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					Planning your Plan

 * Planning Tips from Palo Alto Software Customers
- Palo Alto Software recently conducted a survey of customers about their
business planning efforts and needs. While some of the findings were
predictable, others offer lessons for entrepreneurs trying to get
started, as well as those trying to get back to fundamentals. The
following article highlights three areas of planning our respondents
found challenging, and offers tips and resources to help you successfully
address them.

Research
Many entrepreneurs underestimate the need to research their market, the
competition, and practical issues like pricing suppliers or gauging
channel markups. Doing the research needed to complete the business plan
was a challenge for the majority of our survey respondents, with 52% of
the total sample ranking it ―very‖ or ―extremely‖ challenging. Aside from
whatever information potential investors or partners want to see in a
business plan, you need this information in order to set realistic goals
and manage your cash flow.

Even for people who know their own business well, the process of planning
can force you to think through some critical issues that you‘ve always
just made assumptions about in the past. Among respondents who reported
receiving financing for their business as a result of the planning
process, 27% said that getting the research needed was ―extremely
challenging.‖ This is a significant point, given that these particular
entrepreneurs were already in business – they were seeking financing for
existing businesses.

Resources:
We offer you a number of resources here on bplans to help research your
business issues, from industry reports to the right questions to ask when
buying a business to legal information on incorporating your business.
Doing the research doesn‘t have to be difficult or expensive, but it can
take some time, so get started now.

Marketing Planning
Creating a marketing plan for their business was also demanding,
according to the entrepreneurs we surveyed. Of those planning for a
business they want to start (start-ups), 44% said creating a marketing
plan was ―very‖ or ―extremely‖ challenging. Surprisingly, 49% of those
writing a plan for an existing business they owned also found the
marketing planning process to be ―very‖ or ―extremely‖ challenging.

What is it about marketing that is so challenging? And why does it get
more difficult when you‘re already in business?

We think our friend John Jantsch, author of Duct Tape Marketing, said it
best: ―The typical small business in America is started by someone who
knows how to do something… Hardly ever does this know-how include being
able to market a business that does those things.‖ Luckily, he also
offers a common-sense definition of marketing that can bridge that gap:
―Marketing is getting people who have a specific need or problem to know,
like, and trust you.‖ Marketing really is that simple – provided you know
some of the easy, inexpensive, and effective ways to implement that idea.

Resources
In addition to a special version of Marketing Plan Pro powered by Duct
Tape Marketing, John Jantsch‘s award-winning guide for small-business
marketing, you can find plenty of FREE marketing resources online at
Mplans.com, including ROI calculators, marketing planning how-to
articles, and more. As Jantsch says, every small-business owner is in the
business of marketing, so you might as well do it on purpose!

Financials
As expected, developing the financial components of a business plan was
exacting. Only 9% of all our survey participants – 16 people – described
forecasting their financials as ―not at all challenging,‖ and these were
mostly business-planning consultants or instructors.

Chances are, if you‘re reading this article, you‘re already dealing with
financial forecasts, or soon will be. For entrepreneurs who consider
themselves ―idea people‖ or hands-on workers, not accountants, the
financials can seem daunting. But take a step back and you‘ll see that
numbers and graphs are just concrete ways of measuring what you‘re doing,
how much effort is going into the business and what you (and your
employees or investors) are getting back out of it – as well as how your
business will weather any unforeseen problems that come up (yes, we‘re
talking cash flow).

This is important stuff that should be guided by your business
strategies, and not by the deal-of-the-week. Every dollar you spend on
one thing is a dollar you didn‘t spend on something else. That‘s
strategy. That‘s focus. That‘s your business. Don‘t you want to know
where it‘s going?

Resources
For a thorough discussion of the financial components of a business plan,
you can find the full text of Tim Berry‘s Hurdle: the Book on Business
Planning, online. The articles on Bplans discuss everything from
estimating start-up costs to obtaining financing, as well as a free
gallery of complete sample business plans. For those just getting into
the nitty-gritty of their business‘ financials, check out our plain-
English business glossary.
The survey:

The survey described in this article was conducted online by the
Professional Education Institute in September, 2008. Sample size was 670,
and consisted of users of Palo Alto Software, Inc. products. Survey
responses are confidential.
Did you find this article interesting and helpful? Check out more
articles, tips, blogs and special offers we will be adding during Global
Entrepreneurship Week to help you take your business back to the
fundamentals
Tagged as: " back to fundamentals", marketing, marketing planning,
research, survey results, surveys

 * In Business Planning, Form Follows Function
- Important reality: Your business plan is about running your business.
It‘s not just a document. You may not ever print it, but, whether or not
you need to produce a document for a bank or an investor, you still want
a plan to help you manage your business. You want planning to help you
grow. It‘s a matter of focus, accountability, management, and steering
the business.

