The structure of the business plan of an enterprise follows from its purpose as a document in which, according to a certain scheme, the results of the conducted pre-investment studies are systematized.

An enterprise business plan may include the following sections.

1. Summary.

3. Analysis of the market industry.

4. Assessment of competition.

5. Marketing plan.

6. Forecast of sales of products.

7. Financial plan and performance indicators of the project.

8. Risk analysis.

The business plan begins with a title page, which indicates: the name of the enterprise - the initiator of the project, its name, as well as the authors of the project, the time and place of preparation of the business plan.

The summary is a summary of the essence of the investment project. It should be short (1-2 pages) and contain a description of the key points that should allow decision-makers to form their attitude towards the proposed project. A resume is a kind of conclusion of a business plan and is drawn up at the end of its writing.

2. Characteristics of the project and description of the goods.

In this section, it is necessary to give a brief meaningful description of the consumer properties of the products offered by the enterprise, as well as the results of a comparative analysis with analogues on the market.

Product name and specification;

Functional purpose and scope (for which consumers the products are intended);

Main technical, aesthetic and other characteristics of the product;

Indicators of manufacturability and versatility of products;

Compliance with standards and regulations;

Cost characteristic;

Product development stage (idea, draft design, detailed design, prototype, pilot batch, mass production);

Product requirements (quality control, user training, service);

Opportunities for further product development;

Terms of delivery of products;

Product advantages over analogues;

Export capabilities of products.

You can also describe the business itself. The description of the enterprise is aimed at forming a clear idea of ​​the enterprise as an investment object or a possible partner in the implementation of an investment project among those who make investment decisions.

The description of the enterprise should include the following data:

The name of the company and its organizational and legal form;

Legal and postal address;

Organizational structure of the enterprise;

Brief economic, geographical and historical information (location of the enterprise, date of formation, initial goals of the enterprise and information about the development over the past time).

3. Industry and market analysis.

Insufficient analysis of the market and potential consumers, their tastes, demands, financial opportunities, etc. is one of the most common reasons for business failure.

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

Market segmentation is the selection of separate parts (segments) of the market, which differ from each other in the characteristics of the demand for the product.

Market size - the territory in which the sale of goods takes place over a certain period of time.

Market capacity - the volume of goods sold on the market during a certain period of time.

Market share is the share of the company's products in the total sales volume in a given market.

This section lists all existing product orders for the first and last years of the planning period.

It is required to conduct an analysis, determining how long the product can establish itself in the market and what factors will affect the expansion of the market (prospects for the development of the industry, region, competition, etc.). Here it is very important to highlight the strengths and weaknesses of your own and your competitors, to assess the competitiveness of the products.

This can serve as a baseline for determining the volume of sales and assessing possible risks.

If it is difficult to conduct reliable market research, or they are quite expensive and not affordable for a beginner entrepreneur, you can make a trial batch of goods, the sale of which will provide valuable information about the market, especially if the entrepreneur himself is directly involved in the sale of goods or the provision of services.

In this case, it is advisable for an entrepreneur to pay attention to the following:

How often and willingly buyers purchase his product or

contact his firm for services;

Who exactly buys his product or turns to him for services, what

just attracted;

How long did it take to sell the entire batch of goods or

rendering one service;

How buyers react to the price of his product. You can play with the price of a product and see if a decrease in price will affect the speed of sale and increase the number of consumers.

Thus, from a trial sale it is necessary to get as much information as possible. It is useful to ask consumers what changes they would make to the appearance, quality parameters, packaging, and the provision of services. At the same time, it is not necessary to strive to satisfy the interests and needs of all consumers at once. It is necessary to target a product or service to a certain group of buyers, to their needs and tastes, to direct the improvement of products and services, to win a certain niche in the market for a given product (service) and try to keep it.

4. Assessment of competition

The fourth section of the business plan is devoted to competitor analysis. It must answer the following questions:

Who is the competitor today, and in what state is his business: stable, on the rise or on the decline?

What are the differences between this product (service) and similar products (services) of competitors?

