| Action Step # 1 | | | | free coupons inside those same kid-oriented |
| Define Your Company: What will you accomplish | | | | cereal boxes? Where can you locate lists of the |
| for others? | | | | greatest concentrations of children under the age |
| Write down all the specific needs your company | | | | of eight or whatever group constitutes your |
| will satisfy. Potential investors need to know that | | | | market? |
| your business will be meaningful and marketable | | | | In planning your sales activities, you will also need |
| to people who can use your product or service. | | | | to answer questions such as: Is it ethical to |
| So concentrate on the external needs your | | | | contact your colleagues and clients from your |
| company will meet. What will your product or | | | | former job as a door-to-door soap salesperson to |
| service enable people to do better, more cheaply, | | | | tell them about your new business. Will you be the |
| more safely, or more efficiently? Will your | | | | only salesperson in the beginning stages of your |
| restaurant make people's palates delirious with | | | | company? When will you know it's time to hire |
| new taste sensations? Will your new mouse trap | | | | more sales staff? How do you convince your |
| help people capture mice without feeling sick to | | | | clients that your sales staff will take care of them |
| their stomachs? Will your new bubble gum | | | | as well as you did? What will your basic sales |
| scented bubble bath revolutionize the way children | | | | philosophy be - building long-term relationships with |
| agree to take nightly baths? | | | | a few major clients or developing a clientele of |
| Think of all the positive benefits your company | | | | many short-term customers? |
| will provide. Write them down. Admire them. | | | | You will also need to consider how you will |
| Absorb them into your consciousness. Believe in | | | | compensate your sales staff - with a base salary |
| them. These are the primary motivators that | | | | plus a commission? Will you hire full time staff |
| readers of your business plan will respect and | | | | with full benefits, or part time staff without |
| value. | | | | benefits. How will you motivate your staff to do |
| Action Step # 2 | | | | the best sales job possible? |
| Identify Your Company's Initial Needs: What will | | | | Knowledge of your competitive advantage is just |
| you require to get started? | | | | as important in designing a dynamic sales effort |
| Whether you want to buy an existing company | | | | as it is in developing an effective marketing |
| with 300 employees or you can start your | | | | campaign. You'll need to think about what product |
| business by only adding an extra phone line to | | | | or service qualities will be the most compelling to |
| your home office desk, you need to make a list | | | | your prospective customers. Then you'll have to |
| of the materials you'll need. Some may be | | | | devise convincing language that clearly |
| tangible, such as five hundred file folders and a | | | | communicates this competitive advantage to your |
| large cabinet in which to store them all. Other | | | | sales staff who will in turn use it when talking to |
| requirements may be intangible, such as time to | | | | your customers. In my experience, the most |
| create a product design or to do market research | | | | important element of an effective sales effort is |
| on potential customers. You may need to hire an | | | | having a sales staff that thoroughly understands |
| assistant to develop a retrievable filing system for | | | | your business and the needs or your potential |
| the five hundred folders, or hire a consultant to | | | | customers. Therefore, your sales plan must |
| set up a computer system that's beyond your | | | | address the issue of how you will create a sales |
| technical skills. | | | | staff that is as knowledgeable about your |
| If you're going to build a better mousetrap, you | | | | business as it is about your potential customers. |
| may have constructed a prototype out of used | | | | Action Step # 7 |
| toothpaste tubes and bent paperclips at home, | | | | Design Your Company: How will you hire and |
| but you'll need a sturdier, more attractive model | | | | organize your workforce? |
| to show potential investors. What exactly will your | | | | By the time you've reached this stage of thinking |
| mousetrap look like? What materials will you | | | | about your potential business concept, you'll |
| need? Do you require money for research and | | | | probably have a good idea of the number of |
| development to improve on your original | | | | people you'll need and the skills they'll require to |
| toothpaste tube and paper clip construction? Do | | | | get your enterprise up and running. Keep in mind |
| you need to hire an engineer to draw up accurate | | | | that your initial plans will undoubtedly change as |
| manufacturing designs? Should you patent your | | | | your business grows. You may need to hire more |
| invention? Will you need to investigate federal | | | | managers to supervise your expanding staff or to |
| safety standards for mousetraps? | | | | set up new departments to meet new customer |
| Next, do your homework. Call a real estate | | | | demands. Projected growth and expansion for |