Don‘t think it has to be a document. You can leave it on your computer,
and share it with your team, whether or not you formally edit and print.
It‘s still there, and, if you use it right, vital for a healthy business.

What‘s a reasonable expectation for sales? Expenses? Cash flow? That
should be in your plan, whether printed or not.

What are your most important strengths and weaknesses, and opportunities
and threats? What‘s your key target market focus? Your ideal buyer? What
are your long-term goals? What are the key metrics for your business? Who
does what? That too should be in your plan, whether you print it or not;
and whether you show it to outsiders or not.

One of the more important fundamentals of business planning is that your
plan should be just what you need to run your business, no more, no less.
As you start with your planning — which should be as you start with your
business — it might be as simple as an elevator speech. That means you
know the key points, such as the customer story, what makes you unique,
and what you‘re focusing on most.

What this means, in practical terms, is that the plan is the first step
towards planning process, meaning better business management, steering
your business.

This is a key element of the plan-as-you-go business planning approach,
which is now in my latest book (The Plan-As-You-Go Business Plan) and
built into Business Plan Pro.

picture > E

The plan isn‘t just the printed document. It‘s normally on your computer.
It‘s your strategy, your priorities, the details of basic numbers,
budgets, and who does what.

And from that plan, the main plan that lives forever on the computer, you
share its highlights with your managers as business management. Call that
the operations plan. It starts with the business plan — only as big as
you need it to be — and you use that to create the details of who does
what, with dates and deadlines and budgets. They live permanently in the
plan, but you pull from that for operations.

Or you use the plan to create the summary presentation (also called
pitch) that you want to share with prospective investors. In that case
you want a good slide presentation that brings the key points to the
investors, but using proper presentation techniques, pictures not words.
That presentation starts with a plan, though, because you have to really
know what the key points are.

Or you use the plan to create the elevator speech, which is a very short
talk, as short as a minute or two, that highlights what you do for whom,
and where you‘re going. You can‘t summarize what you don‘t know, so that
starts with a plan.

The same is true of the summary memo, which is   a short document you use
to summarize your business plan for outsiders,   if you need to. People use
that as an introduction in email. It‘s not the   same as a plan, but you
need to have the plan before you can summarize   it.

And finally, of course, if you need a business plan as a formal document,
that too comes from the plan you keep live on your computer. As you have
the business plan events — the need to show your plan to a banker, or
investor, or partner — you have it available, revised and reviewed, the
latest live version, so you give it some editing and polish and spin it
out from your printer as a document.

Notice that none of these outputs stands as something you do instead of
the plan. And none of these outputs is really the plan. The plan exists
at the core, and you create the outputs as needed.

With all of these various iterations and outputs, always keep assumptions
on top, where you can see them for every review meeting. Minding the
changing assumptions is one of the significant advantages of the plan-as-
you-go approach over the more traditional methods.

Tagged as: elevator speech, form, form follows function, function, pitch
presentation, summary memo

 * Keys to Better Business Plans
- Write a better business plan by focusing on implementation.

    * Use a business plan to set concrete goals, responsibilities, and
deadlines to guide your business.
    * A good business plan assigns tasks to people or departments and
sets milestones and deadlines for tracking implementation.
    * A practical business plan includes 10 parts implementation for
every one part strategy.
    * As part of the implementation of a business plan, it should provide
a forum for regular review and course corrections.
    * Good business plans are practical.

Business plan ―don‘ts‖

    * Don‘t use a business plan to show how much you know about your
business.
    * Nobody reads a long-winded business plan: not bankers, bosses, nor
venture capitalists. Years ago, people were favorably impressed by long
plans. Today, nobody is interested in a business plan more than 50 pages
long.

* How Long Should a Business Plan Be?
- Page count is not a good way to measure length. A 20-page plan with
dense text and no graphics is much longer than a 35-page plan broken up
into readable bullet points, useful illustrations of locations or
products, and business charts to illustrate important projections.

