associates $500 per
attendee for a 12 week process.
Justifying a $2000-presenting an Accurate Return on Contribution -Individual & Corporate
Responsibility creating jobs while empowering underserved youth with limited government
assistance
2 teens $2000 x 2 $4000
Training $700 - $700
new job creation- associate $500 x 5 -$2500
NET $800
The $800 Net is used to purchase 4 Rising Stars programs ($200-Cost of Rising Stars Program x 4
processes = $800)
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[Company Name]
Justification Breakdown of 'a complete 20 teen developmental program' -Accurate Return on
Contribution -Individual & Corporate Responsibility creating jobs /empowering underserved
youth/limited government assistance
20 teens $2000 x 20 $40000
Training $700 x 10 - $7000
Paid Cost to
Facilitator per Youth $500 x 20 -$10000
NET $23000
The chart and table below shows [Company Name] projected Funding Forecast. Annual projections
for three years are shown here, with first year monthly figures in the appendix.
Funding Forecast
Year 1 Year 2 Year 3
Units
Teen Developmental Program 20 30 40
Total Units 20 30 40
Unit Prices Year 1 Year 2 Year 3
Teen Developmental Program $2,000.00 $2,000.00 $2,000.00
Funding
Teen Developmental Program $40,000 $60,000 $80,000
Total Funding $40,000 $60,000 $80,000
Direct Unit Costs Year 1 Year 2 Year 3
Teen Developmental Program $850.00 $850.00 $850.00
Direct Cost of Funding
Teen Developmental Program $17,000 $25,500 $34,000
Subtotal Direct Cost of Funding $17,000 $25,500 $34,000
Page 13
[Company Name]
Chart: Funding Monthly
Chart: Funding by Year
Page 14
[Company Name]
5.4 Milestones
In order to achieve the growth and marketing goals that have been outlined in this business
plan, [Company Name] has deadlines to meet and ideas to implement. These deadlines and
ideas are called "milestones". Milestones are the most important events and/or projects that
must be completed in order to ensure the success of [Company Name]
Because of the critical importance of milestones to the Organization's growth, success, and
operational efficiency, management will periodically review and update the progress that has
been made in completing each milestone. The review and update process will include adding
new milestones, deleting completed milestones, and revising estimated end dates and budgets.
Table: Milestones
Milestones
Milestone Start Date End Date Department
Letters of 9/27/2011 10/27/2011 CEO/President/CMO
Endorsement Request
1500
Rising Star Process 9/27/2011 10/27/2011 COO
Set Appt/acquire youth 9/27/2011 10/27/2011 Parties w/ youth connections
spots
Contact/Set Appt w/ 9/27/2011 10/27/2011 CEO/President/Vice-
Decision Makers President/COO/CMO
Internet ‘Marketing 10/1/2011 11/1/2011 CMO
Blast'
Local Media Blast 9/27/2011 11/27/2011 CMO
6.0 Management Summary
The director and primary decision maker of [Company Name] has keen business sense due
to his years of experience and expertise in the education, life skills, and social services
industry. Furthermore, his strong managerial skills, hands-on approach, and leadership qualities
also aid him in having an effective organization with measurable and accountable programs
producing bottom-line results.
The Organization's management team/ Directors consist of:
Insert Bio Here
Page 15
[Company Name]
6.1 Personnel Plan
The table below contains the details of [Company Name]’s personnel plan. [Company Name]is
committed to being an invaluable asset to the community rather than a drain or liability by not
incurring any unaccountable costs to personnel and by utilizing limited government assistance.
All costs incurred are operational expenses to effectuate the mission of [Company Name]Any
pay to personnel is pursuant the measurability and accountability of the effectuation of the
operation of [Company Name]., pendent necessary funding available.
[Company Name]’s Executive Board of Directors currently consists of 7 uniquely well-
accomplished and polished C-Level experts in their respective vertices. Each respective
member, is a proven top-performing, visionary C-level executive offering 20+ years of
experience positioning non-profit, not-for-profit, and for-profit companies for growth, revenue
generation, social influence, and stakeholder value. All are experts in revolutionizing change,
winning consensus, and driving initiatives that meet business goals.
