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Business.govt.nz Business Plan Template

Instructions

Thank you for downloading this business plan template. Please feel free to delete this page after you

have read the instructions below.

1. Detailed guidance on completing the various sections of this business plan template can be

found at the end of this document. You may wish to delete these when you have finished your

business plan, or keep them in for future reference.

2. The structure of this document is a guide only you may wish to delete, or add, sections to

this plan depending on your business type or the intended audience of your business plan.

!. "f you#re finding this plan a bit overwhelming, please try our $uick %tart &usiness Plan tool on&usiness.govt.n', this is an easy way to get started with business planning.

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) T h e % m a l l & u s i n e s s * o m p a n y . + l l r i g h t s r e s e r v e d .

http://www.business.govt.nz/starting-and-stopping/entering-a-business/starting-a-business/quick-start-business-plan-toolhttp://www.business.govt.nz/starting-and-stopping/entering-a-business/starting-a-business/quick-start-business-plan-toolhttp://www.business.govt.nz/starting-and-stopping/entering-a-business/starting-a-business/quick-start-business-plan-tool


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Business plan for{Enter your business name here}

Date 21 -ebruary 2//

0uidance for completing your business plan can be found at the end of this document

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Business profile

STRUCTURE %ole Trader Partnership *ompany

ESTABLISHED 34nter date5

DATE REGISTERED 34nter date registered at *ompanies 6ffice 7 if applicable5

REGISTRATION # 34nter the company number5

*ontact details

CONTACT NAME 34nter your name5

DD 34nter your main phone number5

MOBILE 34nter your mobile phone number5

EMAIL 34nter your email address5

POSTAL ADDRESS 34nter your postal address5

PHSICAL ADDRESS 34nter your physical address5

6nline8%ocial media

!EBSITE 3 address5 GOOGLE" 3 address5

LINED IN 3 address5 BLOG 3 address5

$ACEBOO 3 address5 OUTUBE 3 address5

T!ITTER 3 address5 %IMEO 3 address5

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Contents

1. Executive summary a. Current position

b. Competitive advantagec. Growth plan

2. Business background3. Business strategy

a. acticsb. !trategic impact c. E"commerce and technology d. Core valuese. Credibility and risk reduction

#. $y teama. $anagement structureb. Current teamc. %acant positionsd. &etention and recruitment policies

e. $entors and business support '. !() and critical success *actors

a. !() summary +. $arket research,. $arket analysis

a. $arket opportunity b. $arket structurec. $arket si-e and outlook d. uture marketse. arget market

/. Competitor analysis0. inancial plan

a. !tart"up costsb. unding

c. Break"even dated. rot and loss *orecast e. Cash ow *orecast *. Balance sheet *orecast

14. $arketing strategy a. 5aunch budget b. $arketing budget

11. Business ownership structure 6companies7a. 8irectorsb. )ther shareholders

12. Compliancea. 5egal and regulatory considerationsb. 9nsurance

13. 9 and e:uipment

a. Business premisesb. 9 c. E:uipment

1#. ;elp 6glossary7

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&' E(ecuti)e Su**+r,

Click here for help

Current position

34nter te:t5

Co*petiti)e +-)+nt+.e

34nter te:t5

Gro/t0 pl+n

34nter te:t5

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1' Business 2+c3.roun-

Click here for help

Histor,

34nter te:t5

Go+ls

34nter te:t5

Offerin.

34nter te:t5

Intellectu+l propert,

34nter te:t5

Loc+tions +n- outlets

34nter te:t5

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4' Business str+te.,

Click here for help

T+ctics

34nter te:t5

Str+te.ic i*p+ct

34nter te:t5

E5co**erce +n- tec0nolo.,

34nter te:t5

Core )+lues

34nter te:t5

Cre-i2ilit, +n- ris3 re-uction

34nter te:t5

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6' M, te+*

Click here for help

M+n+.e*ent structure

34nter te:t5

Current te+*

N+*e34nter employee#s name5

Position 34nter te:t5

7u+lific+tions 34nter te:t5

E(pertise 34nter te:t5

Tr+c3 recor- 34nter te:t5











%+c+nt positions

Position #& 8Enter title9

34nter description5

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Position #1 8Enter title9

34nter description5

Position #4 8Enter title9

34nter description5

Retention +n- recruit*ent policies

34nter te:t5

Mentors +n- 2usiness support

34nter te:t5

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:' S!OT +n- critic+l success f+ctors

