The mandatory requirements for the execution of a business plan include: Requirements for a business plan and recommendations for its preparation

It is known that the enterprise in the market system of management is subject to constant, in many respects contradictory changes and influences. In addition to this, Russian conditions are also characterized by the instability of legislation. Such conditions of the external environment of the company's existence suggest reflections that boil down to the simplest phrase: "Maybe it's not worth spending time and effort on drawing up a plan, but it's better to constantly be sensitive to changes and keep the steering wheel in a position of momentary readiness for them?".

Market specialists believe that the larger the market, the more important the plan. At the same time, the plan should be understood as a set of measures balanced with resources, taking into account the risks of losing funds that arise in the new conditions and the very limited influence of the state on the rules of a market economy.

The development of a business plan requires professional knowledge in the field of management, finance, and marketing. Therefore, even small firms in the West turn to experts for advice or to specialists who offer business plan writing services.

However, the preparation of a business plan requires the personal participation of the head or entrepreneur who opens his own business. The leading role of the first person in the business planning process necessitates his participation in modeling future activities, commensurate with it his strengths, enterprise resources, the possibility of attracting additional funds and their effective use. The personal participation of the head in the preparation of the business plan is so important that many foreign banks and investment firms refuse to consider applications for funds at all if it becomes known that the business plan was prepared from beginning to end by an outside consultant, and the head was only signed.

Involving himself in this work, the leader, as it were, models his future activities, checking both the idea itself and himself - is there enough strength to bring it to success and move on? This does not mean, of course, that it is not necessary to use the services of consultants - on the contrary, the involvement of experts is highly welcomed by investors. one

No legal document yet establishes the obligation to prepare a business plan. Even banks do not always require it when providing loans. But neglecting to draw up a business plan, the entrepreneur turns out to be unprepared for the troubles awaiting him and usually begins to improvise feverishly. And most of the time it ends badly. Therefore, it is better to take the time (despite the fact that for a large project the development of a business plan can take up to 200 hours or more) and engage in business planning, the benefits of which are also confirmed by foreign experience.

Mastering the art of writing a business plan in the conditions of the Russian economy has become extremely relevant for the following reasons:

Firstly, a generation of entrepreneurs is being born in our economy who do not yet have experience in managing in a market environment;

Secondly, changing economic conditions require experienced managers to set and solve problems in a new way;

Thirdly, in order to attract foreign investment, it is necessary to be able to substantiate your applications and prove to investors your abilities and capabilities.

A business plan is a comprehensive description of the business and the environment in which it operates, as well as the management system it needs to achieve its goals.

There is no standard for developing a business plan due to the diversity of business objectives and the infinite variety of environments in which it operates. Therefore, it takes skill and perseverance to describe a three- or five-year business development perspective, especially in Russia's rapidly changing economic environment. Therefore, a significant part of any business plan will be sections of systematic control and regulation of the business. While a business plan is generally considered a tool for getting a loan, it also serves other purposes.

A business plan is an analytical document for business planning, it describes all the main aspects of the future business enterprise, analyzes all the problems that it may face, and also determines how to solve these problems. A properly drawn up business plan ultimately answers the question: is it worth investing in this business at all and will it bring profit? It is very important to draw up a business plan in accordance with certain requirements, to perform special calculations - this will help to anticipate future problems and understand whether they can be overcome and where it is necessary to “lay straws” in advance.

The importance of planning should not be underestimated. A sober look at

an emerging enterprise or an already established one will help to identify its strengths and weaknesses; determine exactly what is required; not to lose sight of anything; assess the opening prospects and begin to develop a plan of specific actions aimed at achieving the goal; anticipate possible difficulties in advance, prevent them from developing into a serious problem, get to the bottom of the causes, difficulties, and, therefore, find ways to eliminate them.

If the venture is on the verge of bankruptcy, the plan will explain why it is cheaper to abandon a dubious venture than to learn from experience what the plan would have learned in a few hours of concentrated work on drawing it up. A carefully crafted business plan can quickly be turned into a business proposal or financial proposal that is sure to satisfy creditors.