| broker and look at actual retail spaces in the | | | | your company should be mentioned in your |
| neighborhood where you'd like to open your | | | | business plan, but it's not the primary focus. For |
| restaurant. Make a chart of the most expensive | | | | now you want to secure help in getting started |
| and least expensive sites by location and square | | | | and convince your funding sources that you will |
| footage. Then estimate how much space you | | | | become profitable. |
| require and how much money you'll need to allow | | | | Investors will want to know if you're capable of |
| for rent. | | | | running the business. Do you need to bring in |
| Make a list of all the tangible and intangible | | | | experienced managers right away? Will you keep |
| resources you need to get your business going. | | | | some of the existing employees or hire all new |
| The total estimated price of all of these items will | | | | people? And where do you find these potential |
| become your start-up cost whether you're buying | | | | employees? |
| highly sophisticated computers or simply installing a | | | | Funding sources will also want to know if any of |
| new telephone line on your desk. If there's any | | | | your partners expect to work along side of you |
| item in your estimates that seems unreasonably | | | | or if their obligations are only financial. |
| high, research other alternatives. But keep in mind | | | | Your plan will need to specify the key |
| that it's better to include every element you truly | | | | management jobs and roles. Positions such as |
| need along with a reasonable estimate of the cost | | | | president, vice presidents, chief financial officer, |
| of each item, so you don't run out of money or | | | | and managers of departments will need to be |
| default on your loans. Be honest and conservative | | | | defined along with stating who reports to whom. |
| in your estimates, but also be optimistic. | | | | You may hope to run your company as one big |
| Action Step # 3 | | | | happy family - and it may work out that way - |
| Choose A Winning Strategy: How will you | | | | but organizations require formal structure and |
| distinguish your product or service from others? | | | | investors will expect to see these issues |
| Although there are millions of types of businesses, | | | | addressed in your plan. |
| there are actually only a few basic strategies that | | | | And as soon as you have employees, you need |
| can be applied to make any enterprise successful. | | | | to consider how you will handle their salaries and |
| The first step in selecting an effective strategy is | | | | wages, their insurance and retirement benefits, as |
| to identify a competitive advantage for your | | | | well as analyzing the extent of your knowledge of |
| product or service. How will you establish that | | | | tax related issues. As you think about hiring |
| your product or service is better, cheaper, more | | | | personnel and organizing your workforce, you |
| delicious, or more convenient? How can you make | | | | must also confront your desire and ability to be a |
| your company more noticeable than your | | | | good boss. If you haven't contemplated this |
| competitors? What restraints in your business or | | | | aspect of your commitment to owning your own |
| its industry might determine which strategy you | | | | business, now is the time to give it serious |
| choose? | | | | consideration. |
| Your competitive advantage may include designing | | | | Action Step # 8 |
| special features not found in rival products. It may | | | | Target Your Funding Sources: Where will you find |
| entail superior service characteristics such as | | | | your financing? |
| speedier delivery, a lower price, or more attentive | | | | As your business concept begins to take shape, |
| sales people. Perhaps you're establishing an image | | | | you can begin to home in on the most likely |
| or brand of exceptional quality or reputation. Does | | | | financing sources. Issues such as the size of your |
| your product or service bestow a certain status | | | | business, the industry it is in, whether you are |
| on its users? Does it create more profits or other | | | | starting a new business or buying an existing one, |
| benefits for your customers' own endeavors? | | | | and whether you can provide collateral to a lender |
| Perhaps you want to position your mousetrap for | | | | are among the issues that must be considered in |
| a primarily upscale market because the best | | | | creating a target list of funding sources. Banks |
| design requires titanium and manufacturing costs | | | | and other funding sources don't lend money |
| will be so expensive only rich people will be able to | | | | because people with interesting business ideas are |
| afford your product. But maybe the mousetrap is | | | | nice. They follow specific guidelines, such as the |
| so fantastically effective that wealthy people will | | | | RMA database, which are designed to insure that |
| want hundreds of them around their vast country | | | | they will make money by investing in or lending to |
| homes and polo pony barns. | | | | your business. |
| You must have a reason why your business will | | | | For the vast majority of entrepreneurs, the |