7.0 Financial Plan
The current financial plan is based on the assumption of achieving desired levels of funding, in
which [Company Name] plans to obtain funding sources in the amount of $352,844 for the
purpose of doing advertising and covering the expenses of the Rising Stars program in the first
year of plan implementation. Additionally, this Business Plan is used by the management
of [Company Name] as a road map to its success. It is an indispensable tool for the ongoing
performance and improvement of the Organization, and it will be referred to often as
management plots its business course.
Management commits to reviewing this Business Plan on a regular basis to make certain
financial projections remain accurate and strategies remain pertinent as the economy,
technology, communication methods, and customer demographics change. The three year
financial projections within this Business Plan indicate that the Organization will have generated
sufficient growth, funding, and donations to permit the Organization to continue to exists and
prosper. Evaluation of the Organization's success will be an ongoing process involving the
founder's monthly review of financial statements and other pertinent financial data.
Page 16
[Company Name]
7.1 Start-up Funding
[Company Name]’s start-up costs includes advertising and covering the expenses of the Rising
Stars process, which is detailed in the Start-up Table. The following table shows how these start-up
costs will be funded.
Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund $352,844
Start-up Assets to Fund $0
Total Funding Required $352,844
Assets
Non-cash Assets from Start-up $0
Cash Requirements from Start-up $0
Additional Cash Raised $0
Cash Balance on Starting Date $0
Total Assets $0
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $0
Capital
Planned Investment
Owner $0
Investor $352,844
Additional Investment Requirement $0
Total Planned Investment $352,844
Loss at Start-up (Start-up Expenses) ($352,844)
Total Capital $352,844
Total Capital and Liabilities
Total Funding $352,844
Page 17
[Company Name]
7.2 Projected Cash Flow
[Company Name] is applying for funding sources in the amount of $1,000,000. [Company Name]
forecast that it will receive the funding during the fourth quarter of 2011. During this
period, the Organization will use the money to do advertising and cover the expenses of the Rising
Stars program.
[Company Name]'s cash plan is based on the assumption that the Organization meets its funding
objectives.
Table: Cash Flow
Pro Forma Cash Flow
Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Funding $40,000 $60,000 $80,000
Subtotal Cash from Operations $40,000 $60,000 $80,000
Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $0 $0 $0
Subtotal Cash Received $40,000 $60,000 $80,000
Page 18
[Company Name]
Table: Cash Flow (Continued)
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations
Cash Spending $0 $0 $0
Bill Payments $14,535 $25,869 $33,301
Subtotal Spent on Operations $14,535 $25,869 $33,301
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $0 $0 $0
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $14,535 $25,869 $33,301
Net Cash Flow $25,465 $34,131 $46,699
Cash Balance $627,881 $662,012 $708,711
Chart: Cash Flow
Page 19
[Company Name]
7.3 Projected Balance Sheet
The Balance Sheet Table (below) shows the Pro-Forma Balance Sheet projections. In the
appendix, the first twelve months are shown individually.
Building Minds for the Future's net worth is $625,416, $659,916, and $705,916 for Year 1, Year
2, and Year 3 respectively. The Organization's total assets for this same period will
be $627,881, $662,012, and $708,711, respectively.
Table: Balance Sheet
Pro Forma Balance Sheet
Year 1 Year 2 Year 3
Assets
Current Assets
Cash $627,881 $662,012 $708,711
Other Current Assets $0 $0 $0
Total Current Assets $627,881 $662,012 $708,711
Long-term Assets
Long-term Assets $0 $0 $0
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $0 $0 $0
Total Assets $627,881 $662,012 $708,711
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable $2,465 $2,096 $2,795
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $2,465 $2,096 $2,795
Long-term Liabilities $0 $0 $0
Total Liabilities $2,465 $2,096 $2,795
Paid-in Capital $1,000,000 $1,000,000 $1,000,000
Accumulated Surplus/Deficit ($397,584) ($374,584) ($340,084)
Surplus/Deficit $23,000 $34,500 $46,000
Total Capital $625,416 $659,916 $705,916
Total Liabilities and Capital $627,881 $662,012 $708,711
Net Worth $625,416 $659,916 $705,916
Page 20
[Company Name]
Table: Funding Forecast
Funding Forecast
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month
12
Units
Teen 1 1 1 1 1 2 2 2 2 2 2 3
Developmental
Program
Total Units 1 1 1 1 1 2 2 2 2 2 2 3
