business plan - template

BUSINESS PLANPOWERPOINT TEMPLATE

BUSINESS PLAN BASICS

A simple business idea is usually the start of a company’s foundation. Before starting a business, the idea is mostly reconsidered, revised and adjusted to new findings over a long period of time. An entrepreneur who takes on this challenge differentiates himself from a typical employee by having a high level of business expertise and enormous creative potential. For example, an inventor of a research and development department usually has characteristics of creativity at a high level, but because of his specialization, he often only has limited knowledge of the market. With the manager’s role, it’s vice versa.

According to the chart, entrepreneurs are characterized by the fact that they can fulfill both roles.

INTRODUCTIONThe role of an entrepreneur

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PROMOTERCrea

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Business skills

ENTREPRENEUR

MANAGER, SUPERVISOR

A business plan (BP) is a written document of about 20-50 pages, which describes in structured detail a comprehensive business concept. The business plan not only describes the business idea but also reflects important aspects of the objectives, such as economic environment and the necessary resources. Additionally, it outlines potential opportunities and risks, which create an accurate picture of the probabilities of success to all potential investors who are the corporate foundation.

DEFINITIONStructured alignment of all relevant aspects of the business idea into a business plan for investors and financiers

A business plan is the written documentation of an entire business concept.

The BP looks at the product concept, the economic environment, the goals and the

necessary effort.Additionally, it gives information about the company founder and identifies potential

opportunities and risks.

Consider the business plan as a business card for your company.

BASIC CONSIDERATIONSBenefits – What added value does your product or service provide for the customer?

1

2

3

4

Customer value is in fact the perceived benefit resulting from the purchase of your products / services.

What is relevant is the perceived value by the customer and not the actual value of the product. In other words - what is the practical, not theoretical benefit for the customer?Benefits include quantifiable components (cost savings, conservation of resources) as well as emotional beneficial components (image of a product, joy in the application, acceptance by others).

Be clear about what kind of customer value your business idea creates and how to communicate these customer benefits.

For example: A name brand leather shoe basically provides the same benefits as that of a discounter, in that it satisfies the need for comfort and quality. What is crucial in this case, however, is satisfying the desire for emotional benefits such as prestige and image.

MARKET ANALYSIS Definition of the relevant market: Who is the target

group? Number of potential customers who could buy your

product Identification of the competitors in direct

competition with your product Expected development of the market in terms of

market size and number of competitorsFor example: A new cosmetic line for the young generation

should be introduced to the market. It is necessary to analyze the target market (e.g. girls and young women between 16 and 26 years) and the competitors (e.g. manufacturers, such as Essence, MNY, etc.)

BASIC CONSIDERATIONSMarket analysis to estimate market size and market development

BASIC CONSIDERATIONSFeasibility of your idea

1

2

3

Does your product need to be developed for market maturity or can it already be offered as a finished product?

Are there any permits needed to run your business? Are patents required to protect your idea?

What type of staff and staff structure do you need to implement your idea?

For example: Does the area of your planned production facility for solar cells have enough trained engineers and skilled workers?

FINANCIAL PLANNING The expected profit can be calculated as the

difference between expected turnover and costs in the course of business operations.

Create different scenarios based on alternative assumptions regarding future business development. Look at a worst-case, a best-case and a base-case scenario.

Convince the reader of your business plan with a sound, evidence-based calculation by taking all positive and negative factors into account.

Make assumptions about sales and revenues on the basis of statistical surveys or substantiate this with your own polls.

BASIC CONSIDERATIONSDetermining the economic sustainability using financial planning

TASKSInternal and external tasks of a business plan

Person

Objective

Function

Update

Company founders, management

Evaluate, be transparent, have accountability

Assistance in the implementation of business ideas

Continuously

Investors, partners, customers

Inform and persuade

Communication tool

Depending on the purpose

Internal External

STRUCTUREBasic structure of a business plan

EXECUTIVESUMMARY

Description of the product / services and customer benefits

Market environment and competition Marketing and sales strategy

Business model, organization

Management and staff Roadmap

Opportunities / risks Budgeting Financing

What is the core ofthe company?

What is the position of the company?

How is the implementation?