What are, at least in general terms, the chances and opportunities for new competitors to emerge?

In what way is it expected to surpass them?

The purpose of this section is to facilitate the selection of suitable competitive tactics and to warn your firm against other people's mistakes. Typical mistakes include trying to enter an oversaturated market. A detailed analysis of the actions of competitors can force a change in strategy and make adjustments to current activities in order to more successfully resist their rivals. Moreover, such an analysis must be carried out constantly, if only because the markets are in constant change, and someone's successful debut attracts new competitors.

It is necessary to focus on those aspects of activities where there is a certain advantage over competitors (high quality products and services, experienced personnel), try to compare their merits with the vulnerable moments in the opponent's activities (of course, provided that they are known).

5. Marketing plan.

This section provides an assessment of the market opportunities of the enterprise. The volume of sales of products (services) of an industrial enterprise from the point of view of forecasting is the most important and difficult, since the study of the existing market and the formation of the level and structure of demand for products determines the results of the implementation of the investment project.

Market research results are also the basis for the development of a long-term strategy and current policy of the enterprise and determine its needs for material, human and financial resources.

The section consists of several parts.

The first part involves a description of the existing market situation: market structure, competition between other suppliers of similar products or its replacement products, price elasticity of demand, market response to socio-economic processes, product distribution channels, consumption growth rates, etc.

In the second part of the section, it is necessary to describe the existing competition in the market:

Type of competition (for assortment, service or market segment) - existing competition, market share, potential competition (the time of the “window of opportunity” existence before new competition arises as a result of the emergence of a new competitor);

Competitive advantages (strengths of the company) - the ability to meet market needs, market penetration, reputation of the company, financial stability, leading employees of the company;

The importance of the intended market for the competitiveness of the enterprise;

Obstacles to market penetration (cost, time, technology, lead workers, conservatism of buyers, existing patents and trademarks);

Legislative constraints (statutory requirements of potential buyers and the government - ways of meeting requirements, time required for this, costs associated with meeting requirements) and projected changes in legislative requirements;

Market success factors (best satisfaction of needs, efficiency of product or service delivery, recruitment, geographic location).

In the third part of the section, it is necessary to present the results of the analysis of the competitive qualities of the company's products (services), which have a significant impact on the development of the price and sales marketing strategy and are used in the formation of the production plan. The analysis of the competitiveness of products is carried out, as a rule, in terms of consumer qualities and cost indicators in accordance with generally accepted methods in Russia. Comparison of products with existing analogues determines its place among them. At this stage, the product price can be determined as a first approximation. This part of the section can be given in the description of the product.

6. Forecast of sales of products.

The main elements in product promotion are as follows:

1. Scheme of distribution of goods: independently, through wholesale organizations, shops, etc.

2. Pricing: how to determine the price of a product (service), what is the level of expected profit, within what limits it is possible to reduce the price so that it makes it possible to recoup costs and obtain sufficient profit.

4. Methods of stimulating consumers: how and how to attract new customers - to expand sales areas, increase production, improve a product (service), provide guarantees or additional services to customers, etc.

5. Formation and maintenance of a good opinion: how and by what means it is possible to achieve a stable reputation for their products (services) and the company itself.

In large enterprises, sales forecasts are prepared by the departments responsible for market research under the direction and supervision of the chief marketing officer or the chief commercial officer. In small firms, the forecast is prepared by the sales manager, the commercial manager. Regardless of the title, “sales chief” must ensure that a reliable forecast is produced in a timely manner.

The length of the forecast period depends on the purpose and purpose of the forecast. Forecasts should be made in accordance with the needs of the enterprise, taking into account the products and production conditions. Forecasts for enterprises are divided into short-term, medium-term and long-term.

There are also certain methods for forecasting product sales. In practice, the following methods of forecasting sales are most widely used.

The opinion of the group of leaders. In small businesses, the marketing manager prepares a general estimate of future sales. The management team then discusses and evaluates the forecast. They may suggest revising the forecast.