Measure a plan by readability and summarization. A good business plan
should leave a reader a good general idea of its main contents even after
only a quick skimming, browsing the main points, in 15 minutes. Format,
headings, white space, and illustrations make a big difference. Summaries
are very important. Main points should show up in a business plan as
quickly as they do in a business presentation.

Unfortunately, many people still use page count as measurement. And in
that context, some of the more practical, internal-use-only business
plans can be only 5 or 10 pages long. Corporate business plans for large
companies can run into hundreds of pages. The more standard start-up and
expansion plans developed for showing outsiders normally run 20-40 pages
of text – easy to read, well-spaced text, formatted in bullets,
illustrated by business charts and short financial tables – plus
financial details in appendices.

The right length of the plan depends on the nature and purpose of the
plan. Will it include descriptions of the company and management team for
outsiders to read? Does it need an executive summary good enough to stand
alone? Does it include detailed research, plans, drawings, and
blueprints? Is it worded to withstand legal scrutiny as part of an
investment proposal? Form follows function.

Venture contests often limit a plan to 30 pages, sometimes 40, rarely 50
– and that includes detailed financials in the appendices. Unfortunately
the page limitation leads some contestants to very bad choices, as they
cram content into dense typefaces and thick texts, making their plans
worse, not better.

Palo Alto Software‘s business plan contest ran four years. Several
hundred plans entered that competition. Finalists never had less than 20
pages or more than 50 pages. Most run 30-40 pages. These are all 20-30
pages of text, not counting useful graphic additions to show locations,
designs, menus, etc., and not counting the appendices pages containing
monthly financial projections, resumes of team leaders, etc. You‘ll want
to add some pages for the standard financials; usually that means
appendices with monthly tables for sales, personnel, income statement,
cash flow, and balance sheet. You also want to include the main annual
numbers of those tables in the body of the plan.

Don‘t ever shorten a plan by taking out useful graphics. Page count
matters far less than readability. Use business charts to illustrate
numbers so your projections are easier to absorb. Use photographs and
drawings to show locations, products, sample menus, product pictures, and
other illustrations as much as possible. However, don‘t ever add extra
graphics, like clip art, not directly relevant to the matter at hand, as
if that would make a plan better.

* The Different Types of Business Plans
- Business plans are also called strategic plans, investment plans,
expansion plans, operational plans, annual plans, internal plans, growth
plans, product plans, feasibility plans, and many other names. These are
all business plans.

In all these different varieties of business plan, the plan matches your
specific situation. For example, if you‘re developing a plan for internal
use only, not for sending out to banks or investors, you may not need to
include all the background details that you already know. Description of
the management team is very important for investors, while financial
history is most important for banks.

Some of these specific case differences lead to different types of plans:

    * The most standard business plan is a start-up plan, which defines
the steps for a new business. It covers standard topics including the
company, product or service, market, forecasts, strategy, implementation
milestones, management team, and financial analysis. The financial
analysis includes projected sales, profit and loss, balance sheet, cash
flow, and probably a few other tables. The plan starts with an executive
summary and ends with appendices showing monthly projections for the
first year.
    * Internal plans are not intended for outside investors, banks, or
other third parties. They might not include detailed description of
company or management team. They may or may not include detailed
financial projections that become forecasts and budgets. They may cover
main points as bullet points in slides (such as PowerPoint slides) rather
than detailed texts.
    * An operations plan is normally an internal plan, and it might also
be called an internal plan or an annual plan. It would normally be more
detailed on specific implementation milestones, dates, deadlines, and
responsibilities of teams and managers.
    * A strategic plan is usually also an internal plan, but it focuses
more on high-level options and setting main priorities than on the
detailed dates and specific responsibilities. Like most internal plans,
it wouldn‘t include descriptions of the company or the management team.
It might also leave out some of the detailed financial projections. It
might be more bullet points and slides than text.
    * A growth plan or expansion plan or new product plan will sometimes
focus on a specific area of business, or a subset of the business. These
plans could be internal plans or not, depending on whether or not they
are being linked to loan applications or new investment. For example, an
expansion plan requiring new investment would include full company
descriptions and background on the management team, as much as a start-up
plan for investors. Loan applications will require this much detail as
well. However, an internal plan, used to set the steps for growth or
expansion funded internally, might skip these descriptions. It might not
include detailed financial projections for the whole company, but it
should at least include detailed forecasts of sales and expenses for the
new venture.
    * A feasibility plan is a very simple start-up plan that includes a
summary, mission statement, keys to success, basic market analysis, and
preliminary analysis of costs, pricing, and probable expenses. This kind
of plan is good for deciding whether or not to proceed with a plan, to
tell if there is a business worth pursuing.