The organization of drawing up a business plan can be represented by a diagram:

1. Making a decision to create your own business or implement a new commercial project.

2. Analysis of your own capabilities and ability to take on the implementation of the planned project.

3. Selection of a product or service, the production (rendering) of which will be the goal of the project.

4. Research of a possible sales market.

5. Making a forecast of sales volumes (for the first year - monthly, for the second - quarterly).

6. Choice of location for commercial and/or industrial activities.

7. Development of a production plan.

8. Development of a marketing plan.

9. Development of an organizational plan.

10. Development of a legal scheme for future commercial activities.

11. Solving the issues of organization of accounting.

12. Solving insurance issues.

13. Development of a financial plan.

14. Writing a resume for a business plan.
2.2. The structure of the business plan.

It should be noted that different economists distinguish slightly different structures of business plans, but they all have approximately the same structure.

A business concept (summary) is a concise, quick-read summary of information about the intended business and the goals that an enterprise sets for itself when starting a business or developing an existing one.

In fact, the concept is an abbreviated version of the business plan itself.

The resume should include the following main points:

business opportunities;

business attractiveness;

importance for the enterprise and the region;

necessary financial resources (own or borrowed);

payback period of the project;

possible term for repayment of borrowed funds;

investment conditions;

expected profit and its distribution

The order of presentation of the concept is quite free, but it must begin with the main goal of the proposed business (usually making a profit) and the purpose of the business plan being developed.

The business concept (summary) is drawn up at the end of writing a business plan, but is at the beginning.

The section describing the current situation and giving a summary of the enterprise reflects the following points:

the main events that influenced the emergence of ideas for a business plan;

the main circumstances and problems facing managers;

the state of the market and the position to be achieved

In the section characterizing the business object, it is necessary to note the direction of the business plan (products, works, services, creation of a new enterprise, development of an existing one, financial recovery). Also here it should be noted the importance of the product for consumers, its uniqueness. It is also desirable to characterize the functionality and features of the product.

The section concludes with a description of the key factors that should determine the success of the proposed business.

Research and market analysis are aimed at identifying today's consumers of products, services and identifying potential ones. In this section, it is desirable to determine the priorities that guide the consumer when buying: quality, price, time and accuracy of delivery, after-sales service, etc.

It is necessary to segment the market, determine the size and capacity of markets for the company's products.

It is necessary to analyze how quickly products and services will establish themselves in the market and justify the possibility of its further expansion, as well as the main factors influencing this.

It is also very important to track and evaluate competitors. It is necessary to identify and analyze their strengths and weaknesses.

It is necessary to determine the possible volume of sales in physical and monetary terms.

developed by the Federal Fund for Small Business Support

General provisions

These requirements have been prepared by the FFPMI to assist small businesses in applying for funding.

Each project has its own elements of risk - production, marketing, financial or legal. FBPMF should assess potential risks before committing funds to a project, and understand how these risks can be mitigated and/or shared with other stakeholders.

The business plan is both a tool for attracting investments and the basis of intra-company planning. The sequence of drawing up and the principles for detailing a business plan for different companies and projects do not coincide. When drawing up a business plan, it must be taken into account that this is always an iterative process, which involves making changes based on newly received information and applying various scenarios. At the same time, there is an internal logic to the structure of a business plan and generally accepted principles for its development.

The Fund will consider business plans written in a different form (subject to coverage of all key issues). The form of presentation of the business plan will largely depend on those issues that are most significant for the enterprise and the need to attract funds from foreign companies, funds and other creditors; in the latter case, compliance with generally accepted international business practice requirements is required.

Following the requirements of the scenario approach, it makes sense to develop several alternative forecasts for changing the value of the initial data corresponding to the pessimistic and optimistic options for the development of the project.

It is also recommended to draw up the financial part of business plans using the Project Expert software product from the PRO-INVEST CONSULTING company, or the Alt-Invest packages from the Alt company, ANALYTIC from the INEC company. (It should be noted that the use of these or other software products in itself does not guarantee the preparation of a business plan at a qualitative level, and the FFPMP reserves the right to request additional information or insist on finalizing the submitted documents).

STRUCTURE OF THE BUSINESS PLAN

1. REVIEW SECTION (SUMMARY) )

The executive summary is a brief overview of the business plan.

