[Business Report] [Company]

[Company]— [Address]

T: [Main Telephone] DD: [Direct Phone] E: [Email]

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Executive Summary To replace any placeholder text (such as this paragraph) with your own, click to select it and then press any key.

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Team Member :

1. John Doe

2. John Doe

3. John Doe

4. John Doe

5. John Doe

6. John Doe

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CONTENTS

Executive Summary 2

Starting Business Error! Bookmark not defined.

Question Before Starting 15

Business Model Canvas 15

Market Analysis 15

Making Business 15

Company Description 4

Organization Structure 4

Services or Product Line 4

Running Business 5

Production Division 5

Markeeting Division 5

Research Division 5

Finance Division 5

Evaluation Business 6

Measurement Business 6

Investor Offer 6

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Starting Business

Starting your own business can be an exciting and rewarding experience. It can offer numerous advantages such as

being your own boss, setting your own schedule and making a living doing something you enjoy. But, becoming a successful

entrepreneur requires thorough planning, creativity and hard work.

Question Before Starting

1. Why am I starting a business?

2. What kind of business do I want?

3. Who is my ideal customer?

4. What products or services will my business provide?

5. Am I prepared to spend the time and money needed to get my business started?

6. What differentiates my business idea and the products or services I will provide from others in the market?

7. Where will my business be located?

8. How many employees will I need?

9. What types of suppliers do I need?

10. How much money do I need to get started?

11. Will I need to get a loan?

12. How soon will it take before my products or services are available?

13. How long do I have until I start making a profit?

14. Who is my competition?

15. How will I price my product compared to my competition?

16. How will I manage my business?

17. How will I advertise my business?

Market Analysis What to Include in Your Market Analysis

Industry Description and Outlook – Describe your industry, including its current size and historic growth rate as

well as other trends and characteristics (e.g., life cycle stage, projected growth rate). Next, list the major customer

groups within your industry.

Information About Your Target Market – Narrow your target market to a manageable size. Many businesses make

the mistake of trying to appeal to too many target markets. Research and include the following information about

your market:

Distinguishing characteristics – What are the critical needs of your potential customers? Are those needs being

met? What are the demographics of the group and where are they located? Are there any seasonal or cyclical

purchasing trends that may impact your business?

Size of the primary target market – In addition to the size of your market, what data can you include about the

annual purchases your market makes in your industry? What is the forecasted market growth for this group? For

more information, see our market research guide for tips and free government resources that can help you build a

market profile.

How much market share can you gain? – What is the market share percentage and number of customers you

expect to obtain in a defined geographic area? Explain the logic behind your calculation.

Pricing and gross margin targets – Define your pricing structure, gross margin levels, and any discount that you

plan to use.

When you include information about any of the market tests or research studies you have completed, be sure to

focus only on the results of these tests. Any other details should be included in the appendix.

Competitive Analysis – Your competitive analysis should identify your competition by product line or service and

market segment. Assess the following characteristics of the competitive landscape:

Market share

Strengths and weaknesses

How important is your target market to your competitors?

Are there any barriers that may hinder you as you enter the market?

What is your window of opportunity to enter the market?

Are there any indirect or secondary competitors who may impact your success?

What barriers to market are there (e.g., changing technology, high investment cost, lack of quality

personnel)?

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Making A Business

Company Description

This section of your business plan provides a high-level review of the different elements of your business. This is

akin to an extended elevator pitch and can help readers and potential investors quickly understand the goal of your

business and its unique proposition

Company Identity

Name of your Business/Brand :

Your Business Logo :

Your Logo Means :

Business Location :

Organization Structure

A simple but effective way to lay out the structure of your company is to create an organizational chart with a

narrative description. This will prove that you're leaving nothing to chance, you've thought out exactly who is

doing what, and there is someone in charge of every function of your company. Nothing will fall through the

cracks, and nothing will be done three or four times over. To a potential investor or employee, that is very

important.

Organization of Business.

1. Leader

Name

Position (include brief position description along with primary duties)

Primary responsibilities and authority

Education

Unique experience and skills

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Prior employment

Special skills

2. Production Division

Name

Position (include brief position description along with primary duties)

Primary responsibilities and authority

Education

Unique experience and skills

Prior employment

Special skills

3. Marketing Division

Name

Position (include brief position description along with primary duties)

Primary responsibilities and authority

Education

Unique experience and skills

Prior employment

Special skills

4. Research Division

Name

Position (include brief position description along with primary duties)

Primary responsibilities and authority

Education

Unique experience and skills

Prior employment

Special skills

5. Finance Division

Name

Position (include brief position description along with primary duties)

Primary responsibilities and authority

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Education

Unique experience and skills

Prior employment

Special skills

Service and Product Line

What to Include in Your Service or Product Line Section

A Description of Your Product / Service

Include information about the specific benefits of your product or service – from your customers' perspective. You

should also talk about your product or service's ability to meet consumer needs, any advantages your product has

over that of the competition, and the current development stage your product is in (e.g., idea, prototype).

Details About Your Product’s Life Cycle

Be sure to include information about where your product or service is in its life cycle, as well as any factors that

may influence its cycle in the future.

Research and Development (R&D) Activities

Outline any R&D activities that you are involved in or are planning. What results of future R&D activities do you

expect? Be sure to analyze the R&D efforts of not only your own business, but also of others in your industry.

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Running a Business

Production Division

Division Role :

Production Need :

Production Progress :

Production Cost :

Production Result :

Marketing Division

Every marketing program contains four key components:

1. Products and Services: Product strategies include concentrating on a narrow product line, developing a

highly specialized product or service or providing a product-service package containing unusually high-

quality service.