| succeed. This is the competitive advantage your | | | | well-known, high profile means of raising money, |
| product or service will deliver. Once you've | | | | such as through venture capital companies or by |
| established the competitive advantage, you will be | | | | going public, are not viable options. Your own |
| able to select the best strategy to reach your | | | | credit, credit rating, and business history are key |
| goal. | | | | factors in obtaining financing for your venture |
| Action Step # 4 | | | | through Small Business Administration (SBA) |
| Analyze Your Potential Markets: Who will want | | | | guaranteed loans and other bank credit. Your |
| your product or service? | | | | ability to tap into your personal network of |
| To determine your targeted market, write down | | | | friends, family, and professional contacts is crucial |
| the demographics of the people who will use your | | | | to raising money beyond what your own personal |
| product or service. How old are they? What do | | | | funds or credit can provide. In all of these cases, |
| they do for a living? Will mostly women use your | | | | there are important considerations such as the |
| service? Is your product or service attractive to | | | | potential impact on relationships when family and |
| a particular ethnic or economic group of people? | | | | friends become investors. |
| Will only wealthy people be able to afford it? Does | | | | When you have completed this process of |
| your ideal customer live in a certain type of | | | | identifying the likely potential funding sources and |
| neighborhood, such as a suburb with grass lawns, | | | | writing a bankable business plan that addresses |
| in order to use your lawn mower? Answering | | | | their needs and answers their questions (even |
| these questions about the demographics of your | | | | before they ask them!), you will have greatly |
| prime market will help you establish the clear | | | | increased the likelihood of obtaining the financing |
| characteristics of the people you need to reach. | | | | you need. |
| If you're selling soap, you may believe that every | | | | Action Step # 9 |
| dirty body needs your product, but you can't | | | | Explain Your Financial Data: How will you convince |
| start with the entire world as your initial market. | | | | others to invest in your endeavor? |
| Even if you've developed such a ubiquitous item | | | | The accuracy of your financial figures and |
| as soap, you need to identify a smaller, more | | | | projections is absolutely critical in convincing |
| targeted customer group first, such as children | | | | investors, loan sources and partners that your |
| under eight for the bubble gum scented bubble | | | | business concept is worthy of support. The data |
| bath. If your soap only works with pumped well | | | | must also be scrupulously honest and extremely |
| water without fluoride, you must acknowledge | | | | clear. Since banks and many other funding |
| that your intended market has geographical limits | | | | sources will compare your projections to industry |
| as well. | | | | averages in the Risk Management Association |
| Establishing the size of your potential market is | | | | (RMA) data, I've stressed throughout my book |
| important, too. This will be easier once you've | | | | how you can use the RMA figures to test your |
| completed the demographic analysis. Then you'll | | | | projections before the bank does. Your numbers |
| be able to research the numbers: How many car | | | | will be more credible if they compare reasonably |
| mechanics, house painters or bathroom | | | | to the industry averages. |
| contractors are there in any given community? | | | | The actual number crunching portion of your |
| How many children in the United States are | | | | business plan is the place to discuss how and why |
| currently under the age of eight? How much soap | | | | you need certain equipment, time or talent, how |
| will they use in a month or a year? How many | | | | much these items will cost, when you expect to |
| other soap manufacturers already have a share | | | | turn a profit, and how much return and other |
| of the market? How big are your potential | | | | benefits your investors will receive. |
| competitors? And where do you find the answers | | | | More new businesses fail because they simply run |
| to all of these questions? | | | | out of cash reserves than for any other reason. |
| Identifying your market is one of the great | | | | Investors lose confidence in the entrepreneur and |
| satisfactions of starting your own business. You're | | | | the business and become reluctant to invest |
| thinking about the actual people who will use your | | | | more when projections are not met. Had the |
| product or service and how pleased they will be | | | | projections been less optimistic and the investors |
| buying it as you are selling it. | | | | asked to invest more in the beginning, they |
| Action Step # 5 | | | | probably would have done so. In most cases, |
| Develop a Strong Marketing Campaign: How will | | | | proper planning and more accurate projections |
| you reach your customers and what will you say? | | | | could have avoided this problem completely. |
| Entrepreneurs, especially inventors, often believe | | | | Your business plan should clearly state the amount |