A combination of opinions from salespeople. This method uses a combination of ratings from individual salespeople and sales executives. Salespeople prepare estimates that are reviewed and summarized by their managers. The summarized scores are presented to the head of marketing. The marketing manager prepares a consolidated forecast based on the reports from the sales force. He can present his preliminary forecast to other managers of the enterprise for further refinement.

Past turnover. This method uses historical sales data as the basis for predicting probable future sales. The one who makes the forecast assumes that the turnover of the next year will differ from the current one in the same way as the turnover of the current year differs from the last year:

Next year's turnover =.

Analysis of trends and cycles. Forecasting using trend and cycle analysis examines several key factors. These are, first of all, long-term tendencies of the firm's growth, cyclical fluctuations in business activity, seasonal changes in the company's sales and the possible irregular effects of strikes, technical changes and the emergence of new competitors. Based on the study of the influence of these factors, quantitative estimates are given, diagrams or graphs are prepared that characterize the indicators of future sales. This method requires the selection and processing of statistical data, the use of statistical methods.

Mathematical models. This method is based on the use of regression, structural and simulation models. Using this method, attempts are made to identify the symptoms in the economy and the characteristics of the enterprise's activities related to the likely future sales volume. Forecasts are based on estimates of the impact of factors identified in this way.

The projected sales target may depend on various explicit and implicit factors. These can be factors such as the size, income of the population, the level of prices in the region, uneven distribution of income, the number of stores selling goods, and the intensity of advertising. For example, if a company sells petroleum products through a network of stations, then among the factors of sales growth is an increase in the registration of cars in the region. However, it is necessary to objectively identify and assess this impact.

This is the most modern and accurate method. But its application in unstable conditions, when the nature of interconnections in the economy is changing, can be misleading.

The market for products in a given industry and your market share. This method consists in making a sales forecast for the entire industry, and then estimating the market share that the company can get. If industry forecasts are available to the enterprise, this method can simplify the preparation of sales forecasts.

Analysis of the assortment of goods. Many businesses produce a variety of products for marketing to businesses in only one or a few industries. Therefore, they have to make a forecast for each product. They then aggregate forecasts for individual products to arrive at an overall total for the entire production. To simplify this process, a company with a large product range groups similar products into groups.

In practice, in most cases, the use of different methods is combined.

7. Financial plan

This section of the business plan substantiates the main performance indicators of the project.

This section of the business plan is final and is calculated based on the results of the forecast of production and sales of products. When developing a financial plan, the characteristics and conditions of the environment in which the investment project is supposed to be implemented should be taken into account:

· Tax environment (list of types of taxes, tax rates and timing of their payment, tendencies of change);

· Change in the rate of currencies at which the project is calculated;

· Differentiated inflationary characteristics of the environment;

Start date and time of project implementation,

· Horizon of the project calculation.

The methodological foundations of financial planning and determining the effectiveness of an investment project, as well as the stages of building a financial plan, are widely known.

The financial plan includes three documents: the Profit and Loss Statement, the Balance Plan and the Cash Flow Statement.

The profit and loss statement reflects the operating activities of the enterprise in the current period of the project. With the help of this report, you can determine the amount of profit received by the company in a certain period of time.

The balance sheet reflects the financial condition of the enterprise at the end of the calculated period of time, from the analysis of which it is possible to conclude about the growth of assets and the stability of the financial position of the enterprise implementing the project in a specific period of time.

The cash flow statement shows the formation and outflow of cash, as well as the company's cash balances in dynamics from period to period.

The most common forms of financing investment projects:

Equity investment - deposits of funds through the purchase of shares.

Budgetary - carried out directly through investment programs through direct subsidies.

Leasing is a method of financing investments based on long-term lease of property while retaining title to the lessor.

Debt financing - through bank loans and debt obligations of legal entities and individuals.

5. Mortgage - a type of real estate pledge for the purpose of obtaining a cash loan.

8. Analysis of project risks.

The problem of risk and income in the production and financial activities of the enterprise is one of the main ones. For an industrial enterprise, risk means the likelihood of an unfavorable event that may lead to the loss of part of its resources, loss of income or the emergence of additional costs as a result of production and financial activities.