Click here for help

Stren.t0s I will maximise them by:

34nter te:t5 34nter te:t5

!e+3nesses I will maximise them by:


Opportunities I will maximise them by:


T0re+ts I will maximise them by:


S!OT su**+r,

C0osen str+te.,

34nter te:t5

Critic+l success f+ctors

34nter te:t5

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;' M+r3et rese+rc0

Click here for help

34nter te:t5

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$+ctors influencin. purc0+sin. 0+2its

34nter te:t5

Ho/ t0e 2usiness /ill *eet t0e *+r3et>s re?uire*ents

34nter te:t5

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@' Co*petitor +n+l,sis

Click here for help

Co*petitor & 8Enter n+*e9

Stren.t0s !e+3nesses


Str+te.,

34nter te:t5

Co*petitor 1 8Enter n+*e9

Stren.t0s !e+3nesses


Str+te.,

34nter te:t5

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' $in+nci+l pl+n

Click here for help

St+rt5up costs

34nter te:t5

$un-in.

34nter te:t5

Bre+35e)en -+te 8enter -+te 0ere9

Profit +n- loss forec+st

$irst ,e+r Secon- ,e+r T0ir- ,e+r

Esti*+te- s+les @34nter5 @34nter5 @34nter5

Esti*+te- costs @34nter5 @34nter5 @34nter5

Esti*+te- profitloss @34nter5 @34nter5 @34nter5

C+s0 flo/ forec+st

34nter te:t5

B+l+nce s0eet forec+st

34nter te:t5

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&' M+r3etin. str+te.,

Click here for help

L+unc0 2u-.et

@34nter5

M+r3etin. 2u-.et

@34nter5

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&&' Business o/ners0ip structure

Click here for help

{For companies – delete if necessary}

Directors

34nter te:t5

Ot0er s0+re0ol-ers

34nter te:t5

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&1' Co*pli+nce

Click here for help

Le.+l +n- re.ul+tor, consi-er+tions

{Delete as necessary}

Sole tr+-er

" have carried out the following.

Registered for GST

Registered as an employer

Trade mared my business name and logo

!pplied for re"uired li#en#es and permits

!pplied for veri$#ation %ith the follo%ing standards bodies and regulators

spe#i$# to my industry&

Co*p+n,

" have carried out the following.

Registered %ith the 'ompanies ()#e

Registered %ith *nland Revenue

Registered for GST

Registered as an employer

!pplied for patents or trade mars !pplied for li#en#es and permits

!pplied for veri$#ation %ith the follo%ing standards bodies and regulators

spe#i$# to my industry&

Insur+nce

34nter te:t5

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&4' IT +n- e?uip*ent

Click here for help

Business pre*ises

34nter te:t5

IT

Re?uire*ents

34nter te:t5

Solutions

34nter te:t5

E?uip*ent

Re?uire*ents

34nter te:t5

Solutions

34nter te:t5

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+elp

&usiness plan e:planations and guidance

E(ecuti)e su**+r,

The e:ecutive summary is where you traditionally Asell# your business by getting straight to the point

and promoting the critical information you need to get across to your audience. You#ll touch on many

of the key issues later on, so don#t go into great detail 7 Bust give the reader an idea of the potential of

your business and a taste of what#s to come.

Cather than start with the e:ecutive summary, it#s best practice to complete the rest of your business

plan in detail before tackling the e:ecutive summary with all the details and important points in place.

hen you do, make sure you write no more than a few paragraphs and use nontechnical language.

4:ecutive summaries are the most controversial element of the modern business plan. Eanybusinesspeople place great faith in them because if the reader of the business plan 0such as a

potential investor is pushed for time, the e:ecutive summary can communicate all the vital information

to them Fuickly.