The resume should include the following information:

Name of the project;

Characteristics of the organization applying for the funds:

Name Legal form Form of ownership Average headcount Authorized capital Turnover for the last year Exact postal address, phone number Bank details (including ruble, currency, deposit accounts) Surname, name, patronymic, age and qualifications of the project manager.

Description of the project, highlighting whether it is a start from scratch or an expansion of an existing business;

Description of the enterprise, its specific features, main stages in its development;

Brief information about the qualifications of management personnel, what features, in relation to this project, management personnel have, what are the shares of participation of management personnel in the capital of the enterprise;

Description of the situation in the market (domestic and foreign) and in the industry;

The advantage of the company's products or services, the company's own resources and its current financial condition;

Long-term and short-term goals of the project, what growth can be expected, what income is expected to be received, for what period of time;

Tactical plan, a summary of how the goals will be achieved;

The degree of coordination of the project with federal, regional and sectoral priorities;

The need for investments, the directions of their use, the proposed sources of financing, how they will be returned (repaid) to investors;

If the applicant is an individual, then the investor must know what property he owns;

Availability of licenses, certificates, permits, etc.;

Key economic performance indicators of the project;

Possible risks and insurance system.

If it is necessary (possible) to attract foreign investors, the summary is compiled both in Russian and in English. The summary also reflects the degree of confidentiality of the information contained in the business plan.

2. DESCRIPTION OF THE ENTERPRISE

In this section, it is necessary to characterize the enterprise, paying attention to its differences from other companies present on the market:

Goals and objectives for the near future and for the future;

List of main owners, the role of each of them in the foundation and activities of the enterprise;

Events that influenced the development of the enterprise;

Financing of the enterprise in the past and at the present time;

Organizational structure and staffing;

Trends in the sale of products (services) in the near future and in the future;

The main achievements of the enterprise;

Indicators of the financial performance of the enterprise for the last three years;

What are the advantages of the enterprise;

What customer needs does the company provide?

The volume of the market for products or services provided by the enterprise;

What is the company's market share and what are the trends;

seasonality;

How to increase the company's market share;

Know-how used;

Territorial location of clients;

Main competitors and their strengths;

Technology level;

Cost analysis;

What problems does the company face?

Analysis of the strengths and weaknesses of the enterprise (quality of products and services, sales opportunities, level of production costs, qualifications, experience of personnel, level of technology, conditions for the supply of materials or components, level of management).

Geographic location of the enterprise;

Nearest transport routes.

3. DESCRIPTION OF PRODUCTS (SERVICES)

This section provides a detailed description of the products or services produced by the enterprise, compares it with competitors' products, and analyzes production development plans.

Product Feature:

The functional purpose of the product, for what purposes it is intended;

Examples of product use;

Cost depending on production volumes;

Manufacturability;

Versatility;

Compliance of products with accepted standards;

What stage is the product currently in (idea, working draft, prototype, serial production, etc.);

Quality control requirements;

User training requirements;

Requirements for warranty and post-warranty service;

Are there opportunities for further development of the product;

Patent and license protection.

Analysis of competitors' products available on the market:

Description of functional and consumer properties of competing products;

Why are competitors' products in demand?

Competitor pricing principles;

Sales promotion methods used by competitors.

Research and development:

Objectives and description of planned R&D;

Existing technological risks;

The technological state of competitors, the possibility of their technological achievements to influence or influence the future activities of the enterprise;

Description of the concept of product development for the next generations. Financing:

Adopted pricing concept;

Optimal order sizes and forms of payment;

Conditions for the acquisition of raw materials, materials and components;

Inventory level;

Industrial cooperation.

4. MARKET ANALYSIS

This section should show that the product or service has a market, as well as the ability of the enterprise to succeed in this market; it is necessary to show the costs associated with entering the market and the possible risks.

Market characteristic:

Market size (region, RF, CIS, world market);

The level and trends of market development;

Dynamics of prices in the market for the last 5 years;

Specific features of the market, for example, difficulties in accessing market operations;

Independent forecasts regarding the development of the market in the future;

Estimated market share that the company's products will occupy;

Plans for overseas markets; export potential;

Special targets in the market.