BUSINESS PLAN

STANDARD

approx. 15 pages to the point, short writing

style includes key information further details omitted

when searching for a bank load

when partners are familiar no external communication to raise interest of investors if plan needs to be rapidly

presented

SUMMARIZEDBUSINESS

PLAN 100 + pages full, very detailed

description extensive quantitative

analysis

existing businesses with history, product, customer and employee base

used in the regular internal planning process

OPERATING-PERFORMANCEBUSINESS PLAN

20-50 pages description 10-30 pages further

documentation full description of key issues detailed, yet concise

when the complexity of the company requires a complete description

when searching significant funding

when working with big corporate partners

COMPREHENSIVE

BUSINESS PLAN

STAGES OF DEVELOPMENTVarious levels of a business plan

OUTLINE POINTSStandard structure of a business plan

123456789

EXECUTIVE SUMMARY

PRODUCT AND/ OR SERVICE

FOUNDER OR FOUNDING TEAM

MARKET OVERVIEW

MARKETING & SALES

CORPORATE ORGANIZATION / PERSONNEL

OPPORTUNITIES AND RISKS

FINANCIAL PLANNING

ENCLOSURES

Brief summary of the following chapter

Customer benefits of the product

Qualifications of company founderMarket environment, competitors and target groupsPlanned marketing and sales activities

Personnel policies and style of leadership Evaluation of product and danger potential Investment costs and profit prospects

Resumes, patents, contracts

BUSINESS PLAN

All figures in this business plan are confidential! Any reproduction may be made only with the consent of the founder.

Company: Sample Business

Copy: No. 1/3

Date: 01.01.2015

Business plan: 01/2015 - 12/2017 (1st-3rd Business year)

Founder (Team): John SmithEva Example

Your Business Plan Template starts here

CONFIDENTIAL

1. EXECUTIVE SUMMARY

2. PRODUCT / SERVICE2.1 Current situation2.2 Customer benefits 2.3 Product development / schedule2.4 Production / production costs

3. FOUNDER / TEAM OF FOUNDERS

3.1 Founding member A3.2 Founding member B

4. MARKET OVERVIEW4.1 Target group4.2 Site4.3 Competitors4.3 Market potential

5. MARKETING & SALES 5.1 Marketing strategy

5.2 Price design5.3 Advertising / customer

acquisition5.4 First paragraph / sales

6. CORPORATE ORGANIZATION / PERSONNEL6.1 Legal form6.2 Organizational form6.3 Personnel structure /

key positions6.4 Operating facilities6.5 Company profile6.6 Corporate objectives

7. OPPORTUNITIES AND RISKS

TABLE OF CONTENTOverview

Differ from this standard structure of a business plan in only exceptional cases. A deviation from the typical structure can be quickly classified by experts as unprofessional.TI

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8. FINANCIAL PLANNING

8.1 Standard of living8.2 Business equipment8.3 Investments8.4 Wage costs8.5 Funding8.6 Capital requirements8.7 Financing8.8 Estimated cost8.9 Revenue preview8.10 Revenue preview8.11 Income planning (P&L)8.12 Liquidity forecast

9. ENCLOSURES9.1 CVs9.2 Shareholders agreement (Draft)

9.3 Lease agreement (Draft)9.4 Cooperation agreements (Draft)

9.5 Leases (Draft)9.6 Appraisal report9.7 Rights / patents9.8 Press reports9.9 Brochuresetc.

TABLE OF CONTENT

The noted points next to this text are optional and not part of this business plan template. If required, you can separately elaborate on them and attach them to the business plan.TI

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OVERVIEW

OVERVIEWProject dates

FOUNDER: John Smith, Eva Example

FOUNDING PROPOSALS: Short sentence to your business idea

BUSINESS LOCATION: Address of Company

LEGAL FORM: Ltd. / LLP / Joint-stock company etc.

COMPANY: Example Ltd.

START OF BUSINESS ACTIVITY: June 12th, 2015

FINANCING: How will the project be financed

FUTURE PROSPECTS: Brief description to the perspective of your business idea.

3 sentences maximum.

1.EXECUTIVE SUMMARY

1. EXECUTIVE SUMMARY

Provide a brief and concise overview of your project or business idea.

Describe the main features and advantages while keeping in mind that these are the first few lines that a potential investor reads.

Try to pique interest and curiosity in the first few sentences.

Your business model overview – page 1/2

SUMMARIZE……at this point the most important facts of each individual division. Make sure that you limit the executive summary to a maximum of 2 pages.

Make sure that you have made clear statements on the following points in your executive summary.

1. EXECUTIVE SUMMARYYour business model overview – page 2/2

What is your business idea? What is special about it? What experience and skills qualify you

for this start-up project?

What is your target group? How will you provide your offer to your

customers? What is the total capital requirement for

your project?

What sales volume do you expect in the coming years? How many employees do you want to

have after three years? What objectives have you set for

yourself? What potential risks could your

project be exposed to?

When do you want to start your project?

2. PRODUCT / SERVICE

2. PRODUCT / SERVICE2.1 Current situationDescribe the problem or deficit at this point that you intend to resolve with your business idea.

Ideally, you can illustrate to the reader the problems with the help of an expressive graphic.

Consider the fact that professionals who deal with business plans on a daily basis have very limited time to try and grasp the relevant facts and circumstances.

Therefore you should seriously consider summarizing the main facts in a short and concise manner.