Unit Prices Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month
12
Teen $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00
Developmental
Program
Funding
Teen $2,000 $2,000 $2,000 $2,000 $2,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $6,000
Developmental
Program
Total Funding $2,000 $2,000 $2,000 $2,000 $2,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $6,000
Direct Unit Costs Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month
12
Teen 42.50% $850.00 $850.00 $850.00 $850.00 $850.00 $850.00 $850.00 $850.00 $850.00 $850.00 $850.00 $850.00
Developmental
Program
Direct Cost of
Funding
Teen $850 $850 $850 $850 $850 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $2,550
Developmental
Program
Subtotal Direct $850 $850 $850 $850 $850 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $2,550
Cost of Funding
Page 1
[Company Name]
Table: Cash Flow
Pro Forma Cash Flow
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Month Month
10 11 12
Cash Received
Cash from Operations
Cash Funding $2,000 $2,000 $2,000 $2,000 $2,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $6,000
Subtotal Cash from $2,000 $2,000 $2,000 $2,000 $2,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $6,000
Operations
Additional Cash Received
Sales Tax, VAT, HST/GST $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Received
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(interest-free)
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $2,000 $2,000 $2,000 $2,000 $2,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $6,000
Page 2
[Company Name]
Table: Cash Flow (Continued)
Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Month Month
10 11 12
Expenditures from
Operations
Cash Spending $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Bill Payments $28 $850 $850 $850 $850 $878 $1,700 $1,700 $1,700 $1,700 $1,700 $1,728
Subtotal Spent on $28 $850 $850 $850 $850 $878 $1,700 $1,700 $1,700 $1,700 $1,700 $1,728
Operations
Additional Cash Spent
Sales Tax, VAT, $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST/GST Paid Out
Principal Repayment of $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current Borrowing
Other Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment
Purchase Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
Purchase Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Spent $28 $850 $850 $850 $850 $878 $1,700 $1,700 $1,700 $1,700 $1,700 $1,728
Net Cash Flow $1,972 $1,150 $1,150 $1,150 $1,150 $3,122 $2,300 $2,300 $2,300 $2,300 $2,300 $4,272
Cash Balance $604,388 $605,538 $606,688 $607,838 $608,988 $612,109 $614,409 $616,709 $619,009 $621,309 $623,609 $627,881
Page 3
[Company Name]
Table: Balance Sheet
Pro Forma
Balance Sheet
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Assets Starting
Balances
Current
Assets
Cash $602,416 $604,388 $605,538 $606,688 $607,838 $608,988 $612,109 $614,409 $616,709 $619,009 $621,309 $623,609 $627,881
Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
Total Current $602,416 $604,388 $605,538 $606,688 $607,838 $608,988 $612,109 $614,409 $616,709 $619,009 $621,309 $623,609 $627,881
Assets
Long-term
Assets
Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
Accumulated $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Depreciation
Total Long- $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
term Assets
Total Assets $602,416 $604,388 $605,538 $606,688 $607,838 $608,988 $612,109 $614,409 $616,709 $619,009 $621,309 $623,609 $627,881
Page 4
[Company Name]
Table: Balance Sheet (Continued)
Liabilities and Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Capital
Current
Liabilities
Accounts $0 $822 $822 $822 $822 $822 $1,643 $1,643 $1,643 $1,643 $1,643 $1,643 $2,465
Payable
Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing
Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Subtotal $0 $822 $822 $822 $822 $822 $1,643 $1,643 $1,643 $1,643 $1,643 $1,643 $2,465
Current
Liabilities
Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Total $0 $822 $822 $822 $822 $822 $1,643 $1,643 $1,643 $1,643 $1,643 $1,643 $2,465
Liabilities
Paid-in Capital $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
Accumulated ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584) ($397,584)
Surplus/Deficit
Surplus/Deficit $0 $1,150 $2,300 $3,450 $4,600 $5,750 $8,050 $10,350 $12,650 $14,950 $17,250 $19,550 $23,000
Total Capital $602,416 $603,566 $604,716 $605,866 $607,016 $608,166 $610,466 $612,766 $615,066 $617,366 $619,666 $621,966 $625,416
Total $602,416 $604,388 $605,538 $606,688 $607,838 $608,988 $612,109 $614,409 $616,709 $619,009 $621,309 $623,609 $627,881
Liabilities and
Capital
Net Worth $602,416 $603,566 $604,716 $605,866 $607,016 $608,166 $610,466 $612,766 $615,066 $617,366 $619,666 $621,966 $625,416
Page 5