Prepared by: Business Positive (NSW) Pty Limited 201 Kent Street, Sydney NSW 2000 E: hello@businesspositive.com.au P: 1300 953 359

Working Business Plan Prepared for: BUSINESS NAME & (ABN)

29 May 2020

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Dear whom it may concern,

Re: Business Planning Report Template

Thank you for downloading the business planning report template prepared by Business Positive.

Delivered by Business Positive, expert consultants to Australian small-medium businesses, this business

planning service has been designed and curated to provide you with knowledge and insight on how to develop a

clear path towards your own goals for business as well as preparing for the new post COVID-19 world.

Amy questions, please feel free to contact us.

Yours Sincerely,

Brendan Ryan

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Contents 1. Personal Position ....................................................................................................................................5

Personal Budget..........................................................................................................................................5

Work Life Balance .......................................................................................................................................5

Exit Strategy ...............................................................................................................................................5

2. Your Business Model (Product/Services/Offer) ........................................................................................6

What/How/Why? .......................................................................................................................................6

Culture .......................................................................................................................................................7

SWOT.........................................................................................................................................................7

3. Market ...................................................................................................................................................8

Business to Business (B2B) or Business to Consumer (B2C) ................................ Error! Bookmark not defined.

Essential vs Discretionary ................................................................................ Error! Bookmark not defined.

Customers ..................................................................................................................................................8

Who are they, where are they?....................................................................................................................8

Needs ........................................................................................................................................................8

Decision Process .........................................................................................................................................8

Messages ...................................................................................................................................................8

Competitors ...............................................................................................................................................9

Unique Value Proposition ............................................................................................................................9

PESTEL ..................................................................................................................................................... 10

What has changed, what has yet to change ................................................................................................ 10

Is your product/service/offer still valid or does it need to change ................................................................ 10

4. Your Process ......................................................................................................................................... 11

Process Maps ........................................................................................................................................... 11

What Parts of your Process cause problems or bottle necks?....................................................................... 11

Can your process manage an increase in demand? ..................................................................................... 11

Improving/Changing your Process? ............................................................................................................ 12

5. Sales..................................................................................................................................................... 13

Sales process ............................................................................................................................................ 13

Sales Funnel ............................................................................................................................................. 13

Funnel Management ................................................................................................................................. 13

Sale Formulae ........................................................................................................................................... 14

6. Marketing............................................................................................................................................. 15

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Current Marketing .................................................................................................................................... 15

Review Learnings ...................................................................................................................................... 15

4 P’s of Marketing (For a Product).............................................................................................................. 15

7 P’s of Marketing (For a Service) ............................................................................................................... 16

Creating a Client Value Proposition (Your Message or Pitch) ........................................................................ 16

Communication Plan (How to convey your message to your specific target in the most effective manner) ..... 16

7. Operational Requirements .................................................................................................................... 18

Process..................................................................................................................................................... 18

Systems.................................................................................................................................................... 18

Premises .................................................................................................................................................. 18

Plant & Equipment.................................................................................................................................... 18

Invoicing/collections ................................................................................................................................. 18

Stock ........................................................................................................................................................ 19

Risk Identification/Quantification .............................................................................................................. 19

8. Human Resource Requirements ............................................................................................................ 21

Yourself.................................................................................................................................................... 21

Family ...................................................................................................................................................... 21

Staff ......................................................................................................................................................... 21

Outsource ................................................................................................................................................ 21

Documentation......................................................................................................................................... 21

Leadership/Management Skills .................................................................................................................. 22

9. Finance & Figures.................................................................................................................................. 23

Profit & Loss ............................................................................................................................................. 23

Balance Sheet ........................................................................................................................................... 25

Forecast (Budget) P&L V1 .......................................................................................................................... 27

Forecast P&L V2........................................................................................................................................ 28

Forecast: Cash Flow v.1 ............................................................................................................................. 29

Forecat: Cash Flow v.2............................................................................................................................... 30

Funding/Grants/Support ........................................................................................................................... 31

10. Devising Your Strategy .......................................................................................................................... 32

Recording all your actions ......................................................................................................................... 32

Quantify and organize your actions .................................................................. Error! Bookmark not defined.