PLACEHOLDER TEXT

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TEXT

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TOPIC

2. PRODUCT / SERVICE2.2 Customer benefit (the business idea)Give a brief and concise overview of your project. Elaborate on the problem previously described in “current situation” by presenting your business idea as a “problem solver”. Describe the main points, features and advantages while keeping in mind that these are the first few lines that will determine whether a potential investor will continue reading. Try to pique interest and curiosity in the first few sentences.

Fundamental questions:

What product /

service do you want to

sell or manufacture?

What is unique about your offer?

How is your solution

superior to the

competitors?(If a similar product or a

similar service is already

established in the market)

2. PRODUCT / SERVICE2.3 Product development / schedule 1/2

In this paragraph, briefly describe the development of your project, how it originated, how the idea developed, and what steps have been taken towards implementation.Create a schedule for the next steps in the project implementation. List the main focal points and anticipate delays by calculating the buffer time. All steps must be understandable to a neutral reader.

DEVELOPMENT PROCESSES PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6

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1 Step

TODAY Market introductioncolor description Placeholder for color description

Other important questions could be:

Start of production / service? Development of product / service? What requirements must be met to

start? When can the product be marketed? What legal formalities (such as licenses,

permits) are required?

What development steps are still neededfor your product?

When can a pilot run be launched?

Who will perform the test procedure? When will the possible patenting process

be completed? What technical approvals are needed? Which patent or utility model rights do

you own, or have applied for?

How could the technological capabilities develop in the ideal case?

2. PRODUCT / SERVICE2.3 Product development / schedule 2/2

2. PRODUCT / SERVICE2.4 Production / production costs

Briefly describe the manufacturing process of your product and give a rough overview of the estimated cost. Provide prospects on the planned amount and the production time. Describe the factors of production and their quality at

the site. These include raw materials, labor and capital.

Describe the production facility and the technical implementation of the product idea. Avoid extravagant discourses into great technical details.

What are the essential steps of the production process? The technical feasibility of the implementation of the product idea must be clear to an outsider.

Show under consideration of the planned sales figures, which production capacity the planned technical facilities have and which possibilities for an expansion they provide.

3.FOUNDER /FOUNDING TEAM

3. FOUNDER / FOUNDING TEAM3.1 Founding member AMention the most important and compelling points from the founder’s resume. Important questions are:

What qualifications / work experience and certifications do you have? Distinguish between your professional qualifications (education, work experience, etc.) and your entrepreneurial skills. (leadership experience, communication skills, business knowledge) What industry experience do you have? What are your predominant strengths? What are your weaknesses? How are they compensated? What qualifications enable you to lead a company?

A good photo is surely no reason to give a good rating to your business idea and the related business plan. However a bad photo could contribute to the result of your business idea not being taken as seriously as you might have wished.TI

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3. FOUNDER / FOUNDING TEAM3.2 Founding member BENGINEER ERIN CROW born in 1968 in Hamburg 1988 - 1992

majored in electrical engineering with a minor in software development, Technical University of Berlin

1994 - 1998 Software Developer at Daimler-Chrysler AG

1998 - 2004 Software developer at Soft Center GmbH

2000 - 2005 additional qualification through distance education in business administration from the University of Hagen

2005 - 2011 Director of Software Development AESIS AG

Specialization. PHP, Visual Basic / NET, Java, Perl, C + +

4. MARKET OVERVIEW

4. MARKET OVERVIEW4.1 Target group Who are your customers? Where are your customers? How are the different customer

segments put together (such as age, gender, income, occupation, shopping habits, consumers or business customers)?

Do you already have customer references? If so, who?

Potential short-and long-term revenue associated with it?

Are you dependent on a few major customers?

What are the needs / problems of your customers?

Traditional values,

fullfilment of duty, order

Modernization, individualization,

self-realization, pleasure

New orientation,

multiple options,

experimentation,

living in paradoxes

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ESTABLISHEDCONSERVATIVE

S 10 %

BOURGEOIS MIDDLE CLASS

14 %HEDONISTIC

15 %PRECARIOUS

9 %

ADAPTIVE PRAGMATICALLY

H9 %TRADITIONAL

15 %

PERFORMER7 %

LIBERALINTELLECTUAL

7 %

SOZIALÖKOLOGISCH

7 %

EXPEDITIV6 %

4. MARKET OVERVIEW4.2 LocationThe choice of location must be specified in the business plan. It is not enough to only state an address, but a description of the criteria that influenced your decision for the site must also be given.

The main criteria for your location can be similar to the following: Number / location and size

of the premises

Reachability and visibility Connectivity Proximity to other

locations or to the target customer group

Technical Infrastructure

Presence of spatial conditions (e.g. sanitary facilities, storage facilities)

Ability to carry out “loud” activities

Comply with regulatory requirements

Etc.