2. Promotion: Promotion strategies focus on advertising and direct customer interaction. Good salesmanship

is essential for small businesses because of their limited advertising budgets. Online marketing is a cheap,

quick, and easy way to ensure that your business and product receive high visibility.

3. Price: When it comes to maximizing total revenue, the right price is crucial. Generally, higher prices mean

lower volume and vice-versa; however, small businesses can often command higher prices because of their

personalized service.

4. Distribution: The manufacturer and wholesaler must decide how to distribute their products. Working

through established distributors or manufacturers' agents is generally easiest for small manufacturers.

Small retailers should consider cost and traffic flow in site selection, especially since advertising and rent

can be reciprocal: a low-cost, low-traffic location means spending more on advertising to build traffic.

Marketing Result : [ Graph/Chart Needed ]

Marketing Kit :

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Research Division

1) Understand service costs and their impact on pricing

Every service has different costs. Many small service firms fail to analyze their services' total cost and thus fail to

price them profitably. By analyzing the cost of each service, prices can be set to maximize profits and eliminate

unprofitable services.

The Iowa Small Business Development Center offers a useful cheat sheet on How To Price Your Products and

ServicesDownload Adobe Reader to read this link content, which includes tips for analyzing your total costs.

Components to understand and analyze are:

Material costs

Labor costs, including, but salaries plus benefits

Overhead costs. Any cost not readily identifiable with a particular product is overhead. Taxes, rent,

insurance, marketing and transportation are all overhead. Part of the overhead costs must be allocated to

each service performed or product produced and must be adjusted annually.

2) What are your competitors charging?

Pricing isn’t just about making a profit and covering your operating expenses, it’s also about where you want to

position yourself in the marketplace, do you want your brand to be in the grand scheme of things? Perhaps you

want to be the high-end competitor to someone who’s at the low-end of the market, or the reverse. The key, as

Gerber suggests, is figuring out what’s going to get you the best penetration in the market as fast as possible, and

broadening your client base according to what your competitors are not doing with their pricing models.

3) Price higher than you think you would

An owner of a local fencing and decking contractor recently surprised me by admitting: “I always unwittingly

underprice my services.” This wasn’t sales speak; he was simply recognizing that although he’s the best at what he

does and has plenty of business, he doesn’t make enough money on the jobs he quotes.

Not charging enough is a common problem for small businesses simply because they often don’t have the

operational efficiencies of larger companies and frequently find that, whatever they sell, their costs are higher than

they anticipated. Small businesses do have one advantage, though, and it’s one that justifies charging a higher price

– service! Here are two blogs that offer tips for leveraging service as a value proposition and revenue generator:

4) Pricing below the competition

If you decide you want to adopt a low-end competitive pricing strategy, remember that your profit margin per sale

is going to be less so you’ll need to focus on reducing your costs. The Iowa SBDC recommends several best

practices for this approach:

Obtain the best prices possible for the merchandise

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Locate the business in an inexpensive location

Closely control inventory

Limit product lines to fast-moving items

Design advertising to concentrate on "price specials"

Offer no or limited services

Research Report

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Finance Division

Improve your odds of business success by understanding your financing needs as well as the options that are

available to help you start, manage and grow your business.

Developing a Cash Flow Analysis

For small businesses, cash is king. You need it to start, operate, and expand your operations, but many small

business owners often have trouble managing and maintaining cash. Inaccurate cash flow analysis - or lack of

available cash - can affect the everyday operations of your business and your eligibility to receive a loan

Cash flow is the movement of money in and out of your business. The process includes:

Inflow which comes from operations such as the sale of goods and services, loans, lines of credit, and asset

sales.

Outflow which occurs during operations such as business expenditures, loan payments, and business

purchases.

Cash flow analysis statements are generally separated into three parts:

Operating activities: This section evaluates net income and loses of a business. By assessing sales and

business expenditures, all income from non-cash items is adjusted to incorporate inflows and outflows of

cash transactions to determine a net figure.

Investment activities: This section reports inflows and outflows from purchases and sales of long-term

business investments such as property, assets, equipment, and securities. For example - if your bakery

business purchases an additional piece of kitchen equipment, this would be considered an investment and

accounted for as an outflow of cash. If your business then sold equipment that was no longer needed, this

would be considered an inflow of cash..

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Financing activities: This section accounts for the cash flow trends of all money that is related to financing

your business. For example: if you received a loan for your small business, the loan itself would be

considered an inflow of cash. Loan payments would be considered an outflow of cash, and both would be

recorded in this part of the cash flow analysis statement.

Estimating Startup Costs

Since every business is different, and has its own specific cash needs at different stages of development, there is

no universal method for estimating your startup costs. Some businesses can be started on a smaller budget, while

others may require considerable investment in inventory or equipment. Additional considerations may include the

cost to acquire or renovate a building or the purchase of long-term equipment.

To determine how much seed money you need to start, you must estimate the costs of doing business for the first

months. Some of these expenses will be one-time costs such as the fee for incorporating your business or the

price of a sign for your building. Some will be ongoing costs, such as the cost of utilities, inventory, insurance, etc.

While identifying these costs, decide whether they are essential or optional. A realistic startup budget should only

include those things that are necessary to start a business.

These essential expenses can be divided into two separate categories: fixed and variable. Fixed expenses include

rent, utilities, administrative costs and insurance costs. Variable expenses include inventory, shipping and

packaging costs, sales commissions, and other costs associated with the direct sale of a product or service. The

most effective way to calculate your startup costs is to use a worksheet that lists both one-time and ongoing costs.

Finance Report : [ Graph / Chart Needed ]

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Evaluation Business

Measurement Business

Business Impact :

Production Impact :

Marketing Impact :

Research Impact :

Finance Impact :

Investor Offer

Offer for Investor :

Profit for Investor :

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