English
In many ways, a well-designed business plan is as useful as a Swiss Army knife: it allows you to structure for future unpredictability, address possible problems, and give future partners and investors an overview of your plans.
A good business plan helps any founder think through his or her business. At the same time, it can be a very useful tool for seeking capital.
Developing a business plan is time-consuming and often proves to be an exhausting task. Several first-time entrepreneurs rush into launching their idea. Perhaps you too have already wondered:
"Why plan now if there are more important things to do at the moment? "Why waste valuable time on several analyses at a time when everything turns out to still be very insecure?"
Certainly successful entrepreneurs are able to react quickly to new opportunities, adapting their strategy to new circumstances and constantly learning new things.
But our experience shows that young entrepreneurs who intend to become successful and successful need a solid business plan as well as a certain degree of flexibility! Several scientific studies also show that strategic goal setting, planning and analysis of business, customers, competitors, market entry, organization, risks and opportunities, and finances can have a positive impact on your success!
Startups must make do with basic planning at the beginning and continually improve it.
If a company is before or in the middle of its creation, there is often great uncertainty about potential customers, competitors, or the company's own strengths. Detailed information or even experience is scarce. At this stage, you should refrain from comprehensive and detailed planning. What is important are fundamental analyses--of the market, for example--and an initial basic strategic and operational plan on which to build. In the course of your operational activities and through contacts with customers, suppliers and competitors, you gather experience and information: the basic planning must now be revised and refined. The result is more realistic planning, which promotes the success of your growth.
One last important note: Do not try to plan first in isolation and then strictly implement this plan; planning and operational activities must always go hand in hand. Only then will your valuable experience and information be converted into a realistic and up-to-date plan.
A good business plan should be clearly structured and still cover all important topics. Here is an overview of the typical structure of a business plan.
Number of pages: 1-2
Your business plan in a short version. In the Management Summary you must outline your business idea as well as your business model, strategy, offerings, target market, business team, and state key financial planning figures such as revenues, profits, as well as capital requirements.
Number of pages: 3-4
Business idea: Industry, intentions, how the idea was born
Understandable business model: Services, offering production, partners
Company description: Location, name, legal status, founding date
Define company administration (who does what, 100%? ): Compatibility, personal suitability, qualifications, skills, experience, highlight management
Services/products offered: Overview of products and services, customer needs and benefits, discussion of research and development (secondary products, product innovation, patents)
Number of pages: 2-3
Market: Market overview, reach, customers, market size, target market share, market assessment (trends, growth rates, barriers to entry)
Characterize target customers: Target groups, customer segments, priorities
Number of pages: 2-3
Sector: Industry, suppliers, substitute products, customer power, pressures from competitors
Competitors: Number of competitors, the direct and indirect competitors, strengths and weaknesses, market position, products
Number of pages: 4-5
Processes: Main tasks, production, management, business and support processes, administration
Organizational structure: Organizational units, rights to give orders, decision making, personnel, roles and responsibilities, organizational chart
Site and infrastructure: Production sites and outlets, advantages and disadvantages of selected site, infrastructure, production facilities
Number of pages: 3-4
Positioning: USP (Unique Selling Proposition), advantageous pricing or differentiation, one's position in the market
Strategy: The product design and assortment, pricing, distribution, communication
Sales planning: Fields of activity, sales planning, revenue planning
Number of pages: 2-3
Opportunities and risks: Internal and external opportunities and threats
Strengths and weaknesses: Strengths and weaknesses in procedures, organization, or regarding customers
Roadmap: Set goals regarding production and market, break-even
Number of pages: 5-6
Revenues and expenses: Planning income and expenses, income statement
Financial requirements and financing: Investments, liquidity, establishment costs, financing needs, debt and equity
Liquidity: Planning and availability of liquid assets
Statement of assets: Contrasting assets and liabilitiesIndicators/Ratios: Profitability, financing, liquidity
Contents: CV, prospectuses, etc.
Number of pages: individual
Curriculum, detailed calculations and analysis for assumptions, handouts, etc.