| that their business concept is so spectacular that | | | | of funds you need, how soon you require them, |
| promoting their product or service won't be | | | | and how long before you start repaying investors. |
| necessary. Sort of a "build it and they will come" | | | | You should also explain what type of financing |
| attitude, especially if what you're building is the | | | | you hope to acquire, either equity (such as |
| proverbial better mousetrap. One of the most | | | | through the sale of ownership shares in your |
| common flaws I see in plans is the entrepreneur's | | | | company) or debt (such as loans to the |
| failure to describe exactly how customers will be | | | | company). |
| reached and how products will be presented to | | | | If you're planning to buy an existing business or |
| them. Potential investors, staff, and partners | | | | already own a business you would like to improve |
| won't be convinced that your idea can succeed | | | | or expand, you will also need to provide a detailed |
| until you've established well-researched and | | | | historical financial summary of how well - or poorly |
| effective methods of contacting your customers | | | | - the business has done in the past. This analysis |
| - and the assurance that once you've reached | | | | should also include a comparison of this venture's |
| them, you can convince them to buy your | | | | financial performance compared to the industry |
| product or service. | | | | standards. |
| Marketing describes the way you will position your | | | | Action Step # 10 |
| product or service within your target market and | | | | Present Yourself in the Best Light: What are your |
| how you will let your potential customers know | | | | qualifications for bringing your plan to fruition? |
| about your company. Positioning your company | | | | The talents, experience and enthusiasm you bring |
| means concentrating on the competitive | | | | to your enterprise are unique. They provide some |
| advantages you have identified: will your product | | | | of the most compelling reasons for others to |
| or service distinguish itself by its superior quality, | | | | finance your concept. Keep in mind that investors |
| its revolutionary features or its ability to make | | | | invest in people more than ideas. Even if your |
| your customers happier than they've ever been in | | | | potential business has many competitors or is not |
| their lives? Marketing helps you focus on | | | | on the cutting edge of an industry, the |
| identifying your competitive advantage so you | | | | qualifications and commitment you demonstrate in |
| can position your product or service. It also | | | | your plan can convince others to proffer their |
| establishes the best ways to reach your potential | | | | support. |
| customers and what to say to them. | | | | Your resume will be included in the separate |
| When you have the right marketing campaign in | | | | appendix of exhibits at the end of the plan, so |
| place, you have an operating plan to gain market | | | | this is not the place to list every job you've ever |
| share, generate revenue, and bring your financial | | | | had or the fact that you were an art history |
| projections into reality. | | | | major in college, especially if these experiences |
| Action Step # 6 | | | | have no direct bearing on your ability to start |
| Build A Dynamic Sales Effort: How will you attract | | | | your own business. But it is the place to |
| customers? | | | | emphasize qualifying skills that may not be readily |
| The word "sales" covers all the issues related to | | | | apparent from your resume. |
| making contact with your actual customers once | | | | But don't overlook the impact being some part of |
| you've established how to reach them through | | | | your background that might even seem unrelated |
| your marketing campaign. How will you train your | | | | to your new venture. For example, having been a |
| sales staff to approach potential customers? Will | | | | pilot may demonstrate that you know how to |
| you divide up your sales staff so some become | | | | supervise a crew of people working together to |
| experts in selling your bubble gum scented bubble | | | | make a group experience if not comfortable, at |
| bath to small, independent retail toy stores? Will | | | | least safe. You have undoubtedly handled |
| other salespeople concentrate on developing | | | | dissatisfied or enraged customers. Even that BA |
| relationships with major manufacturers so your | | | | degree in art history may enable you to make |
| product could be sold in tandem through their | | | | your products or store more appealing to the |
| national distribution outlets? Will you have a sales | | | | eye. |
| force expert in buying television slots on Saturday | | | | Your unique qualifications will separate you from all |
| morning cartoon shows or placing ads on the | | | | the other people who have sought venture capital |
| backs of kid-oriented cereal boxes? | | | | for similar ideas. Boasting about these skills is not |
| What advertising and promotional efforts will you | | | | hubris; it indicates that you have a highly honed |
| employ - two for the price of one specials or | | | | business savvy. |