At a minimum, the following types of risks should be considered:

Production related to various violations in

the production process or the process of supplying raw materials, materials and components;

Commercial related to the sale of products on the market not in

in full;

Financial risks caused by inflationary processes,

non-payments, fluctuations in exchange rates, etc .;

Risks associated with force majeure that may

be caused by unforeseen circumstances (from a change in political course to natural disasters).

Perform qualitative and quantitative risk analysis. The first task is to determine the risk factors and stages of work, during the performance of which there is a risk. Quantitative analysis involves determining the size of the risk, which is more difficult.

What is the optimal structure for a business plan. What sections must be included in it and what is their content. We will give answers to these questions in the article, as well as give examples.

How to write a business plan simply and clearly and at the same time include all the information the investor needs? How to correctly structure data by sections of a business plan? How to fill each of the sections so that the information does not get mixed up in a heap of incomprehensible numbers and diagrams, but tells about your project step by step, section by section? Read on.

Optimal composition and structure of a business plan

There is no clearly defined structure of the business plan. It can change depending on whether you have a production project or a commercial, high-tech startup or an operating business in the service sector.

The most universal business plan structure was introduced in 1978 by the United Nations Industrial Development Organization (UNIDO). Since then, the spelling rules provided by the organization have been successfully applied by businesses, banks, government agencies and even entire countries.

According to UNIDO, a business plan should have 10 sections:

1. Summary.
2. Description of the industry and the company.
3. Product description.
4. Marketing plan.
5. Production plan.
6. Organizational plan.
7. Financial plan.
8. Project performance indicators.
9. Project risks and guarantees.
10. Applications.

What information should be filled in these sections? Let's consider further the structure of the business plan point by point.

Summary

The volume of a resume is usually no more than a page. And on this page you must fit all information about the market, about the project and its team, about the product. It is imperative to indicate in the resume the amount and conditions for attracting financing, key indicators of investment performance. For example, in this way:

To implement the project, borrowed funds in the amount of 12 million rubles are required

Discounted Project Payback Period (DPP) - 17 months

Investment Performance Ratio (ARR) - 223%

Net present value (NPV) - 283.68 million rubles.

Internal rate of return (IRR) - 89%

Return on Investment Index (PI) - 9

Borrowed funds are planned to be insured in JSC IC "ALLIANCE".

It goes without saying that pictures and graphs have no place in the resume, you will place them in other sections of the business plan. ...

A resume can be compared to an elevator pitch (literally "speech in an elevator") - the format of a presentation to an investor is no longer than one minute. Imagine that you jumped after the investor into the elevator, and you need to carry him away with your project until the elevator doors open and he goes about his business. A resume should produce approximately the same effect.

If it:

• uninteresting
• does not promise enough financial benefit,

Many practitioners recommend that you write your resume last. Because when, it is easier for you to formulate your idea in a concentrated manner, to draw conclusions.

Description of the industry and the company - the basis of the business plan

This section is the necessary base for the entire business plan. Indeed, without a target market, there is no need to create a project. And you must clearly show the investor that the project will find its consumer and be successful.

To write a good industry profile, you must start from two starting points:

1. The investor knows nothing about your market.
2. You know your market well.

Everything is clear with the first point. You need to describe the market as clearly as possible, its history, the current situation and prospects, competition and the position of your project on the market.

But with the second point, many have difficulties. Precisely because when deciding to create a new project, entrepreneurs usually do not know their industry well or have a very subjective concept about it, not based on research.

The easiest way to write a "Industry Description" section is to buy a market research market research, ready-made or to order. To attract large investments, this is the only right step, since the research results will be professional, objective, and, if I may say so, more correct. But it is clear that this method is also the most expensive. The research can cost from 30 to 120 thousand rubles, and not every entrepreneur is ready to invest that kind of money in preparing a business plan.

An alternative would be to conduct independent research based on information from open sources and personal experience. Here you will need to apply all your analytical skills, since information will need to be collected literally bit by bit from different sources.