 * Your Plan Tells Your Story
- Basic company information
A standard business plan outline includes a chapter topic on   your
company. You may not need to include this chapter if you are   writing an
internal plan. However, any outsiders reading your plan will   want to know
about your company before they read about products, markets,   and the rest
of the story.

Summary paragraph
Start the chapter with a good summary paragraph that you can use as part
of a summary memo or a loan application support document. Include the
essential details, such as the name of the company, its legal
establishment, how long it‘s been in existence, and what it sells to what
markets.

Legal entity and ownership
In this paragraph, describe the ownership and legal establishment of the
company. This is mainly specifying whether your company is a corporation,
partnership, sole proprietorship, or some other kind of legal entity,
such as a limited liability partnership. You should also explain who owns
the company, and, if there is more than one owner, in what proportion.

If your business is a corporation, specify whether it is a C (the more
standard type) or an S (more suitable for small business without many
different owners) corporation. Also, of course, specify whether it is
privately owned or publicly traded.

Many smaller businesses, especially service businesses, are sole
proprietor businesses. Some are legal partnerships. The protection of
incorporating is important, but sometimes the extra legal costs and
hassles of turning in corporate tax forms with double-entry bookkeeping
are not worth it. Professional service businesses, such as accounting or
legal or consulting firms, may be partnerships, although that mode of
establishment is less common these days. If you‘re in doubt about how to
establish a start-up company, consult a business attorney.

Locations and facilities
Briefly describe offices and locations of your company, the nature and
function of each, square footage, lease arrangements, etc.

If you are a service business, you probably don‘t have manufacturing
plants anywhere, but you might have Internet services, office facilities,
and telephone systems that are relevant to providing service. It is
conceivable that your Internet connection, as one hypothetical case,
might be critical to your business.

If you‘re a retail store, then your location is probably a critical
factor, so explain the location, traffic patterns, parking facilities,
and possibly customer demographics as they relate to the specific
location (your Market Analysis goes elsewhere, but if your shopping
center location draws a particular kind of customer, note that here).

If you are manufacturing, then you may have different facilities for
production, assembly, and various offices. You may have manufacturing and
assembly equipment, packing equipment, docks, and other facilities.

Depending on the nature of your plan, its function and purpose, you may
want to include more detail about facilities as appendices attached to
your plan.

For example, if your business plan is intended to help sell your company
to new owners, and you feel that part of the value is the facilities and
locations, then you should include all the detail you can. If you are
describing a manufacturing business for bankers or investors, or anybody
else trying to value your business, make sure you provide a complete list
and all necessary detail about capital equipment, land, and building
facilities. This kind of information can make a major difference to the
value of your business.

On the other hand, if your business plan is for internal use in a small
company with a single office, then this topic might be irrelevant.


  * What Makes a Good Plan?
- What factors are involved in creating a good business plan? Is it the
length of the plan? The information it covers? How well it‘s written, or
the brilliance of its strategy. No.

The following illustration shows a business plan as part of a process.
You can think about the good or bad of a plan as the plan itself,
measuring its value by its contents. There are some qualities in a plan
that make it more likely to create results, and these are important.
However, it is even better to see the plan as part of the whole process
of results, because even a great plan is wasted if nobody follows it.

PICTURE >   F - Planning is a process, not just a plan

A business plan will be hard to implement unless it is simple, specific,
realistic and complete. Even if it is all these things, a good plan will
need someone to follow up and check on it. The plan depends on the human
elements around it, particularly the process of commitment and
involvement, and the tracking and follow-up that comes afterward.

Successful implementation starts with a good plan. There are elements
that will make a plan more likely to be successfully implemented. Some of
the clues to implementation include:

   1. Is the plan simple? Is it easy to understand and to act on? Does it
communicate its contents easily and practically?
   2. Is the plan specific? Are its objectives concrete and measurable?
Does it include specific actions and activities, each with specific dates
of completion, specific persons responsible and specific budgets?
   3. Is the plan realistic? Are the sales goals, expense budgets, and
milestone dates realistic? Nothing stifles implementation like
unrealistic goals.
   4. Is the plan complete? Does it include all the necessary elements?
Requirements of a business plan vary, depending on the context. There is
no guarantee, however, that the plan will work if it doesn‘t cover the
main bases.

