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How to Write a Business Plan

writing a business plan
20 Aug

How to Write a Business Plan

by SMB Suite
in Managed IT, SMB Blog
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Learn the fundamentals of writing a business plan to get your new endeavor off to a great start.

An opportunity has made it obvious that you need to reach out beyond your support circle. Or perhaps that idea you had a few years ago has taken off, and now you and your partners have simply been ‘making it work.’ Now your business needs some direction. A business plan is a crucial part to map out the future for your business, its employees and its investors.

The Basics of a Business Plan

The basics of a business plan are readily available. SBA.gov recommends that a business plan include:

  • An executive summary. This is a brief description of your company, what it does and its history along with where it is going. Some investors only look at this 2-page summary, so include where you’ll be in 3 to 5 years and highlight why or how this a successful venture. Include your mission statement, general information, and highlights of your history and goods or services. Even though this is the first thing your reader will see, make it the last thing that you write, so you can set up everything that they’ll see in the rest of the plan.
  • Your company description. This is likely the easiest part of your business plan. Start if off with your tried-and-true elevator pitch. Who are you and what do you do? You’ve been practicing this since the beginning, don’t overthink it. Follow that up with your value proposition: where do you fit in the marketplace and whom do you serve? Finish the description with your business’ legal structure (are you an LLC or an S-Corp?) so that anyone reading can easily understand your company structure. 
  • Market analysis. You know your industry, your market and your competitors more than anybody. In this section, explain that to your audience, and like a fourth-grade math test: Show Your Work. Describe your industry from its history to its present size and trends because you may be talking to someone without any prior knowledge of these facts. Introduce your target market, its characteristics (including size and growth), and your share. And deftly describe your competitors, barriers you have or foresee in the future, and market pricing. This is the bread and butter of a business plan, and someone with no prior knowledge should be able to read this and get a clear understanding of your present market picture.
  • The Business organization and management overview. This is to solidify your business and its management structure so an outsider can recognize how the business is run. Don’t forget to include spouses or friends that may have an interest in the company.
  • Your services and/or products. Begin with a general overview of what you do and flesh it out over the section. Include any research and development you may have created, and what it looks like today. People often overlook including other vendors or sources that the business relies on when completing this section. Don’t forget this detail. Company-owned patents and intellectual property would be included here as well.
  • The company marketing and sales plans. You’ve already alluded to your position in the marketplace, show what sets your business apart here. How and where will you reach your customers? What is your company sales strategy and who will be doing the selling? Inquiring minds do want to know, especially in your business plan.
  • And finally,
  • Your financial projections. If you’ve been in business for a while, you have plenty of data to support how the next year, the next three years and five years will likely look. Include balance sheets, income and cash flow statements and debt obligations. A new business will include statements of projected income and budgets, cash flow forecasts and balance statements. Likely, if a business plan includes needs for funding for the near future, it will appear in this section. 
  • If your business plan has been created in hopes of finding an investor, outline this need completely here. Include present need, projected future need for funding, and the purposes this funding will achieve — whether it be working capital or equipment purchasing, or even franchise fees. 

Tips for a Great Business Plan

Above all, remember these few key thoughts when creating a business plan.

  • Explain why you are passionate about this business, this industry, and why you are dedicated to this company. If it helps, even explain mistakes of the past and what you’ve learned from your history. If you can show how you care about your business, others will see it. 
  • Adapt your business plan to your audience. Sure, much of the numbers and facts will remain unchanged, but the tone for an angel investor will surely be different than that of your management team. 
  • Spend some time creating a company profile. You are already doing a lot of work creating this business plan. Make it official. Add it to your website. Include the history of your organization, what products or services you offer, your resources, your target market, and what makes you unique. If someone needs you to solve a problem, show off a little and assure them that you are up to the task.

Starting any new endeavor is an exciting adventure — whether you are creating a new business or if you’ve been open for 20 years and are expanding. Whatever the reason that you need a business plan, use these tips to make the most of this important document.

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Steve’s been with SMB Suite since 1998 and has been involved with nearly every aspects of the Company’s business as a strategist, professional services executive, cloud solutions architect, and senior consultant. In his current role, Steve is responsible for SMB Suite’s revenue and oversees the execution of ERP, CRM and BI projects for customers across a broad range of industries. Steve combines his expertise in MS Dynamics GP, CRM and other Microsoft products with a strong foundation in accounting and business to identify gaps and streamline customers’ processes. Prior to co-founding SMB Suite, Steve was previously Corporate Controller for MEHLE Behr and, prior to that, Audit Senior for Ernst & Young. Steve holds a Bachelor of Business Administration degree from the University of Texas at Arlington.

Jeremy is responsible for SMB Suite’s technology vision, strategy and implementation and is the architect of the Company’s Dynamics Cloud Platform. Highly adept in every facet of managed services, ERP systems and e-commerce platforms, Jeremy’s expertise spans the implementation and support of business and financial software solutions, as well as the customization and integration of SMB Suite’s cloud ERP technology stack. He holds numerous Microsoft and industry-related certifications, and was primarily responsible for designing the Company’s progressive business services platform in the early days of the Cloud. Prior to SMB Suite, Jeremy served as the financial analyst, systems administrator, and information systems liaison for a $2 billion financial services corporation.

Monty is responsible for SMB Suite’s day-to-day operation and, most importantly, its customers. As a leader, motivator and mentor, Monty creates loyal high performance teams willing to “walk through walls” to accomplish their goals. Prior to SMB Suite, Monty served as President of The Bradshaw Group (TBG), a global distributor, manufacturer, and repair facility for digital printers. In this role, he was the Company’s ambassador to its most important domestic, European and Latin American customers and TBG achieved a best-in-class Net Promoter Score of 74 for its superb customer satisfaction. Prior to TBG, Monty served as the General Manager of Sam’s Clubs three highest grossing U.S. stores and was named Regional Operator of the Year in 1999. Monty holds a BBA in Marketing from Texas Tech University and is an active member of Business Navigators. He has been active in Vistage International, Executives in Action, the Dallas/Fort Worth Retail Executives Association, as well as, A.P.I.C.S., the leading professional association for supply chain and operations management. Monty also volunteers with Hunger Busters and ManeGait, a therapeutic horsemanship organization.

David is a proven financial and information technology professional with expertise in providing business accounting software and computing solutions. He began his career by starting and managing a successful independent consulting practice for several years. He then launched the local systems consulting unit of Ernst & Young’s Entrepreneurial Services Group, leading the office into the hi-tech consulting arena. After successfully developing the unit for Ernst & Young, David founded NextCorp (which became SMB Suite in 2013) to serve the business software needs of clients throughout the US. David has made SMB Suite one of the best cloud ERP providers in the industry. In addition to being a successful entrepreneur and leader, he is a software and technology specialist, holding certifications in various Microsoft and other technologies.