Characteristics of product consumers:

Type of consumer (buyers, manufacturers, individual independent consumers, etc.);

Their geographical location;

Their opinion about products.

Market promotion strategy:

Calculation and justification of the price. price policy;

Distribution system (sales) at present and in the future;

Sales promotion;

Service and warranty service;

Public relations.

Characteristics of competitors:

List of enterprises - main competitors;

Their strengths and weaknesses;

their financial situation;

Technology level;

Share in the market turnover;

Marketing strategies used by competitors;

Possible reaction of competitors.

5. PRODUCTION PLAN

This section should detail the way in which the entity plans to efficiently produce the product or service and deliver it to the customer. It is necessary to reflect all stages of the preparatory period in the calendar plan (network diagram). The calendar plan for the execution of work within the framework of the project should include a forecast of the timing of actions (measures) and the need for financial resources for its implementation.

The description of the technological process should reflect:

Provision of raw materials, equipment, components, energy;

The need and conditions for the acquisition of technological and other equipment;

The need for land plots, buildings and structures, communications;

The need and conditions for the supply of raw materials, materials, components, production services, quality control and delivery discipline;

Requirements for energy sources and their availability;

Requirements for the preparation of production;

Opportunities to improve production technology;

Requirements for quality control at all stages of production. Requirements for qualifications and availability of the necessary personnel:

Administrative staff;

Engineering and technical personnel;

Production personnel;

Terms of payment and incentives;

Working conditions;

Structure and composition of divisions;

Training;

Expected changes in the personnel structure as the enterprise develops.

6. SALES PLAN

The sales plan should reflect the company's sales strategy in different time periods and show:

product price;

Methods of pricing and establishing a warranty period;

Scheme for the sale of products (in advance, on credit, for export);

Sizes of discounts;

time to sell;

Inventory level;

Percentage of losses;

Terms of payment (in fact, with prepayment, on credit);

Payment delay time.

7. FINANCIAL PLAN

This section of the business plan should provide an opportunity to evaluate the project's ability to generate sufficient cash flow to service the debt (or pay dividends when it comes to investments).

The need for financial resources, the proposed sources and financing schemes, the responsibilities of the borrowers and the system of guarantees should be described in detail. Particular importance should be given to describing the current and projected state of the economic environment. Factors that are difficult to predict, their alternative values ​​for various scenarios should be reflected.

A clear breakdown of project costs and use of funds is required.

The terms of all other loans related to the project or already on the balance sheet should be described. It is necessary to clearly show how and by whom (the enterprise itself or an independent contractor) the cost estimate was prepared; the expected degree of clarity of the estimate. The conditions, estimates and assumptions based on which the financial results of the project were calculated should be described.

It is necessary to reflect (monthly, quarterly, yearly):

Change in the exchange rate of the ruble against the dollar;

List and rates of taxes;

Ruble inflation (a different percentage is possible, depending on the object);

Formation of capital at the expense of own funds, loans for the issue of shares, etc.

The procedure for paying loans, interest on them, etc.

Typically, the financial section of a business plan is represented by three main documents:

Profit and loss statement (shows the operating activities of the enterprise by periods);

Cash flow plan (Cash-Flo);

Balance sheet (financial condition of the enterprise at a certain point in time).

If necessary, a schedule of repayment of loans and payment of interest can be presented; information on working capital indicating changes and assumptions during the loan term; anticipated tax payment schedule.

In addition to this, calculations of the main indicators of solvency and liquidity, as well as projected indicators of the project's effectiveness, are attached.

The timing of the forecasts should match (at least) the timing of the loan/investment requested by the project.

Project performance indicators

Net present value (NPV); other names: net present value, net present value. Net Present Value (NPV). Yield Index (ID); other names: profitability index, Profitabily Index (PI) Internal rate of return (IRR); other names: internal rate of return, return on investment, Internal Rate of Return (IRR). Discounted payback period (PBP) months

Indicators of various types of efficiency refer to different economic entities:

Indicators of social efficiency - to society as a whole; indicators of the commercial effectiveness of the project - to a real or abstract legal or natural person who implements the project entirely at his own expense; performance indicators of the enterprise's participation in the project - to this enterprise; indicators of the effectiveness of investing in the shares of the enterprise - to the shareholders of enterprises - participants in the project; performance indicators for higher-level structures - to these structures; indicators of budgetary efficiency - to the budgets of all levels.