Uses of business plans
Too many people think of business plans as something you do to start a
company, apply for a loan, or find investors. Yes, they are vital for
those purposes, but there‘s a lot more to it.

Preparing a business plan is an organized, logical way to look at all of
the important aspects of a business. First, decide what you will use the
plan for, such as to:

    * Define and fix objectives, and programs to achieve those
objectives.
    * Create regular business review and course correction.
    * Define a new business.
    * Support a loan application.
    * Define agreements between partners.
    * Set a value on a business for sale or legal purposes.
    * Evaluate a new product line, promotion, or expansion.

No time to plan? A common misconception
―Not enough time for a plan,‖ business people say. ―I can‘t plan. I‘m too
busy getting things done.‖ A business plan now can save time and stress
later.

Too many businesses make business plans only when they have to. Unless a
bank or investors want to look at a business plan, there isn‘t likely to
be a plan written. The busier you are, the more you need to plan. If you
are always putting out fires, you should build fire breaks or a sprinkler
system. You can lose the whole forest for too much attention to the
individual trees.

Keys to better business plans

    * Use a bussiness plan to set concrete goals, responsibilities, and
deadlines to guide your business.
    * A good business plan assigns tasks to people or departments and
sets milestones and deadlines for tracking implementation.
    * A practical business plan includes 10 parts implementation for
every one part strategy.
    * As part of the implementation of a business plan, it should provide
a forum for regular review and course corrections.
    * Good business plans are practical.

Business plan ―don‘ts‖

    * Don‘t use a business plan to show how much you know about your
business.
    * Nobody reads a long-winded business plan: not bankers, bosses, nor
venture capitalists. Years ago, people were favorably impressed by long
plans. Today, nobody is interested in a business plan more than 50 pages
long.

What can help me write a good business plan?

    * Sample business plans – Over 100 free sample business plans from
various industries
    * Business plan template – This fill-in-the-blank business plan
template is in the format preferred by the SBA and banks
    * Start a business – An easy to follow six step process with plenty
of information for helping to start a new business
    * Business plan software – The #1 best selling business plan software
helps you to write a professional business plan

 * Successful Budgeting Involves People
- Successful budgeting goes beyond numbers. It depends on people
management.

Managing the budget numbers can be simple, but managing a budget takes
people, not spreadsheets. While budget numbers are simple, budget
management isn‘t. To make a budget work, you need to add real management:

   1. Understand that it‘s about people: Successful budgeting depends on
people management more than anything else. Every budgeted item must be
―owned‖ by somebody, meaning that the owner has responsibility for
spending, authority to spend, and the belief that the spending limit is
realistic. People who don‘t believe in a budget won‘t try to implement
it. People who don‘t believe that it matters won‘t worry about a budget
either.
   2. Budget ―ownership‖ is critical: To ―own‖ a budget item is to have
the authority to spend and responsibility for spending. Ideally a budget
management system makes plan-vs.-actual results visible to a group of
managers, so that there is peer pressure that rewards budgeting successes
and penalizes budgeting failures.
   3. Budgets need to be realistic: Nobody really owns a budget item
until they believe the budget amount is realistic. You can‘t really
commit to a budget you don‘t believe in.
   4. It‘s also about following up: Unless the people involved know that
somebody will be tracking and following up, they won‘t honor a budget.
Publishing budget plan and actual results will make a world of
difference. Rewards for budget success and penalties for budget failures
can be as simple as peer group managers sharing results.

Your budget and milestones work together
As you develop your budget, keep in mind your business plan milestones.
That‘s where you set specific goals, dates, responsibilities, and budgets
for your managers. It makes a plan concrete. Make sure your budget
matches your milestones.

Ideally, every line in a budget is assigned to somebody who is
responsible for managing that budget. In most cases you‘ll have groups of
budget areas assigned to specific people, and a budgeting process that
emphasizes commitment and responsibility. You‘ll also need to make sure
that everybody involved knows that results will be followed up.