Gowever, others criticise the e:ecutive summary because they think it oversimplifies comple: ideas,

so they avoid including it in their business plans at all. Think about your idea and your audience when

weighing up whether to use an e:ecutive summary in your business plan. "f your readers will be

e:perts or specialists in your field or industry, they may skip the e:ecutive summary to check out the

finer details of your plan.

Current position

6utline the current position of your business where is your business in the business life cycle

0introductory phase, growth phase, mature, decliningH

4:plain what industry you operate in and where it sits in the business life cycle 0emerging industry,

growth industry, mature industry, declining industry. "f you haven#t started yet, outline what you are

doing at present and how it is relevant to your business.

Competitive advantage

*omplete the competitor analysis section of your business plan before answering this section by

listing and detailing your core competitive advantages that give you a leg up on your competition.

+ competitive advantage can be anything from a uniFue skills base to a wider marketing reach or

more distribution channels.

"f you#re part of a strategic alliance or you own any intellectual property 0"P, this is also the place to

detail it and e:plain how you#re going to use it.

Golding any "P 0such as a trade mark, patent or registered design is a competitive advantage in itself

because it gives you the sole licence to profit from the idea. -ind out more about intellectual property

protection.

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Growth plan

4:plain how you plan to increase your business#s capabilities 0its skills and offerings and its capacity

0rate and scale of production. "n addition, outline why you#re confident your business will continue to

grow and be sustainable.

Business 2+c3.roun-

Detail the history of the business 0or the development of the idea to date, and outline your business

track record to provide the reader with a conte:t for you current activities.

Business str+te.,

Describe your business obBectives and goals for the ne:t one to five years 0make sure they#re specific

and measurable.

Tactics

*over the main practical steps you have to take to get your business from where it is now to where

you want it to go. hat e:tra resources will you needH

Strategic impact

6utline the e:ternal threats or opportunities that could arise from your strategy and impact your

business during the ne:t one to five years. "f you#re unsure, complete the %6T section before

completing this section.

E-commerce and technology

4:plain how you#re using 0or planning to use ecommerce and technology to improve your business.

4commerce and technology can be used to lower costs, speed up business, access new markets,build sales, and so on.

Core values

Describe the core values that underpin your business. 4:plain why these core values are crucial to

your longterm business success, how they will affect customers 0the benefits and how they will help

motivate you and your staff.

Credibility and risk reduction

4:plain your tactics for increasing the credibility of your business and reducing the customer#s risk in

doing business with you.

M, te+*

Management structure

6utline your business#s management structure and detail the individual roles assigned to each

manager.

Current team

"ntroduce your current team and provide details of the Fualifications, e:pertise and track records that

act as assets for the business.

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Vacant positions

Detail the positions that need to be filled to enable you to grow the business. -ind out more with the

guide to hiring for employers.

etention and recruitment policiesDetail the best practice solutions you will use to retain key staff and compete for skilled workers in the

Bob market, to maintain and improve your business#s capabilities. This is often an area overlooked in

business plans, but you should lay out your retention and recruitment solutions to readers. This will

give them confidence that your business won#t be hamstrung by a high turnover of staff or any other

human resources issues.

Mentors and business support

Iist the business support resources you can rely on and the specific assistance they can

provide your business to make it more competitive. &usiness support can come in many

forms, so make sure you include all the support you receive, whether it#s from a mentor or

your local chamber of commerce 7 it all adds to the viability of your business. -ind out about

mentoring services.

S!OT +n- critic+l success f+ctors

%6T analysis is a method for gauging your business#s health by looking at its %trengths,

eaknesses, 6pportunities and Threats. Iist them in the left columns of the tables and detail what

you could do to ma:imise or minimise their impact in the right columns.

hile %trengths 0such as a strong brand and eaknesses 0such as low cash flow should be internal

factors, 6pportunities 0like a trade show and Threats 0such as a new competitor should be e:ternal

to your business and your influence.