To assess the effectiveness of the IP, the following main indicators are used, determined on the basis of the cash flows of the project and its participant: net income, net present value, internal rate of return, need for additional financing, cost and investment profitability indices, payback period.

clean income (NP; Net value - NV ) called the cumulative effect (cash flow balance) for the billing period:

where F t - effect (balance) of cash flow on t-m step, and the amount applies to all steps in the billing period.

The most important indicator of project effectiveness is net present value(NPV; integral effect; Net present value - NPV ) - accumulated discounted effect for the billing period. NPV depends on the discount rate E and is calculated by the formula:

where a t- discount coefficient.

RR and NPV characterize the excess of total cash receipts over total costs for a given project, respectively, without taking into account and taking into account the unequal value of their time difference. Their difference (BH - NPV), which is usually positive, is often called project discount, but it should not be confused with the discount rate.

For the project to be considered effective, from an investor's point of view, it is necessary that his NPV was positive; when comparing alternative projects, preference should be given to a project with a higher NPV (provided that it is positive).

The next indicator arises when the NPV of the project is considered as a function of the discount rate E.

internal rate of return (IRR, internal discount rate; internal rate of return; Internal rate of return - IRR ) usually called such a positive number E", that at the discount rate E \u003d E " The net present value of the project goes to 0.

The disadvantage of GNI defined in this way is that the NPV(E) equation = 0 does not necessarily have one positive root. It may have no roots at all, or it may have several positive roots. Then there is no internal rate of return.

In order to avoid these difficulties, it is better to define GNI differently:

GNI is a positive number E" such that NPV:

GNI thus defined, if it exists, is always unique.

To assess the effectiveness of the project, the value of IRR must be compared with the discount rate E. Projects with GNI > E, have a positive NPV and are therefore effective, those with GNI< E, have a negative NPV and therefore are ineffective.

payback period("simple" payback period; payback period ) is the duration of the shortest period after which the current net income in current or deflated prices becomes and then remains non-negative.

The payback period in accordance with the task for calculating the efficiency can be calculated either from the base point in time, or from the start of the investment, or from the moment the fixed assets of the enterprise being created are put into operation. When evaluating the effectiveness, it usually acts only as a limitation.

Payback period including discounting is the duration of the shortest period after which the current net present value becomes and then remains non-negative.

Need for Additional Financing (PF)- the maximum value of the absolute value of the negative accumulated balance from investment and operating activities. This indicator reflects the minimum amount of external financing of the project required to ensure its financial feasibility. Therefore, PF is also called risk capital.

The need for additional financing, taking into account the discount (DFT)- the maximum value of the absolute value of the negative accumulated discounted balance from investment and operating activities (see below). The value of the DFT shows the minimum discounted amount of external financing of the project required to ensure its financial feasibility.

Yield Indices ( profitability indexes ) characterize the (relative) "return of the project" on the funds invested in it. They can be calculated for both discounted and undiscounted cash flows. When evaluating effectiveness, the following are often used:

When calculating the ID and IDC, either all capital investments for the billing period, including investments in the replacement of retired fixed assets, or only initial investments made before the enterprise is put into operation (the corresponding indicators will, of course, have different values) can be taken into account.

Indices of return on costs and investments exceed 1 if the NH for this flow is positive. Discounted cost and investment return indices are greater than 1 if the NPV for that stream is positive.

Necessary conditions for the effectiveness of investment projects.

For a project to be considered effective, one of the following conditions must be met:

NPV>0. GNI > E provided that the IRR of this project exists. ID>1.0. Payback period, taking into account discounting Тd< T.

Moreover, if condition 2 is met, the remaining conditions will also be met, but if any of the conditions 1, 3, 4 are met, then other of these conditions will be met (although the IRR of the project may not exist).

Calculations of project performance indicators.

Discounting is used to bring multi-temporal economic indicators to any one point in time; usually at the beginning.