4. MARKET OVERVIEW4.3 Competitor (competitor analysis) 1/2 Are there any other

developments in your field?

Who are your competitors?

How much does the competitor charge for the products?

What are the main strengths and weaknesses of your competitors?

What are the weaknesses of your company compared to your main competitors?

How can you overcome these weaknesses? Legend: ↑ very high; ↗ high; ↔ moderate; ↙ low; ↓

very low

COMPETITOR A

COMPETITOR B

COMPETITOR C

COMPETITOR D

YOUR BUSINESS

Price ↙ ↑ → ↓ ↗

Quality ↗ → ↑ ↔ ↓Regionalmarket share ← ↙ ↙ ↓ ↓Trans-regionalmarket share ↗ → → ↙ ↓Regionalrecognition ↔ ↓ ↓ ↓ →Trans-regional recognition ↙ ↑ ↗ → ↗

Product line → ↓ ↔ ↗ ↓

Marketing ↑ ↙ → ↓ ↗

Innovation ↔ → ↙ ↑ ↔Size of business → ↑ ↓ ↙ →On the market since 2001 1999 2009 2011

No. Criteria(Observation Range)

Comments to the Strength and Weaknesses of examined units

Comparison to Competitor

worse same better1 2 3 4 5 6 7 8 9

1 Relative market share …

2 Investment intensity …

3 Value creation …

4 Quality …

5 Cost structure/ cost advantage …

6 Professional competence …

7 Marketing Know-how …

8 Financial potency …

9 Location and other advantages …

10 Efficiency of management …

Overall Evaluation …

4. MARKET OVERVIEW4.3 Competitor (competitor analysis) 2/2

4. MARKET OVERVIEW4.4 Market potential

Give the reader a general overview of the market potential of your business idea. Enter information about possible market segments, the market capacity and its growth opportunities. How many items you plan to sell.Support your data if possible to substantiate the statistics or surveys on your expectations and make them more feasible.

6,0 MM.

4,7 MM.

30%

2,4 MM.

MARKET CAPACITY

MARKET VOLUME

TARGETED MARKET SHARE

MARKET POTENTIAL

5.MARKETING & SALES

5. MARKETING & SALES5.1 Marketing strategyA marketing strategy is a behavioral plan to achieve corporate and marketing objectives.

In the context of marketing planning, it is important to create the correct marketing mix next to the market segmentation.

This means the implementation of an overall marketing strategy by explaining the ways in which you want to enter the previously selected markets.

Give an explanation of the promotional activities selected in order to communicate your product or service to the target group.

MARKETING

CHANNELS

SEM

SEO

SMM

PRINTRADIO

TV

MAILINGS

AFFILIATE

NEWS-

LETTER

5. MARKETING & SALES5.1 Marketing strategy

Product Price Promotion PlaceMain usage Conditions Advertisement

Side usage Rebate Sales

Additional usage Discount Sponsoring

Brand Leasing Sales promotion

Content Event

Quality PPR

Packaging

Strategic distribution/ sales

Physicaldistribution/logistics

Location

4Ps

Demonstrate the price level you aspire for your products, how the price level is classified compared to competitive products and which discount systems you would apply it to. Also address the cost and the relationship between quantities and prices. Describe the expected market reaction in terms of your pricing policy.

Explain what pricing strategy you wish to follow (eg. high price, low price, threshold price strategy). Make sure that the price in each case covers your costs and keeps you in competition (market price). Also mention the prices of your competitors. Explain the minimum cost of your service/ product. How is your price determined?

5. MARKETING & SALES5.2 Price Design

PRICING

15% 10

%

25%

50%

PROFIT MATERIAL WORKING HOURSMARKETING

PRODUCT A PRODUCT B PRODUCT C PRODUCT D

YOUR COMPANY $199.00 $129.00 $99.00 $29.00

COMPETITOR 1 $399.00 $152.00 $84.00 $55.00

COMPETITOR 2 $350.00 $207.00 $112.00 $109.00

COMPETITOR 3 $299.00 $129.00 $129.00 $42.00

COMPETITOR 4 $569.00 $199.00 $119.00 $28.00

COMPETITOR 5 $420.00 $177.00 $129.00 $33.00

5. MARKETING & SALES5.2 Price Design (compared with competitive price)

Lowest price Most expensive offer

Measuring and monitoring your online activity is the key to maximizing Return on Investment

Substantiate your marketing strategy from section 5.1. Show examples of your advertisement and explain how this should affect the customer.

This will show the reader that you have also considered this. It will strengthen the investors' confidence in your idea and its implementation.

Now that you caught the customer’s attention with your advertisement, explain further how you plan to turn the interested, potential customers into paying customers.