S!"T summary

6nce you#ve completed your %6T analysis, you can use it to help you choose a strategic direction

for your business by comparing the %trengths, eaknesses, 6pportunities and Threats you#ve

identified.

There are four %6T strategies

%76 4:ploit your internal %trengths to ma:imise your e:ternal 6pportunities.

76 Einimise your internal eaknesses by e:ploiting your e:ternal 6pportunities.

%7T 4:ploit your internal %trengths to minimise your e:ternal Threats.

7T Einimise your internal eaknesses and evade e:ternal Threats.

"f your %6T analysis has suggested a course of action, write down the strategy in the chosen

strategy bo: and detail how you can put it into action. You can then make a list of the critical factors for

the strategy#s success in the ne:t bo:.

"f you#re planning on showing your business plan to others, this section will show them you#re using

longterm strategic thinking in your business rather than Bust focusing on the daytoday operational

issues. Gowever, you can also keep returning to this section as a living document to update it and help

you take stock of where your business should be going.

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M+r3et rese+rc0

4:plain what market research you#ve done to build this plan and the methods you used, and outline

how ongoing market research is built into your daily business operations.

M+r3et +n+l,sis

Market opportunity

Describe the opportunity in the marketplace that you#ve recognised. o into detail about how visible

this opportunity is to your competitors 0whether it#s a gap your competitors are also actively looking to

fill or you think it#s largely unrecognised by the market and the potential revenue the market

opportunity represents.

Market structure

Describe where your business fits into the marketplace or supply chain structure and any efficiencies

you plan to implement to usurp the status Fuo. -or e:ample, you could start selling directly tocustomers online if the accepted structure in your industry is to sell to wholesalers and retailers 7 this

would provide you with cost and time efficiencies that represent competitive advantages.

Market size and outlook

Place all the relevant statistics here to describe the market. The readers will need to know how large

the market is in consumer8business numbers and the potential value of the market derived from

spending habits.

6nce you#ve established the parameters, provide evidence for the changes you think are taking place

and the direction you think the market is taking. Jo market ever stays the sameK market influencers

0such as the economy and changing demographics always play a part in market growth andcontraction. You need to show you#re analysing the market correctly to recognise the opportunities and

threats that could e:ist.

#uture markets

Detail the markets you#ve identified that could provide future growth for your business.

Target market

ithin the marketplace should be a certain type of customer you#re targeting with products and8or

services designed to meet their needs. Describe the si'e and potential value of this target market 0as

you have done in the previous section for the overall market, including all the relevant statistics for

your business.

+fter you#ve described the target market, fill out the ne:t two bo:es by describing the factors that

influence your target market#s purchasing habits 0such as seasonal occasions or economic

influencers and how your products and8or services respond to these conditions.

Gaving a target market is incredibly important, but many businesses ignore this fact. ithout knowing

what type of people will be most attracted to your offering, you won#t be able to build a true picture of

your business#s viability. +nd without targeting the people most attracted to your offering, you#ll never

be able to ma:imise the real potential of your business.

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Co*petitor +n+l,sis

Lse this section to identify your competitors# strengths and weaknesses, and formulate a strategy to

combat the former and target the latter.

Your choices should be based on sound competitor research that gives you an accurate picture of the

e:perience your competitors offer the customers you#re both targeting. This means you should

purchase products8services from your competitor to gain firsthand knowledge of their offering so you

can compare it with your own without making any assumptions.

"f you will be recognised by your competitors, don#t use this as an e:cuse to limit your research to their

website and advertising 7 consider sending in a friend as a mystery shopper.

$in+nci+l pl+n

Start-up costs

%ummarise the startup costs of your business. +ccount for as much detail as possible. The more

accuracy and honesty you provide at this stage the better, because if you sugarcoat the costs you

face now, you#ll Bust be setting yourself up for problems later on. You need to pause and spend time

digging down into the figures to give you a realistic costs basis to build your breakeven analysis on.

#unding

Detail your sources of funding here. "t#s up to you how much detail you go into, but if you#ll be showing

this business plan to potential investors, they will want to see how much you#re backing your business

with your own investment and who else has already invested in the business.