Define your Model/Themes ....................................................................................................................... 32

11. Implementation.................................................................................................................................... 34

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Document your Action Plan ....................................................................................................................... 34

Quantify each Action................................................................................................................................. 34

Prioritize and sort ..................................................................................................................................... 34

Map ......................................................................................................................................................... 35

12. Monitor, Adjust, Improve...................................................................................................................... 36

Operate your own board meeting .............................................................................................................. 36

Monitor your Performance/Progress.......................................................................................................... 36

Review Actions in the Business Plan for the month ..................................................................................... 37

Identify issues........................................................................................................................................... 37

Review the whole plan for relevance.......................................................................................................... 37

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1. Personal Position

Personal Budget Financial: What is your personal budget & how much do you need to take out? External Commitments: Time? Health: Capacity & performance? Fall-back position: Plan B? Security: Insurance/Assets/Will?

Work Life Balance

Live to work or work to live? Family, Church, Hobbies, Health? Time to work on the business?

Exit Strategy

Other investors or partners or true family succession When, How, Why? Structure?

Actions:

• • • • • •

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2. Your Business Model (Product/Services/Offer) Producct vs Service

Business to Business (B2B) or Business to Consumer (B2C)

Essential vs Discretionary

If your customer needs to cut costs where will your product or service fit? (toilet paper or Ferrari?)

Value/Price Model

What/How/Why?

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Simon Sinek Ted Talk on You Tube https://www.youtube.com/watch?v=IPYeCltXpxw Model: Low service/qualtiy & price vs High service/quality & price

Culture

How to define what you want? How to achieve it?

SWOT

Strengths Weakness e.g. Loyal customers Service Unique product Language skills You Staff

e.g. Lack of Marketing Budgets Cashflow Lease

Opportunities Threats e.g. New services/product New areas of operation New ways to deliver product Marketing

e.g. Competition Economy COVID 19 You

Actions:

• • • • • •

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3. Market Customers

Business type? Decision maker? Gender? Age? Occupation? Interests? Budget?

Who are they, where are they?

Where do your customers live and work? What media (including social) do they access?

Needs

What need is your product fulfilling? What problem does it solve? What pressure is on the customer to buy?

Decision Process

How do they shop? Reactionary or follow a process e.g. tenders?

Messages

What to say to your customer? How to say it?

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Competitors

What can you learn from them? Is there a clear market leader? What do their customers say about them (positive and negative)? How big is the threat?

Unique Value Proposition

Do you have anything that is unique? Does your competitor?

10

PESTEL

Political Economic Federal & State Elections

COVID 19 lockdown

Social Technical Social media Trends (climate change vs food packaging)

Systems Replacements

Environmental Legal CO2 emission schemes Waste management

Advertising restrictions Licences

What has changed, what has yet to change

How has COVID Impacted your customer? How is it likely to change what they shop for and how they shop?

Is your product/service/offer still valid or does it need to change

Has the impact of COVID made you reconsider or need to change your product or service?

Actions:

• • •

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4. Your Process

Process Maps

Also consider your Resources: Human input, Money, Systems, Machinery, Vehicles etc. Extend your process map to cover every aspect of your business. Document it for training? ISO accreditations? Extend your process map into specific areas e.g. Sales process, Invoicing, Debt collection, Recruitment, Onboarding/training, Procurement/Replenishment, Stock takes

What Parts of your Process cause problems or bottle necks?

Look back at complaints or breakdowns. Seek feedback from suppliers e.g. delivery times, costs, maintenance schedule Identify what parts of the process take a lot of time or cost a lot of money? Costing the whole process to understand the entire costs and therefore the value of your products?

Can your process manage an increase in demand?

What parts cause restrictions and limit capacity? What is your capacity?

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Improving/Changing your Process?

Redesign for new market (Refer section 3) Redesign for efficiency & capacity Measure/Test Implement

Actions:

• • • • •

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5. Sales

Sales process

Perfect example of a detailed process that can be mapped (Refer section 4). Even walk in retail has a process. Who does it? What are the steps? How is it done (passive vs reactive)? How long does it take? Re-engineer it?

Sales Funnel

General Lead

Opportunity Proposal

Won

Funnel Management

Opportunity Size Stage Contact Next Steps

XYZ Pty Ltd $1,500 Lead John Smith Book Meeting in 7 days

MNO Pty Ltd $700 Opportunity Bob Citizen Prepare Proposal

ABC Pty Ltd $800 Proposal Jane Doe To Call in 7 days

DEF Pty Ltd $1,000 Lost John Smith Seek Feedback

If a lead, opportunity, or proposal is lost…. Why? How can you improve your success rate? Link sales back to operations and finance: Once an opportunity is won, when does it need to be delivered and when does it convert to cash? Systems Client/Target Plans What products to push? Sales Activity? (Use a calendar) Set targets?