5. MARKETING & SALES5.3 Advertising / customer acquisition

BAN

NER

EXA

MPL

E:

EXAMPLE

What sales variables do you wish to control in any given period of time?

What are the target areas you wish to address? Which sales model do you pursue?For example:

Which distributor will you use? What are the costs resulting from the sales?

Direct Sales Indirect sales 2 or more level

Indirect sales 1 level

Direct and indirect

sales combined

The exclusive online

sales and many other variations

Traditional sale +

Online sales

5. MARKETING & SALES5.4 Sales

6.CORPORATE ORGANIZATION / PERSONNEL

6. CORPORATE ORGANIZATION / PERSONNEL6.1 Form of organizationPoint out your company‘s form of organization (e.g. LLC, Ltd. …) and the reason for your decision.

The choice of the legal entity is often based on the constitution of the management level.

How many people should be allowed to take influence on the corporate governance?

Sole trader /Sole proprietorship

General partnership

Limited partnership

Private limited company (UK) / Limited liability company (US)

Public Limited Company (UK) / Corporation /Incorporation (US)

GENERALCHARACTER

Make business on your own

Make business together with another person, unlimited liability

Offer services rather than physical products, limited liability

Any purpose,limited liability

Any purpose,limited liability

COMPANYSole trader /Sole proprietorship

General partnership Limited partnership

Ltd. / LLC

PLC / Corp. / Inc.

NO. OF FOUNDERS 1 person min. 2 partners min. 2 partners min. 1 person

PLC: min. 2Inc.: depending on founding state

MINIMUM CAPITAL - - - -

PLC: £50,000Inc.: depending on founding state

6. CORPORATE ORGANIZATION / PERSONNEL6.5 Company profile

MANAGEMENT

MANAGEMENT ASSISTANCE

MARKETING

EMP

EMP

EMP

EMP

EMP

SALES

EMP

EMP

EMP

DEVELOPMENT

EMP

EMP

EMP

EMP

PRODUCTION

EMP

EMP

EMP

EMP

EMP

FINANCE

EMP

EMP

ADMINISTR.

EMP

EMP

Example: One-line system

Explain in the text box which organization you wish to implement in your company and explain your reasons. In the opposite organization, you have the possibility to visualize your description. Possible forms of organizations are: One-line system Multi-line system Staff line organization Matrix organization Functional organization Network organization etc.

Research the different forms of organization. In addition to the strictly structured, linear organization, there are also project-related organizations where the responsibility lies with the respective project managers.TI

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EMP : Employee

Planned personnel development3 year preview

Marketing 1 2 3

Sales 2 3 4

Develpment 1 2 2

Production 3 5 7

Administration 1 1 1

Finance 1 2 3

Total 9 15 20

DEPARTMENT YEAR 2 YEAR 3YEAR 1

6. CORPORATE ORGANIZATION / PERSONNEL6.3 Personnel structure / key positionsAt this point you can state the required qualifications of your staff, particularly the employees of the key positions that need to be filled.

If you intend to employ (highly) qualified people, you should also make statements about planned trainings and retention strategies. After an employee leaves a so-called key position in your company it is usually difficult to replace him.

This can lead to turbulence and even lead to failure of the entire project.

Research the various employment opportunities, e.g. part time work or temporary employment contracts. Think of your staff and employment policies from the start and always plan at least three years in advance.TI

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6. CORPORATE ORGANIZATION / PERSONNEL6.4 Operating plant / siteThis section analyses the infrastructure of the business location in more detail. Describe the location of the site, its geographic and infrastructural position.

Describe the general infrastructure requirements at the site and point out the advantages. Mention also planned improvements. Focus mainly on the location factors with the highest priority for your projects.

Finally, evaluate the selected location. Justify your choice of location in a way that is clearly understood by the reader.

WE AREHERE

Main St

Alamanda Rd.

Golden Rd.

Reed Ave

City Ring

6. CORPORATE ORGANIZATION / PERSONNEL6.5 Company profileHere you have the opportunity to talk about the meaning or purpose of your company. Explain your company's philosophy as well as other aspects of your planned business. Key points of the statement may be:

In which discipline do you wish to

excel?

What does your business stand for?

Which corporate culture do

you wish to maintain

internally and externally?

Which are your main objectives?

What should your

company represent?

What are the specific

revenue, profit and

growth goals?

What do you want to

achieve with the business foundation?

What measures must be

implemented?

What requirements must be

met to achieve the objectives?

Where do you want to be in one, three and five years'

time?

6. CORPORATE ORGANIZATION / PERSONNEL6.6 Corporate objectivesIs important to be realistic when expressing your business goals. Potential investors appreciate greatly some restraint because the goals indicate your market knowledge and demonstrate a sense of practicality in your plans. On the other hand, you should not articulate them too gently because it could be assumed that you lack passion for your project. In the description of several corporate objectives and the upper and lower targets, it’s important to respect the principle of the target balance. This means they should support and not interfere or even contradict each other.