The amount of receipts (II(t)), used in the process of calculations according to the CASH-FLO criteria, is formed by summing up the following items:

Proceeds from the sale of products (services) Proceeds from other activities Proceeds from the sale of assets Income from bank deposits

The amount of payments (0(t)), is formed in a similar way and includes:

Direct production costs other than depreciation Payroll costs Payments for other activities General costs Taxes Costs of acquiring assets Other non-capitalized costs of the lead-up period Interest payments on loans Bank deposits

The difference between the inflow and outflow of cash in each period (t) is called flow of real money F( t ) or Cash Flo ( Cash flow ) . The values ​​of II(t) and O(t) for each month are divided by the corresponding discount coefficient Emes:

where Yegod is the annual discount rate in %.

Discounted P(t) ( D P I ( t )) and 0(t) ( D O( t )) for a specific period (month) are calculated by the formulas:

where t is the ordinal number of the month of the project.

Net present value (NPV) is defined as the sum of current effects for the entire calculation period, reduced to the initial step, or as the excess of integral results over integral costs.

The value of NPV for a constant discount rate is calculated by the formula:

where DПt - discounted receipts received at the t-th calculation step,

DOt - discounted costs incurred at the same step

Effect achieved at the t-th step:

If the NPV of the project is positive, the project is efficient (at a given discount rate). The higher the NPV, the more efficient the project.

Yield Index (ID) is the ratio of the sum of the reduced effects to the amount of capital investment. If ID > 1, the project is effective if ID< 1 - неэффективен.

where DIIt - discounted receipts received at the t-th calculation step,

DOt - costs incurred at the same step

T - calculation horizon (number of forecasts)

Internal rate of return (IRR) represents the discount rate (Evn) at which the magnitude of the reduced effects is equal to the reduced capital investment. The IRR obtained in the process of calculating is compared with the required rate of return on capital required by the investor. It must be greater than in the case of a risk-free investment of capital.

Payback period- the minimum time interval beyond which the integral effect becomes and then remains non-negative. Otherwise, this is the period (in months, quarters, years), starting from which the investments and costs associated with the investment project are covered by the total results of its implementation.

The payback period, taking into account discounting, is calculated subject to the equality:

Discount rate usually taken at the level of returns that can be received as a result of a practically risk-free investment of capital.

8. PROJECT SENSITIVITY ANALYSIS

It is necessary to analyze the stability of the project to possible changes both in the economic situation as a whole (changes in the structure and rates of inflation, increase in delays in payments), and internal indicators of the project (changes in sales volumes, product prices).

The degree of stability of the project in relation to possible changes in the conditions of implementation can be characterized by indicators of break-even boundaries (limit levels) of production volumes, prices of manufactured products and other parameters. These and similar indicators essentially correspond to scenarios that provide for a corresponding decrease in sales volumes, prices of products sold, etc., but they are not indicators of the effectiveness of the project itself. Break-even line (marginal level) project parameter for a certain step of the calculation period is defined as such a coefficient to the value of the parameter, when applying which the net profit of the participant at this step becomes zero.

Most often, the break-even limit is determined for the volume of production. It is calculated only during the period of operation of the enterprise and is called break-even level (break-even points, break - even point ). break even is the ratio of the "break-even" sales volume (i.e., the volume that corresponds to zero profit and zero losses) at some step t to the project. When determining this indicator, it is assumed that the total current costs of production at the step t can be divided into conditionally permanent independent of the volume of production, and conditional variables, varying in direct proportion to the volume of production.

The break-even level can also be determined for the price of products, or, for example, for the price of the main raw material used in production.

9. ENVIRONMENTAL AND REGULATORY INFORMATION

The business plan should contain sufficient information regarding the environmental aspects of the project to be able to assess its environmental impacts, including:

Location of project objects; the use of land allocated for the object in the past and at present; a description of the construction work or physical changes associated with the project; proposed environmental mitigation or improvement measures; statement of distribution of duties in case of any pollution and/or responsibility for it; fines for environmental pollution; any company statements about its environmental policy.

A description of the national, regional, and local environmental, health, and safety requirements that apply to the project should be provided.

The investor must evaluate the regulatory framework for the implementation of the proposed project. The following aspects need to be highlighted:

What government licenses or permits will be required to carry out the project; how the enterprise intends to receive them and how long it will take; what is the nature of import tariffs and quotas; presence of restrictions on imports in markets abroad; structure of utility tariffs; specific aspects of pricing.