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Sale Formulae

Sales Success = Activity x Conversion x Margin

Sales Success: Relates to total profit not turnover (beware measuring a saleperson by turnover !!) Activity: Combination of all sales and marketing activity (with limited time and budget) Conversion: Success rate of converting a Lead to a Won transaction Margin: The profit margin on an individual transaction

Example: Activity relates to a phone call made Conversion rate is approximately 20% Product worth $100 with Margin of $10 Scenario 1: Process as is (no change) 5 calls x 20% x 100/10 = Sales of $100 and profit of $10 Scenario 2: Increase sales activity 10 calls x 20% x 100/10 = Sales of $200 and profit $20 Scenario 3: Improve conversion rate (Change Process or Messaging) 10 calls x 30% x 100/10 = Sales of $300 and profit of $30 Scenario 3: Change product to more (better procurement or manufacturing) 10 calls x 30% x 100/20 = Sales of $300 and profit of $60 Actions:

• Build a plan • Build a Sales calendar • • •

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6. Marketing

Current Marketing

Website/traffic- is it e-commerce enabled? Physical signage? Printed material? Social Media/Follower/Reviews? Brand? Message? Google page and rankings? How is it written and who is it written for?

Review Learnings about your customer/market

Refer section 2: What is your What/How/Why? Refer section 3: Who is our target customer, what do they want? How can we solve their needs and how do we need to communicate with them? Do we have a unique value proposition (UVP)?

4 P’s of Marketing (For a Product)

Product: Place: Price: Promotion:

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7 P’s of Marketing (For a Service)

Physical Evidence: People: Process:

Creating a Client Value Proposition (Your Message or Pitch)

Communication Plan (How to convey your message to your specific target in the most effective manner)

This will not only increase leads but should also assist the conversion rate. Do it yourself vs specialists Budget considerations/ROI

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Actions:

• Incorporate your marketing calendar with your sales calendar • • • •

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7. Operational Requirements

Process

Refer section 4 Understanding inputs, time and costs and making things more efficient. Activity based Costing (ABC) How much does it costs to deliver your product or service?

Systems

IT current vs available? Cost vs time saving? Apps? Training and utilisation

Premises

Necessity of location? Cost vs benefit? Risk? Costs?

Plant & Equipment

Capacity Cost to run Cost, time and availability to service? Cost time and availability to replace? Preventative maintenance/replacement and budgeting.

Invoicing/collections

Contracts? Terms? Who and when? How to make sure you collect?

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Stock

How much do you need? How quickly can you get more? What terms are available? Are there alternative suppliers? Supply Risk

Risk Assessment

Severity

Negligible Minor Moderate Significant Severe

Very Likely Low

Medium Medium Medium High High High

Likely Low Low

Medium Medium Medium High High

Likelihood

Possible Low Low Medium Medium Medium

High Medium High

Unlikely Low Low

Medium Low Medium Medium Medium

High

Very Unlikely Low Low Low

Medium Medium Medium

Risk Identification/Quantification

Risk Likelihood Impact Risk Assessment

Accident causing injury Possible Significant Medium High Risk Payment Risk Operational Failure Supply Risk Competition Risk Funding Risk Customer exposure/failure Key man Pandemic

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Risk Management

Set tolerance levels Risk treatment Re measure Ongoing monitoring

Actions:

• • • • •

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8. Human Resource Requirements

Yourself

Refer back to section 1: Why are you doing this? Are you motivated or stressed (Sunday night sleep test)? Time to lead (work on the business) or stuck doing the day to day (working in the business). Where do you add most value? Are you efficient? Can you hand off the low value jobs to staff or externals

Family

Positives vs Negatives Risk Succession Performance Shareholder

Staff

Potential managers/successors Recruitment? Motivation Culture

Outsource

What can be outsourced? Cost vs benefit? Who to trust? Book keeping, accounting, marketing, IT, HR Always consider cost vs return and your budget

Documentation

Job descriptions Job contracts KPI’s Performance reviews Incentives/promotions/pay rises etc.