$reak-even date

*arry out a breakeven analysis and enter the resulting date in the space provided. + breakevenanalysis estimates when your business could break even and start to pay its ongoing costs. To find a

breakeven date, you need to a estimate the sales volume you need to reach to break even and b

estimate how long it will take you to reach that milestone given your capacity limitations.

a, Estimate your brea-even sales volume&. Separate all your #osts into type/ $0ed or variable.1. Tally up your total $0ed #osts.2. Tally up the average variable #ost per produ#t sold or servi#e

delivered 3your variable #ost per unit,.4. Subtra#t your variable #ost per unit from the unit sales pri#e to $nd

your pro$t margin.5. 6ivide your total $0ed #ost by your pro$t margin to $nd your brea-

even sales volume.b, Estimate your business7s average produ#tion or servi#e #apa#ity per day

3or %ee if that7s more relevant,. 8ae sure you dig do%n into the details

to a##ount for the entire supply #hain from produ#tion to point of sale.

(n#e you have an a##urate estimate/ divide the brea-even sales volume

by your average produ#tion #apa#ity to give you the number of days 3or

%ees, ahead until you rea#h your brea-even date.

"f you charge an hourly rate for a service, you can take a short cut to the breakeven calculation by

calculating your breakeven point in hours. Divide your fi:ed costs by your hourly callout rate to find

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the number of hours that need to be worked to reach breakeven, and apply the result to the average

number of hours worked each day by the service technicians in your business.

%ro&it and loss &orecast

Present a summary of your profit and loss forecast for the ne:t year in this segment before attaching adetailed forecast to your plan.

-orecasting profit and loss can be Fuite difficult for e:isting businesses, let alone startups with no

track record to go on. "f you#re still in the startup phase, you need to base your figures on your market

research by estimating the value of the market and the share of it you could take from your

competitors as your business develops.

Try finding industry data or using publically available statistics to support your forecasts. You can also

provide pessimistic, realistic and optimistic forecasts to rather than Bust one to promote your

obBectivity. -ind out more with your financial records.

Cash &low &orecast

%ummarise your cash flow forecasts for the ne:t three to five years, before attaching a detailed

forecast for the ne:t year to your business plan.

-ew businesses enBoy consistent levels of cash flow throughout the year, so unless your industry or

business model can Bustify that prediction, you#ll need to drill down into your market research to

identify the peaks and troughs in income that you can e:pect.

$alance sheet &orecast

%ummarise your balance sheet forecast for the ne:t three to five years, before attaching a detailed

forecast for the ne:t year to your plan. &alance sheets account for all the assets a business owns for

the calculation of its net worth, which is the value of the business#s assets minus its debts 0orliabilities. They also show how the assets are financed if they#re not owned outright by a business or

individual.

Potential investors will compare your cash flow forecasts with your balance sheet forecasts to see

when the business#s income is likely to balance out all the debts incurred buying assets in the startup

phase. This is different to a breakeven analysis, which estimates when the business will generate

enough income to cover its ongoing costs rather than its total debts.

M+r3etin. str+te.,

Detail your strategy for taking your product or service to the target market.

Earketing is the umbrella term for the overall strategy of taking your product and placing it in the

hands of your customers, so marketing strategies often entail the coordination of everything from

product design and pricing to sales and advertising.

The core segments of a marketing strategy are often referred to as MThe 9 PsN. The more coordinated

these four elements are, the more likely it is that your strategy will be a success.

The 9Ps are

• Produ#t 9 6esigning features into your produ#t or servi#e that meet the

needs of the target maret.

• Pri#e 9 :sing a pri#ing strategy that re;e#ts the values of your produ#t

and brand/ and appeals to the target maret.

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• Pla#e 9 'hoosing the right distribution #hannels to mae sure the produ#t

is sold at the right pla#e and time to meet your target maret/ and

#hoosing the #orre#t delivery method to meet their needs.

• Promotion 9 'hoosing promotional and advertising ta#ti#s to appeal to

your target audien#e to ma0imise sales.