The ideal plan relates the budgets to the Milestones table. The
Milestones table takes all the important activities included in a
business plan and assigns them to specific managers, with specific dates
and budgets. It also tracks completion of the milestones and actual
results compared to planned results.

picture > G - Milestones table

 * Common Business Plan Mistakes
- What are the most common mistakes when writing a business plan? Here
is my list of the ones to make sure you avoid. While including the
necessary items in a business plan is important, you also want to make
sure you don‘t commit any of the following common business plan mistakes:

Putting it off.
Too many businesses make business plans only when they have no choice in
the matter. Unless the bank or the investors want a plan, there is no
plan.

Don‘t wait to write your plan until you think you‘ll have enough time. ―I
can‘t plan. I‘m too busy getting things done,‖ business people say. The
busier you are, the more you need to plan. If you are always putting out
fires, you should build firebreaks or a sprinkler system. You can lose
the whole forest for paying too much attention to the individual burning
trees.

Cash flow casualness.
Most people think in terms of profits instead of cash. When you imagine a
new business, you think of what it would cost to make the product, what
you could sell it for, and what the profits per unit might be. We are
trained to think of business as sales minus costs and expenses, which
equal profits. Unfortunately, we don‘t spend the profits in a business.
We spend cash. So understanding cash flow is critical. If you have only
one table in your business plan, make it the cash flow table.

Idea inflation.
Don‘t overestimate the importance of the idea. You don‘t need a great
idea to start a business; you need time, money, perseverance, and common
sense. Few successful businesses are based entirely on new ideas. A new
idea is harder to sell than an existing one, because people don‘t
understand a new idea and they are often unsure if it will work.


Plans don‘t sell new business ideas to investors. People do. Investors
invest in people, not ideas. The plan, though necessary, is only a way to
present information.

Fear and dread.
Doing a business plan isn‘t as hard as you might think. You don‘t have to
write a doctoral thesis or a novel. There are good books to help, many
advisors among the Small Business Development Centers (SBDCs), business
schools, and there is software available to help you (such as Business
Plan Pro, and others).

Spongy, vague goals.
Leave out the vague and the meaningless babble of business phrases (such
as ―being the best‖) because they are simply hype. Remember that the
objective of a plan is its results, and for results, you need tracking
and follow up. You need specific dates, management responsibilities,
budgets, and milestones. Then you can follow up. No matter how well
thought out or brilliantly presented, it means nothing unless it produces
results.

One size fits all.
Tailor your plan to its real business purpose. Business plans can be
different things: they are often just sales documents to sell an idea for
a new business. They can also be detailed action plans, financial plans,
marketing plans, and even personnel plans. They can be used to start a
business, or just run a business better.

Diluted priorities.
Remember, strategy is focus. A priority list with 3-4 items is focus. A
priority list with 20 items is certainly not strategic, and rarely if
ever effective. The more items on the list, the less the importance of
each.

Hockey-stick shaped growth projections.
Sales grow slowly at first, but then shoot up boldly with huge growth
rates, as soon as ‗something‘ happens. Have projections that are
conservative so you can defend them. When in doubt, be less optimistic.

 * Getting Started on Your Business Plan
- Writing a business plan is not intuitive. Sometimes it is hard to know
where to begin. Here are a few suggestions to help get you started:

    * Check out a business plan outline to see what is expected in a
business plan
    * Use this free fill-in-the-blank business plan template in the
format preferred by the SBA and lenders.
    * See if you have a local Small Business Development Center (SBDC),
Business Resource Center, or SCORE office to get advice. Check our SBDC
finder to find an SBDC near you. You might also want to check with your
local Chamber of Commerce office for additional local resources.
    * Read helpful articles written by industry experts on how to write a
business plan
    * Use business plan software to help guide you through the process of
writing a business plan.
    * Browse through over 500 free sample business plans in various
industries for you to get inspiration from and use as examples.

As far as beginning, the success of any business plan is within the
quality of the information provided. Once you determine the type of
business you want to go into, the plan itself is to represent the
operation on paper as if it already exists. How much revenue is expected,
from where, the marketing plan that prompts the sales, the infrastructure
needed to meet the needs of doing business as well as other related
actions and costs. Take your time and talk to as many people as possible
for information.

Doing your homework up front is like taking on an insurance policy. It
increases your chances of succeeding by eliminating the unknowns. In the
end there are always other variables.

I would also start by purchasing Business Plan Pro software and going
through the tutorials.


$$$$$$$$$$$$ - Thank you for the excellent resources. These plans are a
great place to start when crafting one‘s own business plan..INSYALLAH

Hope that helps!


Done By :
Director of Customer Experience
Danish Hazel

				
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