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Leadership/Management Skills

Your own skills set? Feedback? Options: Outsource/delegate/train

Actions:

• • • • •

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9. Finance & Figures

Profit & Loss

Year to Year to

30-Jun-20 30-Jun-19

Sales 300,000 280,000

Cost of Goods Sold 100,000 85,000

Gross Profit 200,000 195,000

Accounting 2,000 2,000

Advertising 5,000 2,000

Depreciation 20,000 5,000

Insurance 1,200 1,200

Interest 1,000 1,000

Rent 12,000 10,000

Wages 100,000 70,000

Super 9500 6650

Travel 5000 10000

Utilities 2500 2000

Total Expenses 156,200 109,850

Net Profit from Operations 43,800 85,150

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Year to Year to Notes 30-Jun-20 30-Jun-19 Sales 300,000 280,000 7% growth (Volume or price)

Cost of Goods Sold 100,000 85,000 17% growth Gross Profit 200,000 195,000

Gross Margin % 66.67% 69.64% T/O growth not compensating for cost

Accounting 2,000 2,000 Advertising 5,000 2,000 Timing and ROI? Depreciation 20,000 5,000 Non-cash and probably relates to asset right off (ROA) Insurance 1,200 1,200 Interest 1,000 1,000 Rent 12,000 10,000 20% increase - Investigate?

Wages 100,000 70,000 Increase staff to handle volume NB: cost higher than growth

Super 9,500 6,650 Related to increase staff Travel 5,000 10,000 Good reduction in costs Utilities 2,500 2,000 Increased power cost Total Expenses 156,200 109,850

Exp % 50% 39% Net Profit from Operations 43,800 85,150 Greater sales and effort for less return 15% 30% Large drop in return as a margin

These figures date back to July 2018 so nearly 2 full years ago and now is very different from them so be very Careful relying on historical data. Depreciation can confuse the picture around how the business is performing so you may want to look at EBITDA: Earnings before Interest, Tax, Depreciation & Amortisation

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Balance Sheet

30-Jun-20 Assets Current Assets 30,000 Cash 0 Stock 10,000 Debtors 20,000 Non-Current Assets 37,000 Furniture & Fittings 2,000 Vehicles 35,000 Total Assets 67,000 Liabilities Current Liabilities 35,975 Current Debt 0 Creditors 5,000 GST 13,600 PAYG 15,000 Super 2,375 Non-Current Liabilities 30,000 Loans/Leases 30,000 Total Liabilities 65,975 Net Assets 1,025

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Balance Sheet with Planned Management V1.

30-Jun-20 30-Jun-20 Assets Current Assets 30,000 35,000 Cash or can be converted to cash quickly Cash 0 20,000 Need cash always Stock 10,000 5,000 Reduce stock will free up cash Debtors 20,000 10,000 Collect payment will increase cash - it is your money !! Non-Current Assets 37,000 37,000 Assets that will take some time to convert to cash Furniture & Fittings 2,000 2,000 Vehicles 35,000 35,000 What is the ROA, is it essential to the business? Total Assets 67,000 72,000 Liabilities Current Liabilities 35,975 40,975 Payments due in the current financial year

Current Debt 0 0 Short term debt (OD) or portion of long-term loan payable this year

Creditors 5,000 10,000 Your supplier who you owe money to GST 13,600 13,600 This looks high, must be arrears PAYG 15,000 15,000 This also looks high Super 2,375 2,375 Non-Current Liabilities 30,000 30,000 Payment due but at a later period Loans/Leases 30,000 30,000 How much of this will switch to current in July? Total Liabilities 65,975 70,975 Net Assets 1,025 1,025 Total Assets less Total liabilities

Current Ratio: 0.83 0.85

NB: Current Ratio = your current assets/current liabilities It should be greater than 1.

Note: Banks will look at the balance sheet and key ratios such as the current ratio to assess if they will lend to you. Current ratio is your current assets over your current liabilities, and it should always be greater than 1.0. Note: Monitor your balance sheet from period to period to see improvements and be aware of deterioration.