In the "Industry Profile" you should talk about:

1. What market are you going to master.
2. Whether it is stand alone or a niche in a larger market.
3. Who is the target audience - end users or production. Social characteristics of the target audience.
4. What is the scale of the market (within a city, region, country, or international).
5. Its history for 3-5 previous years. What happened to demand, supply, capacity and competition, prices.
6. Are there any specific market factors such as seasonality, stage of the product's life cycle.
7. On the current market situation (capacity, saturation).
8. Give a forecast of the dynamics of capacity and saturation for the planning period (3-5 years).
9. Competition in the market and its forecast for the planning period.

If consumer preference studies are available, it is good to draw conclusions from them.

All information should be presented as objectively as possible and with links to authoritative sources, such as well-known consulting agencies, industry leaders, iconic personalities in the business environment. The presentation of information should look exactly like a story, with the logic of flowing some numbers into others, and not a general jumble of numbers and diagrams, from which no conclusions can be drawn.

In short, you should tell the story:

Market X was formed in such and such a year and since then such and such changes have occurred on it (here is a diagram and specific numbers).

Today, according to analysts Y, the market capacity is such and such. The market forecast for 3-5 years, again according to analysts' estimates, is such and such (again a diagram and specific numbers).

Competitors on the market such and such (give a short description and shares), our share is Z%

Our forecasts for the strengthening / weakening of competition are such and such, therefore the forecast for the market share by years is %%% (diagram)

As a result, having linked all the numbers together, you should get the sales figures by years, which you will use in the future in the sales plan. ...

A small hint: you can focus on the indicators of a similar project already implemented on the market, then it will be easier to build forecasts.

Description of the company (project) is not such a difficult task, because all the necessary information is at your fingertips. Here, too, you need to tell the investor a short story, defining the main milestones in the development of the company and, of course, presenting the victories won by the company. Separately, it is worth mentioning the key members of the project team, describing their competencies and positive experience in the industry and in business. ...

If you are writing a business plan for a startup, especially in an innovative industry, you may not have any baseline market data at all, and naturally no company history. Then limit yourself to general calculations for similar industries and your own (not unfounded) forecasts, and place special emphasis on the description of the team. Next, we will consider other important elements of the structure of a business plan and the content of its main sections.

Product description

In this section, you must convey three main messages to the investor:

1. What is your product.
2. Why is it valuable for the consumer.
3. Why is it better than competitors' products.

A product description can take up as much as half a page, if your project is not novel and technologically uncomplicated, or ten. The main thing is that you can explain to a potential investor who does not understand your business at all what you are going to do (produce).

It is good practice to support text with diagrams, simple drawings, and product images. In this way, you turn on the visual perception and keep the investor's attention on the business plan.

It is not enough to tell what you are going to do, you need to answer the question “why?”. A product that is not needed by the consumer will not be sold. And you will not receive funding for it. Therefore, try to prove as convincingly as possible that your project is necessary for the market. Among the arguments can be calculations from the previous section on unmet demand, social surveys, consumer preferences.

In the third part of the section, you need to clearly show why your product is better than the competition. In my experience, competitive analysis tables work best for this. For example (table 1).

Table 1... Competitor analysis

Manufacturer	NS	Y	Z	W	U	Q
Model
Market price
Installation power
Multi-fuel
Number of DG strokes
Auto cleaning
Fuel types	Solid-gas-diesel-fuel oil	Gas-diesel	Gas-diesel	Gas-diesel	Gas-diesel-fuel oil	Gas-diesel
Manufacturer

The presence of such a table in a business plan shows that you know your market, competitors' products, their advantages and disadvantages. When creating your product, you took into account the analogues existing on the market and made your product better in some way.

It is imperative to indicate significant parameters in such a table, such as price (!), Operating characteristics, quality. You can add additional parameters to the table: after-sales service, brand awareness, modern design. Indicate all the characteristics by which your product outperforms competitors, but also indicate significant disadvantages. Investors will find them anyway.