7.OPPORTUNITIES & RISKS

7. OPPORTUNITIES AND RISKSWhich opportunities is your business model exposed to?

BEST CASE

What are the three biggest opportunities that may positively influence the further development of your business?

WORST CASE

What are the three most important issuesthat could hinder the positive development of your business

How will you address the risks / problems?

To show that you are realistic about your plan, describe at this point the risks and opportunities you could encounter. How will you react to possible market changes and fluctuations? How could positive and negative events affect your business? Anyone who proves that he considers the potential risks demonstrates to his business partners that he intends to establish a business in a responsible manner.

Many banks and investors can live with risks if they have the impression that the founder will take responsibility for and be conscious of them. Make sure to consider worst-case and best-case scenarios. Explain your assumptions with researched verifiable facts and figures.TI

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8.FINANCIAL PLANNING

8. FINANCIAL PLANNING8.1 Cost of livingShow the reader that you have included the aspect of your own living expenses in your calculation.

Demonstrate how you plan to cover your costs including any additional means of income. Calculate up to at least six months.

Also consider the question of how high your savings should be for unforeseen events (illness, accident) needs to be

Rent and utility costs $xx.xx

Insurances $xx.xx

Car expenses incl. fuel $xx.xx

Food $xx.xx

Household goods $xx.xx

Clothing $xx.xx

Reserve for unforeseen $xx.xx

Others, such as vacations, furniture, etc. $xx.xx

... $xx.xx

Cost of living / month $0,00

PRIVATE COSTS $ / MON.

The tables in this part of the presentation are Excel based and contain formulas for automatic calculation. Double-click on tables to switch into edit mode.TI

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8. FINANCIAL PLANNING8.2 Business equipmentAside from the cost of living, the costs of setting up the business premises are also important to calculate. Determine the fleet of vehicles, machinery and all other things necessary for the operation of the business.

This may be one-time investments as well as ongoing costs such as rent, telecommunications fees or leasing costs. Parts of it are incorporated into the investment plan.

Office equipment for staff xx $xx.xx $xx.xx

Establishment of shops, hotels, pubs $xx.xx $xx.xx

Company car $xx.xx $xx.xx

Facilities and machinery $xx.xx $xx.xx

Hard- und Software $xx.xx $xx.xx

Telecommunication $xx.xx $xx.xx

Entrepot $xx.xx $xx.xx

Lease $xx.xx $xx.xx

... $xx.xx $xx.xxCosts for office equipmentOnce / monthly

$0,00 $0,00

OFFICE EQUIPMENT ONCE $ MONTH $

8. FINANCIAL PLANNING8.3 Investment Planning

Investment planning usually only represents posts with nonrecurring costs!TIP

Long-term investments

Building / property $xx.xx $xx.xx $xx.xxRenovations / alterations $xx.xx $xx.xx $xx.xxComputers and software $xx.xx $xx.xx $xx.xxTools and equipment $xx.xx $xx.xx $xx.xxOffice furniture and business equipment $xx.xx $xx.xx $xx.xxVehicles $xx.xx $xx.xx $xx.xxCompound items (cost <150 $) $xx.xx $xx.xx $xx.xxPool (≥ 150 costs $ & <1.000 $) $xx.xx $xx.xx $xx.xxSum $0,00 $0,00 $0,00

Short-term investments

Initial procurement / material storage $xx.xx $xx.xx $xx.xxPurchase $xx.xx $xx.xx $xx.xxSum $0,00 $0,00 $0,00

Total investment $0,00 $0,00 $0,00

FISCAL YEAR 2 FISCAL YEAR 3FISCAL YEAR 1

8. FINANCIAL PLANNING8.4 Wage costsList the staff that should be hired along with the accompanied costs. Calculate the projected gross wages and incidental wage costs. It would be better to put wages higher than lower because every investor perceives saving costs more optimistically than increasing costs.

The labor costs (wage costs, personnel costs) include all of the employer’s work-incurred expenses in connection with the employment of staff.

Name, first name A $xx.xx $xx.xx $xx.xx

Name, first name B $xx.xx $xx.xx $xx.xx

Name, first name C $xx.xx $xx.xx $xx.xx

Name, first name D $xx.xx $xx.xx $xx.xx

Name, first name E $xx.xx $xx.xx $xx.xx

Name, first name F $xx.xx $xx.xx $xx.xx

Name, first name G $xx.xx $xx.xx $xx.xx

Name, first name H $xx.xx $xx.xx $xx.xx

Name, first name I $xx.xx $xx.xx $xx.xx

Total labor costs $0,00 $0,00 $0,00

EMPLOYEE INCIDENTAL WAGE COSTSTOTAL LABOR COSTSGROSS WAGES

Labor costs consist of:- The direct personnel costs (= direct labor costs) and- The indirect personnel costs (=incidental wage costs or associated employer outlay).TI

P

8. FINANCIAL PLANNING8.5 FundingUsually governments hold a large number of grants available for founders .

Research funding opportunities early. Depending on the industry in which you want to be active, the federal government and the states provide different programs and various possibilities for financial support.