+ll four elements must work in conBunction 7 if the promotional methods emphasise value but the

pricing emphasises Fuality, for e:ample, then they won#t complement each other.

You should split your promotional strategy into two categories 7 launch and ongoing marketing 7

because they will reFuire two different sets of tactics. The former will be gauged to attract new

customers while the latter uses a mi: that contains more tactics for keeping e:isting customers.

hen it comes to budgeting your promotional and advertising efforts, you should measure and keep

track of your spend as you would do in any other part of your business. Lse breakeven analysis to

measure the level of business that needs to be generated before you see a return on your investment,

and compare that with the costs as you strategi'e. "f the C6" is unrealistic, try to find more cost

effective ways of marketing your business.

'aunch budget

Place your launch marketing budget in this space. -ew businesses make their name purely on word

ofmouthK they need to promote their business to effectively set up their stall in the marketplace. The

budget for this should be part of the startup costs mentioned in the -inance section 0?a and reflect

the total cost of the launch marketing tactics outlined in your marketing strategy.

Marketing budget

6nce you#ve launched your business and gained recognition for your startup#s brand, you#ll most

likely need to continue marketing to keep the brand Atop of mind# with your target market.

6nly businesses that can generate consistent and powerful, positive wordofmouth can normally

forgo this cost. Gowever, the fact remains that many businesses continue to promote themselves only

on an ad hoc or opportunistic basis to save costs rather than committing to an effective longterm

strategy.

Therefore, the budget for your ongoing marketing strategy should use tactics that are financially

sustainable within your forecast cash flow. "f your marketing budget needs half of your monthly cash

flow to sustain it, go back to the drawing board.

Business o/ners0ip structure co*p+niesF

"f your business is a company with directors and shareholders, outline the ownership structure in this

section along with their investments, liabilities and share of profits. "f you#re in a partnership, include

details from your Deed of Partnership. "f you#re a sole trader, delete this section from the template.

-ind out more with understanding business structures.

Co*pli+nce

'egal and regulatory considerations

Delete either the sole trader or companies section, whichever is not appropriate, and tailor the list of

completed compliance tasks to your situation.

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*ompliance is perhaps the least interesting part of any business plan, but it#s crucial because

compliance 7 or the lack of it 7 is actually a common area of risk. You need to show your business

complies with national and industry standards and practices so it can avoid any negative fallout from

noncompliance, such as fines and bad PC.

-ind out more about financial reporting for companies.

-ind out about business ta: and levies.

(nsurance

Detail your business insurance arrangements to show you#re mitigating the risks to your business

continuity. &usiness insurance can include

• Premises insuran#e

• 'ontents insuran#e

• !sset < =ehi#le insuran#e

• Employer7s liability insuran#e 3in #ase of %orpla#e a##idents,

• Publi# liabilities #over 3third-party in>ury or death,

• Professional indemnity insuran#e 3#over against #laims arising from your

professional advi#e,

• Business interruption insuran#e

• ?ront of business insuran#e 3#overing repairs to front of premises,

• @egal e0penses insuran#e

• Sto# insuran#e.

IT +n- e?uip*ent

$usiness premises

Detail your premises situation. Do you 0or are you going to lease premises to save money on your

capital costs or do you own your business#s premises as an asset that accrues valueH

(T

4:plain your "T reFuirements and how you plan to manage them, including solutions for any specialist

human resources or security issues.

E)uipment

4:plain your eFuipment reFuirements and how you plan to manage them, including solutions for any

machinery, vehicles and eFuipment costs. -or e:ample, is it more in your business#s interests topurchase or lease certain eFuipmentH

http://www.business.govt.nz/tax-and-reporting/company-financial-reporting/financial-reporting-for-companieshttp://www.business.govt.nz/tax-and-reporting/business-tax-levieshttp://www.business.govt.nz/tax-and-reporting/business-tax-levieshttp://www.business.govt.nz/tax-and-reporting/company-financial-reporting/financial-reporting-for-companieshttp://www.business.govt.nz/tax-and-reporting/business-tax-levies

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