Marketing plan

This section is closely related to the Industry Description, because this is where your future sales figures are indicated. In the Marketing Plan, you must disclose step by step your actions to achieve these numbers.

A sales plan is another essential element of a business plan

First, you must detail what exactly, how and when you will be selling.

Total sales figures by year should be broken down:

• by products (or groups of products), the production cycle of which is different. For example, milk, dairy products, cheeses. Or software, technical support, development;
• by product quantity and price;
• by periods (forecast by months and years);
• by sales channels (wholesale, retail, e-commerce ...).

In fact, in this section, you should lay the foundation for the production plan, since after creating the sales plan, you will understand how much, what and when you will need to produce.

And it also begins with a sales plan, without which no business plan can do.

Sales channels

Second, you should describe how you will be selling.

Who will your buyers be? End users or dealers, or both? Wholesales are different from retail, e-commerce is not like a chain of offline stores. Each channel needs its own resources, its own rules, its own product price.

Only by describing each of the channels will you show that you understand your actions in the future and are ready to enter the market.

Advertising and promotion

We decided on sales and resources, but what about your promotion? You need to understand:

• how consumers learn about a new product,
• what positioning will it have,
• how will you create an information environment and will you,
• how you will form a positive image of the product and company,
• whether you will create a trademark.

All these questions should be answered in the advertising and promotion plan. A plus will be the presence of a budget for each of the tools, but you can also indicate the total amount that you plan to spend on advertising.

Dealer policy and service policy

These sections are optionally added to the business plan if your business involves dealing with dealers and after-sales services.

When you write about working with dealers, indicate a specific commercial offer with dealer's margin and terms of sale. Do not forget that all numbers must be in line with the sales plan.

Also describe the procedure for providing after-sales service realistically: what kind of after-sales service actions you intend to perform, on your own or with the help of partners, what will be the cost of after-sales service for the project.

Production plan

A key section for production projects, for projects without any production, you can skip it.

Your main task in this section is to explain reasonably why you chose this or that raw material, suppliers, equipment and technological process.

It is advisable to begin the section with a description of the manufacturing process of the product, providing it with a diagram, if possible. More detailed diagrams, drawings, descriptions can be given in the Appendices.

Then go to the description of raw materials and components required for production. It is good to supply the business plan with a list of specific suppliers from whom you will buy, and give in the Appendices an estimate of the consumption of raw materials with prices per unit of the product produced. Do not forget about the planning of warehouse stocks of raw materials, processing and finished products.

Next, you should write about the equipment used, its characteristics, and cost. Calculate the load on production lines and justify why you should purchase exactly so many means of production.

It is necessary to continue the production plan by calculating the required labor resources, describing the qualifications of workers and work schedules, and the payment system for work.

In conclusion, you must give reasons for the choice of the location of production facilities and the organization of labor.

At the time when the production plan is written, the financial model will also be almost ready, because the most difficult thing in creating a model is calculating the production costs by combining the sales plan and the estimated costs per unit of production.

Organizational plan

The purpose of the organizational plan is to provide the investor with the missing information on the organization of the business.

As a rule, these are:

• organizational structure of the company, the number of legal entities and their relationship, the structure of departments and workshops;
• a description of support and administrative departments such as finance, HR, project management, and so on;
• lease or purchase of office and production (retail, warehouse) space;
• staffing table and description of mechanisms of remuneration and motivation;
• development and research;
• a description of the tax burden on the business;
• import and export policies, where applicable;
• other.

All this information should not only be structured and reasonably presented, but also clothed in figures that should be reflected in the financial model.

Financial plan

The financial plan combines the three previous sections of the business plan and presents them in the form of financial calculations - Forecast of income and expenses, Cash flow of the project with the obligatory use of discounted cash flows, less often the Forecast balance.

All flows of the project should be financially divided into investment (investor's investments in the project, capital expenditures), operational (sales plan, production and organizational plans), and financial (receipt and return of borrowed funds, interest, deposits) with the calculation of the result for each group.