APPS

Annexes include documents that can serve as confirmation or a more detailed explanation of the information presented in the business plan. The mandatory ones include the following:

Biographies of the leaders of the enterprise or project, confirming their competence and work experience; marketing research results; auditors' conclusions (including the analytical part); detailed product specifications; letters of guarantee or contracts with suppliers and consumers of products; lease agreements, lease agreements, license agreements; conclusions of state supervision services on environmental and safety issues, sanitary and epidemiological services; articles from magazines and newspapers about the activities of the enterprise; reviews of reputable organizations.

It is also possible to provide as an annex to the business plan:

Photos or video of product samples; copies of copyright certificates, patents; enterprise plan; certificates (TU, etc.) for products.

To draw up a business plan or not is the right of every founder of his business. But if the question concerns organizational issues, which include attracting financial resources from outside to promote and develop the enterprise, then business planning comes first. There are certain requirements for a business plan, compliance with which is mandatory for all participants in business activities.

Main criteria

General requirements for a business plan must be taken into account for the correct preparation of the document. This is important because the business plan is the first source that potential investors will look at. After reading the plan, an impression should be created about the company as the most profitable way to invest money. This approach does not mean that you need to write too catchy phrases or overpraise your own business.

The structure of the plan must properly focus attention and at the same time remain unobtrusive.

General requirements for a business plan include the following:

1. For ease of perception, the content should not exceed 40-50 pages.
2. The plan should contain more specific facts and figures, all secondary or background information should go as additions.
3. Resume preparation. This is where any business plan begins, it is the summary that investors read first. It should leave an impression and at the same time have a volume of no more than a page.
4. The text should be presented in a clear and accessible language. The requirements for developing a business plan allow for the use of different terminology, but the terms must be common and understandable.
5. The business plan should be based on realistic data and have an honest analysis. It is not allowed to include assumptions and possible forecasts in the text if they cannot be confirmed by calculations.
6. All risks that may arise in the course of work should be described in the text.
7. The plan should contain a description of the strategies, the use of which will be aimed at the long-term development of the business.

If all the requirements for the preparation of a business plan are met, then it will not be difficult to achieve the desired result.

Terms of preparation

The preparation of a business plan should have a clear time frame. You should not stretch the writing of the project for a long period, since economic conditions change quite quickly and you can simply not have time to take them into account, or the calculations already made will have to be done again, which will further delay the time.

If the collection of data for the plan takes a fairly long period, then amendments or changes to the project can be envisaged, or additions will act as appendices. It is important to consider the preparation time for investment projects, as sometimes a slight hitch in work can lead to the loss of an investor. Therefore, it is better to decide in advance on how long the preparation of the project will take and leave a spare period in case of unforeseen situations.

Document structure

Observing the requirements for the design of a business plan, do not forget about the correct preparation of its structure, which includes:

Requirements for the development of a business plan in each case may vary depending on the specifics associated with the work of enterprises. Each section of the business plan should be given due attention and try not to miss important points.

Requirements for a business plan that you should pay special attention to:

Depending on the type of project and its size, additional standards may apply. But the criteria listed above are mandatory.

If you correctly take into account all the requirements for a business project, then this will allow you to effectively spend available resources, bring the company to a higher level of income and attract new investors who are ready to invest even more money in the development of the enterprise. A well-written business plan in some cases can help you get a loan on more favorable terms.

Business from scratch. How to Write a Business Plan: Video

Business planning can be safely called the basis of the entire organizational process, as well as a tool that allows you to attract third-party financial resources for the development of an enterprise. At the same time, the requirements for the business plan are quite strict and unambiguous, and compliance with them allows us to give a real assessment of the expected effectiveness of the company's economic growth.

General Criteria

The document that we propose to consider is especially important if your goal is to attract foreign investors. The reason for most failures is often an illiterate plan.