Explain which funding opportunities exist for your business idea and to which conditions the funds are linked. Provide information about your chances of obtaining such support. Ideally you are either in an ongoing application process or you already have funds promised on which you can report. Quantify the amount of the subvention and loan period.

8. FINANCIAL PLANNING8.6 Capital Requirements 1/2

Long-term investments

Building / property $xx.xx $xx.xx $xx.xxRenovations / alterations $xx.xx $xx.xx $xx.xxComputers and software $xx.xx $xx.xx $xx.xxTools and equipment $xx.xx $xx.xx $xx.xxOffice furniture and business equipment $xx.xx $xx.xx $xx.xxVehicles $xx.xx $xx.xx $xx.xxCompound items (cost <150 $) $xx.xx $xx.xx $xx.xxPool (≥ 150 costs $ & <1.000 $) $xx.xx $xx.xx $xx.xxSum $0,00 $0,00 $0,00

Short-term investments

Initial procurement / material storage $xx.xx $xx.xx $xx.xxPurchase $xx.xx $xx.xx $xx.xxSum $0,00 $0,00 $0,00

Sum of capital requirements 1/2 $0,00 $0,00 $0,00

FISCAL YEAR 2 FISCAL YEAR 3 FISCAL YEAR 1

Sum capital requirements 1/2 $xx.xx $xx.xx $xx.xx3. Resources

Personnel costs $xx.xx $xx.xx $xx.xxOther costs $xx.xx $xx.xx $xx.xxRent / Lease $xx.xx $xx.xx $xx.xxInterest / amortization $xx.xx $xx.xx $xx.xxTotal $0,00 $0,00 $0,00

4. Start-up costs

Registration / Authorization $xx.xx $xx.xx $xx.xxRegistration of company $xx.xx $xx.xx $xx.xxNotary $xx.xx $xx.xx $xx.xxConsultations $xx.xx $xx.xx $xx.xxTotal $0,00 $0,00 $0,00

5. Private collection

personal drawings $xx.xx $xx.xx $xx.xxTotal $0,00 $0,00 $0,00

Total capital requirements $0,00 $0,00 $0,00

FISCAL YEAR 2 FISCAL YEAR 3FISCAL YEAR 1

8. FINANCIAL PLANNING8.6 Capital Requirements 2/2

COPY FIGURES FROM LAST SLIDE

8. FINANCIAL PLANNING8.7 Financing

YEAR 2Q1-Q4

YEAR 3Q1-Q4

YEAR 1Q1-Q4

Total required financing $25.000,00 $xx.xx $xx.xx

1. Equity capital (interest free)

Assets $2.500,00 $xx.xx $xx.xxPersonal contribution $5.000,00 $xx.xx $xx.xxPrivate loans $1.000,00 $xx.xx $xx.xxCorporate profits from previous year $500,00 $xx.xx $xx.xxTotal $9.000,00 $0,00 $0,00

2. Borrowed funds (interest-based)

Bank loans $10.000,00 $xx.xx $xx.xxDevelopment loans $2.500,00 $xx.xx $xx.xxTotal $12.500,00 $0,00 $0,00

3. Revenue from operating income

Revenue from operating income $2.000,00 $xx.xx $xx.xx

. /. Under cover + coverage -$1.500,00 #WERT! #WERT!

The cells of this table provide conditional formatting. Negative values are highlighted in red.TIP

COPY FIGURES FROM LAST SLIDE

8. FINANCIAL PLANNING8.8 Cost preview

FISCAL YEAR 1

OPERATING EXPENSES - FISCAL YEAR 1 Q1 Q2 Q3 Q4

Rent / lease plus utility costs $xx.xx $xx.xx $xx.xx $xx.xxCurrent vehicle costs $xx.xx $xx.xx $xx.xx $xx.xxAdvertising costs $xx.xx $xx.xx $xx.xx $xx.xxTravel costs and expenses $xx.xx $xx.xx $xx.xx $xx.xxCommunication costs $xx.xx $xx.xx $xx.xx $xx.xxInsurance / contributions / fees $xx.xx $xx.xx $xx.xx $xx.xxConsulting fees / Accounting $xx.xx $xx.xx $xx.xx $xx.xxRepairs and maintenance $xx.xx $xx.xx $xx.xx $xx.xxLease / license fees $xx.xx $xx.xx $xx.xx $xx.xxStart-up costs / training $xx.xx $xx.xx $xx.xx $xx.xxInterest $xx.xx $xx.xx $xx.xx $xx.xxAmortization $xx.xx $xx.xx $xx.xx $xx.xxInvestments $xx.xx $xx.xx $xx.xx $xx.xxPersonnel costs $xx.xx $xx.xx $xx.xx $xx.xxOther expenses $xx.xx $xx.xx $xx.xx $xx.xxTotal cost - Fiscal year 1 $0,00 $0,00 $0,00 $0,00