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Forecast (Budget) P&L V1

Focusing on Sales only – increase of $500 pm or 11% for the full year (NB: growth inn 2020 was 7%)

Month to Month to Month to 31-Jul-20 31-Aug-20 30-Sep-20

Sales 25,000 25,500 26,000

Cost of Goods Sold 8,325 8,492 8,658 Gross Profit 16,675 17,009 17,342

Gross Margin % 66.7% 66.7% 66.7%

Accounting 167 167 167 Advertising 417 417 417 Depreciation 1,667 1,667 1,667 Insurance 100 100 100 Interest 83 83 83 Rent 1,000 1,000 1,000 Wages 8,333 8,333 8,333 Super 792 792 792 Travel 417 417 417 Utilities 208 208 208 Total Expenses 13,184 13,184 13,184

Exp % 53% 52% 51% Net Profit from Operations 3,491 3,825 4,158 14% 15% 16%

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Forecast P&L V2

Focusing on sales only – increase of $500 pm or 11% for the full year (NB: growth in 2020 was 7%) Improving COGs by 2.5% Reducing overheads

Month to Month to Month to 31-Jul-20 31-Aug-20 31-Aug-20 Sales 25,000 25,500 25,500 1.96% growth

Increase sale by $500pm Cost of Goods Sold 8,325 8,492 8,279 2.5% saving Gross Profit 16,675 17,009 17,221 GP increase by $546

Gross Margin % 66.7% 66.7% 67.5% GP margin improves by 0.8%

Accounting 167 167 167 N/C Advertising 417 417 17 N/C Depreciation 1,667 1,667 1,667 N/C Insurance 100 100 00 N/C Interest 83 83 83 N/C Rent 1,000 1,000 50 5% savings Wages 8,333 8,333 8,333 N/C Super 792 792 92 N/C Travel 417 417 50 28% saving Utilities 208 208 98 4.8% saving Total Expenses 13,184 13,184 13,057 Cost down by $127

Exp % 52.7% 51.7% 51.2%

Net Profit from Operations 3,491 3,825 4,164 Increase by $673 vs $334 on T/O only

14.0% 15.0% 16.3%

Note: some payments will be annual e.g. accounting fees. These still need to be considered. Note: beware of paying anything weekly or fortnightly as they will not be equal monthly payments Note: When you get your actual figure, compare to the budget and consider where there are differences? Note: Understand your margin (GP & NP) and target improvements Note: Understand your break-even position, use this as the basis of your budgets and self-measurement Note: Expenses should be largely fixed so keep a close watch on them and keep them as low as possible Note: Investigate your costs line by line Note: a $1 saving at the COGs level should pass through to profit

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Forecast: Cash Flow v.1

Month to Month to Month to

31-Jul-20 31-Aug-20 30-Sep-20

Cash In (Sales) 25,000 25,500 26,000

Cost of Goods Sold 8,325 8,492 8,658

Gross Profit 16,675 17,009 17,342

Accounting 167 167 167

Advertising 417 417 417

Depreciation 1,667 1,667 1,667

Insurance 100 100 100

Interest 83 83 83

Rent 1,000 1,000 1,000

Wages 8,333 8,333 8,333

Super 792 792 792

Travel 417 417 417

Utilities 208 208 208

Total Expenses 13,184 13,184 13,184

Net Profit from Operations 3,491 3,825 4,158

Starting Cash 0 3,491 7,316

Ending Cash 3,491 7,316 11,474

Note: beware the cash items that do not appear on the P&L such as GST, PAYG and debt repayments

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Forecat: Cash Flow v.2

Month to Month to Month to 31-Jul-20 31-Aug-20 30-Sep-20 Sales 12,500 12,750 13,000 Depends on terms Debtors 10,000 12,500 12,750 Total Cash In 22,500 25,250 25,750 Cost of Goods Sold 8,325 8,492 8,658 Depends on terms Accounting - - - Often annual Advertising 1,250 Variable Depreciation Noncash Insurance 1,200 Often have the choice monthly vs annual Interest 83 83 83 Rent 1,000 1,000 1,000

Wages 6,730 5,384 5,384 Depend on payment terms (weekly/fortnight/monthly)

Super 2,375 - Usually paid quarterly Travel 417 417 417 Variable Utilities 624 Monthly or quarterly Total Operation Cash Out 22,004 15,376 15,542 Cash after operations 496 9,875 10,208

Other Cash Expenses

GST 6,807 - - If applicable, monthly, or quarterly and cash vs accrual basis

PAYG 7,500 - - As per GST Debt repayment 2,000 2,000 2,000 The danger of debt ATO arrears 1,000 1,000 1,000 Can be negotiated Total Other 17,307 3,000 3,000 Total Cash Movement -16,811 6,875 7,208 Starting Cash 0 -16,811 -9,937 Ending Cash -16,811 -9,937 -2,729