The best way to present the information in the financial plan section would be to post the financial model itself briefly with detailed deployment in the Appendices.

Plus, financially, you must justify the amount requested from the investor and the conditions for receiving it. You should describe whether it will be debt or equity financing, at what interest rate you discounted and why, how the mechanism for making a profit for the investor and returning the invested funds (optional) will be built, and how the investor's exit from the project will be organized.

Project performance indicators

In this section, briefly present the conclusions of the financial plan, explain in the language of numbers the benefits that the investor will receive from the project.

Be sure to calculate the financial performance indicators:

1. .
2. .
3. Discounted Payback Period - DPP.
4. Profitability Index - PI.
5. Average rate of return - ARR.

If there are additional benefits, such as a full acquisition of the business after a specified period or synergies, mention them here. In this section, they will attract the maximum withdrawal of the investor.

Project risks and guarantees

The most controversial section of the business plan, but it is mandatory to write it for all projects. On the one hand, the fact that you describe the commercial, financial, production and organizational risks of the project and strategies to reduce them will not save your project from the onset of unpredictable risks. But, on the other hand, you will show your discretion, insight and readiness to act at the right time according to a pre-planned scenario.

Investors do not like business plans that do not describe risks, because in such business plans they have to calculate the risks themselves. Do the job for them.

The larger the project, the more scientific approach should be used to calculate risks. To attract a relatively small amount, it is enough to make a SWOT analysis of the project, relying on the opinion of 2-5 experts.

To attract large sums, it will be necessary to conduct a project sensitivity analysis and scenario analysis, and then a risk assessment using probabilistic and statistical methods.

Earlier we talked about the importance of competent business planning and the fundamental role of a business plan in the fate of your business. Recall that a business plan is a special document that provides information about a company, its product or service, sales markets, marketing and financial policies. Also, the business plan contains a description of the list of business operations that are performed in the process of organizing and operating a business.

So, you are full of ideas and determination to start your own business. Now it's time to find out what exactly the drawing up of a business plan begins with, what is its structure and the content of the main sections.

Business plan: structure of the content of the sections

First of all, it should be said that there is no one, universal "recipe" for drawing up a business plan. As noted in our last article, depending on the nature of the end goal, there are different types of business plans. Thus, a business plan can be oriented both to the “external” addressee (potential investor) and to the “internal” one (company employee, founder, department).

In addition, in accordance with the specifics of the functioning of each specific enterprise for which the document is being developed, the structure and sections of the business plan can vary significantly. It is obvious that the structure of an innovative business plan will be fundamentally different from the structure of an organization's business plan.

However, there are certain modern standards for business planning. And there are a lot of these standards. Among the most common are:

• the standard of the Federal Fund for the Support of Small Business (FFFMP),
• the European Union standard within the framework of the program to help accelerate the process of economic reform in the Commonwealth of Independent States (TACIS),
• and etc.

International economic institutions have developed recommendations that determine what basic information should be contained in the relevant sections of the business plan. According to these recommendations, the typical structure of a business plan includes:

1. Title page;
2. Annotation;
3. Confidentiality memorandum;
4. Table of contents.

Among the main sections of a business plan, one should definitely name:

1. Summary;
2. Object analysis;
3. Analysis of the business environment of the facility;
4. Marketing plan;
5. Production plan;
6. Financial plan;
7. Risk assessment.

More details about each point of the business plan structure

Now let's look at the content of the main sections of the business plan in order.

Title page contains basic information about the organization, such as the name, data of managers, legal and physical addresses, contacts.

Confidentiality memorandum, often placed immediately after the title page, serves to warn all persons with access to the business plan about the confidentiality of the information contained in the document.

V annotations the goals and objectives of this business plan are briefly defined.

Summary is a section that describes the entire document, summarizing the main proposals of the plan.

In sections object analysis and analysis of the business environment of the object provides basic information about the enterprise and its field of activity, analyzes the market, competition, identifies the real and potential target audience of the project.

Marketing plan... And in this section, the main tasks of the marketing complex are being worked out, such as pricing, methods of distributing goods, stimulating sales, ways to attract new customers.

