| Most people consider a business plan as only | | | | involved with you in implementing the plan. |
| something a large or formal business needs today, but | | | | 7. Financial Plan - what will be needed in the way of |
| it isn't! Anyone in business for themselves and, in reality, | | | | capital to put all this into practice. |
| many working folk wanting to develop their careers | | | | Now all you have to do is add the meat to that |
| should consider a business plan of their own. | | | | skeleton and you have a working business plan. Once |
| Most only feel a business plan is needed when going | | | | you have created your business plan then you will be |
| into business with someone, or going to the bank to | | | | able to go over it in detail and see if, or where, your |
| raise finance for a business. This is so untrue because, | | | | main weaknesses lie in the plan. If you are not an |
| when all is said and done, a simple business plan is | | | | expert in any of the fields covered above, then talk to |
| nothing more than a plan or reaffirmation of what you | | | | someone who knows about that area. For example, |
| intend doing to achieve your goals in a business. | | | | discuss the financials with an accountant and the |
| Business plans need not be a complicated document | | | | people involved in the financial side of your life. |
| that only your accountant or a business administrator | | | | Once you have the business plan and you (and all the |
| can put together. It should rather be an outline of what | | | | important players) are happy with it, then all you have |
| kind of business you want to create and how you plan | | | | to do is break down the plan into smaller achievable |
| to create it. If one thinks about that statement, then | | | | bits and implement those bits. If you refer to your |
| you will most likely agree that this could really apply to | | | | business plan on a regular basis and continually check |
| almost anyone's life too. | | | | you are achieving your targets, then you should reach |
| However, let's stick with creating a business plan for | | | | your goal. |
| any small business and then consider applying it to | | | | However, if you are not achieving your targets and |
| other areas of your life. A typical business plan would | | | | goals along the way then it is time to revisit the plan |
| consist of a basic skeleton that could be used as the | | | | and see where you are coming up short - or if you |
| outline to any other type of plan, such as your own | | | | must 're-plan' or call in help on a certain point or in a |
| 'career plan' and would cover these main points: | | | | weak area. This is where your business plan becomes |
| 1. A summary of your potential business, which could | | | | your lifeline. If you need additional capital for example, it |
| be broken down into the following areas: its objectives, | | | | is easier going to a bank with an existing business plan |
| its mission and what will make up its main elements to | | | | and explaining why you need additional funding. You |
| succeed. | | | | also should then be in a position to show them what |
| 2. A company summary - what you have achieved or | | | | you are going to do to solve this problem so that it |
| know you can offer. | | | | does not happen in the future. |
| 3. Your services or products. | | | | If you look at the basic outline of the business plan we |
| 4. Analysis of the potential market in summary form. | | | | have given you here, then you will see this could be |
| 5. A summary of your strategy and how you intend to | | | | applied to all kinds of situations in your life - like career |
| implement it. | | | | plans and goals - and not only as a basic business |
| 6. Management summary - your skills and those | | | | plan. |