To begin with, it will be important to highlight the general requirements for a business plan, which must be followed when forming your document:

• the design should be attractive, but not too conspicuous. After all, the project of your business is the first thing a potential lender learns about you, and therefore it is necessary to adhere to the image;
• the level of detail depends entirely on your goals. At the same time, we must not forget that the project should not contain unnecessary details, but there should be structuredness, brevity and clarity of thought. The optimal volume is 40 pages. If necessary, the document can be enlarged to 80 pages or reduced to 30;
• it is better not to include any background and secondary information in the plan. If its presence is still necessary, it is better to put it in applications, the scope of which is not limited. Moreover, be prepared for the fact that the investor will still ask for additional information, and therefore it is better to be prepared for this;
• do not forget about the language and style of presentation - it should be understandable and accessible to the reader. Your text should not be replete with terms unknown to anyone. The meaning of the foregoing should be clear to any reader, and not just specialists in this field. Stick to a concise persuasive style;
• requirements for a business plan include the use of tables, graphs, diagrams. Do not forget that information presented in numbers is remembered much better;
• the analysis itself must be based on reliable data. All forecasts and your assumptions must be confirmed with references to sources of information;
• do not neglect the discussion of risks. It is better if you initiate it yourself than independent experts brought in from outside;
• the plan should be as comprehensive as possible, give the lender a complete picture of how much you are asking for, what you will spend it on, and what he personally will receive from all this.

Another important point: investors prefer to get acquainted with the summary of the project, which should fit on two or three pages and contain the main theses.

Do not forget to take into account the individual requirements for a business plan that a particular investor puts forward in the process of drawing up a document. And lastly, the number of multiplied copies should be sufficient. Therefore, do not forget to ask how many people will consider your project.

Time frame

Even at the initial stage, it is necessary to set a deadline by which your document will be ready. This procedure is especially important if we take into account the rate of change in economic conditions, and, accordingly, the indicators that you will cite in the calculation part. Too long procedure will lead to the fact that your information will simply become irrelevant.

It is easy to assume that data collection can take quite a long period, and therefore the process should not be equal to infinity. It is especially important to take this into account when drawing up investment projects.

It would be better if you leave a spare time corridor for writing a project, because, as practice shows, the preparation of this document is always delayed.

Document structure

The next thing to consider is the business plan requirements. It begins with the title page, on which it is necessary to indicate information of the following order:

1. Name.
2. Author, his contacts.
3. Type of ownership.
4. The cost of the project, including the amount of investments in it.
5. Number of planned jobs.
6. The number of jobs that are planned to be filled through the employment center.
7. Year, city and region of compilation.

This is followed by a table of contents, as required by the requirements for a business plan. It must specify all sections and pages on which they are located.

The plan structure contains:

1. Summary.
2. Description of the product or service.
3. Market research and analysis.
4. Marketing plan.
5. Organizational plan.
6. Production plan.
7. Taxes.
8. Finance.
9. Risks.
10. Appendix.

Each section requires a careful approach, and therefore it will be useful to consider what exactly you will have to cover.

Product or service

Here you need to state the essence of your business, more precisely, what goals you set for yourself and how you are going to achieve them. In addition, interested parties will be interested to know the following nuances:

• scope, product characteristics, safety requirements, environmental friendliness, the need to obtain a license;
• terms of delivery, operation, maintenance, repair, disposal;
• useful effect;
• price;
• implementation methods;
• weaknesses and advantages.

Market analysis

The requirements for developing a business plan in this part are usually the most difficult to comply with. To begin with, it will be necessary to state who exactly will become the consumer, how many products will be sold every month during the entire period under study.

For such calculations, you will need to study the potential of the market as a whole to buy the product or service you offer. At the end of this section, the investor should see the approximate number of buyers and sales volume.

Marketing, organizational and production plan

Each of these sections covers its own area of ​​activity. Briefly, this can be represented as follows:

• marketing plan - what exactly are you going to do to achieve the result;
• organization plan - business registration, employees, bank accounts, salaries;
• production - description of the technological process.

The general requirements for a business plan are to provide a detailed description of the financial investments, costs and net profit that can be obtained as a result of the implementation of your project.

Be sure to specify which tax system will apply to you.

At the end, be sure to list all the risks that you may have to face, as well as ways to overcome them. The document ends with applications in which you can attach photos of premises, finished products and other materials that can confirm the accuracy of your information and the seriousness of your intentions.

Business from scratch. How to Write a Business Plan: Video