Production plan is necessary in order to show what resources are required for the production of a particular product. This section deals with the technical aspects of production.

By using financial plan the most effective ways of using the organization's funds are determined. Conclusions are made on the basis of reporting, analysis of the current financial situation, as well as forecasts for the sale of goods or services.

In chapter risk assessment as a rule, all possible types of risks that the company may face are listed and ways to mitigate them are considered.

Once again, we emphasize that there is no general standard for drawing up a business plan. The range of tasks for which business plans are drawn up is very wide. When starting to draw up a business plan, remember that the main thing is that in the end this work will help you achieve your goals.

Someone is faced with the need to draw up a business plan directly at the stage of creating their own business, but many students of economic directions for the first time have to deal with a business plan while still studying at a university. Competent drawing up of a business plan is a complex and multifaceted process that requires a certain amount of experience.

Of course, completing such a learning task can cause a number of difficulties. If the task related to drawing up a business plan is difficult, you can always contact those who will help you sort out the problematic points. Go for it, develop your ideas, and do what you really like. Remember - only with love for your work can you achieve real success.

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FEDERAL EDUCATION AGENCY

State educational institution

higher professional education

"STATE UNIVERSITY OF MANAGEMENT"

Department of Entrepreneurship

abstract

"Characteristics of the main sections of the business plan"

by academic discipline

"Fundamentals of Entrepreneurship"

Completed

Checked by senior lecturer Kann S.L.

Moscow 2005

Introduction ……………………………………………………………………… ..3

Chapter 1. Business plan ……………………………………………………… ..4

The essence of the business plan ……………………… ... ……………………… .4

1.2. Business planning problems ……………………………………… ..8

Chapter 2. The main sections of the business plan ………………………………… .10

2.1. Summary ………………………………………………………………… 10

2.2. Description of the industry …………………………………………………. … ...eleven

2.3. Description of the enterprise (firm) ………………………………………. 13

2.4. Description of activities (goods, services, works) …………………… .14

2.5. Marketing plan ………………………………………………… .15

2.6. Production plan ……………………………………………… ... 17

2.7. The financial plan and budget of the enterprise …………………………… ..18

Risk analysis ………………………………………………………… .... 20

Conclusion ……………………………………………………………… ..... 21

List of used literature ……………………………………… ... 22

Introduction

Business planning is a relatively new phenomenon in the Russian economy, despite the fact that many concepts of a market economy have already entered the business life and practice of our enterprises (organizations). The need to draw up business plans is recognized at the state level. The first step in this direction was the development of investment programs by enterprises in the process of privatization: 15% of the authorized capital of these enterprises was put up for an investment competition. The winner of the investment competition pledged to implement the investment program developed by the enterprise. Realizing that these investment programs are far from the business plan that we are talking about, nevertheless, the preparation of these programs made the heads of enterprises think about what investments and under what programs they need for the normal functioning of the enterprise, i.e. e. how to attract investment capital.

In order to develop the initiative of private investors and more efficient use of private investments in the Russian Federation, the President of Russia issued the Decree "On private investments in the Russian Federation" dated September 17, 1994 No. 1928, according to which state investments will be allocated annually to finance highly efficient investment projects, with subject to the placement of these funds on a competitive basis. According to clause 3 of this Decree, a competitive investment project must have a business plan, a conclusion of the state environmental expertise, state non-departmental or independent expertise.

Without a well-grounded business plan, one cannot apply for financial and credit support from funds to support small businesses, for small businesses to lease equipment, for loans (credits) from commercial banks, etc.

Most investors prefer to see business plans drawn up by the company itself, without the involvement of third-party consultants. The personal involvement of the head in drawing up the business plan is so great that many foreign banks and investment firms generally refuse to consider applications for the allocation of funds if it becomes known that the business plan from beginning to end was prepared by an outside consultant, and the head only signed. Investors explain this by the fact that a document made by an organization on its own best gives an idea of ​​the strengths and weaknesses of the company and its people.