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Funding/Grants/Support Note: base your funding needs off your cash flow not your P&L Cash flow lending is usually only available to large companies Debtor finance is expensive and will impact your margins Your Balance sheet needs to be strong A fall back (safety net is good) Investigate State & federal support Outsourced assistance is always available and systems are getting better and better

Actions:

• • • • •

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10. Devising Your Strategy

Recording all your actions

Define your Model/Themes What are the themes? What fits your personal goal, values and culture Define the model you will adopt Document your strategy

VVM Summarise (document) your strategy using a VVM Vision: What you aspire for your company (future looking and consider your “Why”) Mision: How you operate to achieve your Vision (Your “How”) Values: The core principles that underpin your business model and culture

Create SMART Goals

Refer to budgets, processes etc to set the SMART goals specific to your business

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Actions:

• • • •

34

11. Implementation

Document your Action Plan

Collate each action listed from section 1-10 above Make sure the actions fit with your stated Strategy and each of your V,V & M as record in section 10.

Quantify each Action

What Define clearly what the task is (be specific) Who Determine who is the best person to deliver the task (skills and capacity) Importance/Priority Based on the significance of the outcome of the Action Linkage to other task Is this a stand alone task, depend on another task being completed first? Budget Is there a cost (If so include in your P&L and cash flow budgets from section 9) When Allocate based on realistic delivery expectancy (time and cost)

Prioritise and sort

Consider your own skills sets and capacity to complete the task and what assistance is available Beware of the linkages and dependencies with other tasks & order accordingly Share the load based on skill and capacity & outsource or delegate as much as possible (Accountant, HR/Marketing/Business consultants, government and councils)

Task What Dependency Who Budget Notes When1 Consider resources & skills N/A Owner 0 Discuss with Accountant & Advisors Wk 12 Prepare Process Map Dependant on 1. External $2,000 Wk 2-43 Prepare Budgets Dependant on 1. External $2,000 Wk 2- 44 Document you Business Plan Dependant on 1-3 Owner 0 Wk 5-856789

1011

35

Map

Task Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8

1

2

3

4

5

6

7

8

9

10

11

Create the time to deliver the Actions

Actions:

• • • • •

36

12. Monitor, Adjust, Improve

Operate your own board meeting

Force yourself to get out of the business to work on it and an external can keep you accountable. Get away from the office and turn off the phone !! Consider establishing an advisory board. Have a set agenda and minute the meeting. Include the following:

1. Actions from last meeting 2. Financials 3. Operations/WHS 4. Sales 5. HR 6. Special items/Projects 7. Business Plan update and progress 8. New Actions

Monitor your Performance/Progress

Review your financials and measure against budget.

Month to Month to Month to 31-Jul-20 31-Aug-20 30-Sep-20 Forecast Actual Variation Sales 25,000 28,000 3,000

Cost of Goods Sold 8,325 9,091 -766 Gross Profit 16,675 18,909 2,234

Gross Margin % 66.7% 67.5% 0.8%

Accounting 167 - 167 Advertising 417 750 - 333 Depreciation - - - Insurance 100 100 - Interest 83 83 - Rent 950 1,000 - 50 Wages 8,333 8,333 - Super 792 792 - Travel 350 350 - Utilities 208 208 - Total Expenses 11,400 11,617 -216

Exp % 45.6% 41.5% -7.2% Net Profit from Operations 5,275 7,292 2,450 21.1% 26.0% 4.9%

37

Ensure you also monitor balance sheet and Cash flow? Look at business risks? What worked & what didn’t?

Review Actions in the Business Plan for the month

What tasks were completed? Any update on impacts? What tasks were not completed? Why not? Change plan or shift to the next time period?

Identify issues

e.g. Time issues – car sale took more effort than anticipated but now completed will have more time No action needed. Good financial result has freed up cash flow so will now oputsource the process mapping and bring forward the time frame. Update actions for the next period Change budgets as needed.

Review the whole plan for relevance

Every 12 months or upon a major event occurring (such as COVID) review the whole plan and make changes

Actions:

• • • • •

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How to Contact Business Positive

Website: https://www.businesspositive.com.au/

LinkedIn: https://www.linkedin.com/company/businesspositive/

Facebook: https://www.facebook.com/bebusinessPOSITIVE

Phone: 1300 953 359

Email: hello@businesspositive.com.au