FISCAL YEAR 2




FISCAL YEAR 3



8. FINANCIAL PLANNING8.9 Revenue Preview

FISCAL YEAR 1

20,00% 20,00% 20,00% 20,00%

Product / Service A $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00Product / Service B $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00Product / Service C $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00Product / Service D $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00… $xx.xx xxxx $xx.xx $xx.xx $xx.xx $xx.xx $0,00Total $10,00 100 $10,00 $10,00 $10,00 $10,00 $50,00

Revenue share per quarter

PRODUCT OR SERVICEREVENUE

P.A.PRICE /UNIT

NUMBER Q1 Q2 Q3 Q4 TOTAL


FISCAL YEAR 2

Previous year $40,00 999

Increase 25% 10% 20,00% 20,00% 20,00% 20,00%


Revenue share per quarterCopy figures from last slide


P.A.PRICE /UNIT



FISCAL YEAR 3

Previous year $40,00 999

Increase 25% 10% 20,00% 20,00% 20,00% 20,00%


Revenue share per quarterCopy figures from last slide


P.A.PRICE /UNIT


8. FINANCIAL PLANNING8.10 Profitability preview

FIRST FISCAL YEAR YEAR 1 YEAR 2 YEAR 3

Q1 Q2 Q3 Q4 Q1-4 Q1-4 Q1-4

Net sales $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxMaterial consumption $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxGross profit I $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxPersonnel costs $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxGross Profit II $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxOther costs $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxExtended cash flow $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxInterest $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxCash-flow $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxDepreciation $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xx $xx.xxNet profit before taxes $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00

8. FINANCIAL PLANNING8.11 Income Planning (P & L)


USD % USD % USD %

Revenues (gross) $xx.xx xx $xx.xx xx $xx.xx xx

- VAT $xx.xx xx $xx.xx xx $xx.xx xxRevenues (net) $xx.xx xx $xx.xx xx $xx.xx xx

- Other operating income $xx.xx xx $xx.xx xx $xx.xx xxOperating income $xx.xx xx $xx.xx xx $xx.xx xx

- Purchase of goods / material costs $xx.xx xx $xx.xx xx $xx.xx xx - Personnel expenses $xx.xx xx $xx.xx xx $xx.xx xx - Regular depreciation $xx.xx xx $xx.xx xx $xx.xx xx - Interest expense $xx.xx xx $xx.xx xx $xx.xx xx - Other operating expenses $xx.xx xx $xx.xx xx $xx.xx xx

Operating expenses $xx.xx xx $xx.xx xx $xx.xx xxEarnings $xx.xx xx $xx.xx xx $xx.xx xx

- Government grants / allowances $xx.xx xx $xx.xx xx $xx.xx xx - Other gains and income $xx.xx xx $xx.xx xx $xx.xx xx - Other gains and income $xx.xx xx $xx.xx xx $xx.xx xx

Reported results 0,00 € 0,0% $0,00 0,0% $0,00 0,0%

8. FINANCIAL PLANNING8.12 Liquidity preview 1/2

Figures in USD


Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Balance of previous quarter x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

1.1 Turnover x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

1.2 Capital x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

1.3 Debt x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

1.4 Other inflows x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xxTotal liquidity access 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00

2.1 Investments x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.2 Personnel costs x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.3 Purchase of goods x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.4 Continuing expenditure x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

1. Inflows / revenues

2. Payouts

8. FINANCIAL PLANNING8.12 Liquidity preview 2/2

Figures in USD


Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Liquidity access slide 1/2 x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

Payouts 2.1-2.4 x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.5 Interest x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.6 Amortization x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.7 Personal drawings x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

2.8 Other payments x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xxTotal liquidity outflow 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00

3. Balance of liquid p/ quarter x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

4. Cumulative net liquidity x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx x,xxx.xx

9. ENCLOSURES

9. ENCLOSURES9.1 Curriculum vitaeAt the end of your business plan you have the option to attach important documents which you haven’t found an appropriate place elsewhere or did not formally fit into the design of the plan. This can the following documents:

CVs Calculations for

financial planning Partnership

agreements (draft) Rent contract (Draft) Cooperation

Agreements (Draft)

Leases (Draft) Report Rights, Patents Press Reports Brochures etc.