Business Planning Guide for

Entrepreneurs
UNI Regional Business Center
212 East 4th Street
Waterloo, Iowa
319-236-8123
888-237-8124
www.unirbc.org

Developing a business plan is the first step to a successful business. This guide will provide
an outline in organizing your effort to gather and evaluate information about your business.
By planning your businesss needs, you will develop an essential part of the business-its strategy!

The Business Plan Outline

Starting and managing a business takes motivation, desire and talent.

It also takes

research and planning. The process of developing a business plan will help you think
through some important issues that you will need to consider.

Your plan will become a

valuable tool as you set out to raise money for your business. It should also provide
milestones to gauge your success.
A business plan precisely defines your business, identifies your goals and serves as your
firm's resume.

Its basic components include a market study, marketing/promotional

strategy, current balance sheet, an income statement and a cash flow analysis. It helps you
allocate resources properly, handle unforeseen complications, and make the right decisions.
Because it provides specific and organized information about your company and how you
will repay borrowed money, a good business plan is a crucial part of any loan package.
Additionally, it can tell your sales personnel, suppliers and others about your operations
and goals. (Note: The UNI Regional Business Center has Business Planning Software
available in our computer lab). The business plan brings several legal issues to light
including licenses, permits, zoning laws that may vary business-to-business and state-tostate. Your local Small Business Administration (SBA) office and/or chamber of commerce
can provide you with general information, but you will need to consult your attorney for
advice specific to your enterprise and area. You also must decide about your form of
organization (corporation, partnership or sole proprietorship).
The following is a suggested outline of the material that should be included in your business
plan. This guide focuses on product/service, market, management, and money. Every
business plan is unique, as is every business. This guide was designed with a general
purpose in mind; therefore, some things may not apply to your business. Consult your
SBDC counselor if you have questions on what to include in your plan. View a sample
business

plan

on

the

UNI

http://www.uni.edu/rbc/basics/sampleplan.doc .

Regional

Business

Centers

website

Business Plan Outline

Cover Page
The cover page is the first impression of your business plan. It should include the name of
the company, company address, company phone number, owners and their addresses/phone
numbers, and the date of the plan. Also incorporate the company logo if there is one.

Table of Contents (optional)

Executive Summary
The executive summary briefly states the company's present situation as well as its goals and
objectives for the business ventures of the company. This section should be written after
sections IV-VIII have been completed.

A. The Business
The business portion of the business plan provides an overview of your planned business
operation. You should briefly describe your product/service and how you will maintain a
sustainable competitive advantage.

B. Management
The management plan of your business outlines the organizational structure that defines the
lines of authority and the responsibilities of the key players.

C. Market
The marketing plan includes information about the total market with an emphasis on your
target market and how you plan to make your product/service available to them.

D. Money
The money section of your business plan shows past, current and projected financial activity.
Documents that should be included are the summary of financial needs, sources and uses of
funds statement, three-year income projection and cash flow projection, notes and critical
assumptions for the projections, and a break-even analysis.

Exhibits
Include only documents needed to substantiate what has been presented in the body of the
plan. Examples would include resumes, purchase agreements, bids, contracts, etc.

A. The Business
Describe your Business

Include detailed information about the overall industry and how your
business will maintain a sustainable competitive advantage. Tell about
your history, present status and future projections. Project a sense of what
you expect to accomplish in the first years.

Describe your Product(s)

Outline your product or service in terms of marketability. Describe the

purpose of your product, the need it satisfies and what makes your product
unique. List future products or services you plan to provide .
If manufacturing, tell all about the manufacturing process. Give a detailed
description of your products from raw materials to finished items. Also
describe product development and research efforts. Describe the stage of
development, formal testing and alternative uses for your product. Include
your quality assurance procedures. Identify your primary suppliers and
alternative suppliers.

Proprietary Information

Describe any specific knowledge or technology that you have and your
competitors do not. Describe any efforts taken to obtain patents,
copyrights, and trademark or name registration.

Regulations

Describe any regulations that affect the sale and use of your product.
Remember to check on the local, state and federal levels .

Competition

Describe the strengths and weaknesses of your product or service in

comparison to existing or potential competitors. Also describe any
products that may be substituted for yours.

Location

Describe the site and why it was chosen.

Facility and Equipment

Describe the building and equipment needs for your business and how you
determined this need. Also describe how long the facility will meet your
needs and the actions you plan to take at that point. If manufacturing, what
is the maximum production capacity of the facility and equipment and your
expected level of production.

Operational Needs

Describe your transportation and utility needs and any associated costs.

Environmental Factors

Describe the impact of regulations and the use and disposal of any hazardous
wastes. Identify the agencies that may regulate your business and potential
impact.

Barriers

Describe the most significant barriers you expect while launching

and operating your business. Explain how you expect to overcome
these problems.

B. Management
Ownership Composition

Define the form of the business organization (see Choosing a

Business Organization). Specify who the owners of your business
are and what percentage they own. Also describe members of your
Board of Advisors.

Management

Describe who is behind the business. For each owner, tell about
responsibilities and abilities. Indicate the level of knowledge and
interest in the industry and any formal training received. Support
with resumes. Also indicate who manages the business on a dayto-day basis, who is responsible for long-range planning and who
initiates changes. Indicate how this person monitors industry
trends. Be sure to indicate who has primary operational, marketing
and accounting responsibilities and their qualifications to do so.

Personnel

Indicate the number of employees and briefly define their

positions. Describe who will be doing the work, why they are
qualified, the responsibilities of each position, and the wages and
benefits. Consult your trade association and accountant to learn the
most current practices. While there is a minimum wage set by
federal law and by some states for most jobs, the actual wage paid
is entirely between you and your prospective employee.

Security

Address in terms of inventory control, theft of information and

employee screening. Consider security measures such as a
physical security system and computer security system as well as
seminars to spot shoplifters. In addition, design a plan for your
personnel; careful pre-hire screening and policies to ensure
awareness and honesty. Security measures should also include
natural disaster plans and off-site regularly updated business
records.

Consultants

List professionals that will provide services to your business.

These include accountants, lawyers and consultants (such as the
SBDC).

Consider including the following documentation of your Management Plan in the Exhibits:
Personal Resumes

Should be limited to one page and include work history,

educational background, professional affiliations, honors and
special skills.

Legal Documents

All legal papers pertaining to your legal structure, proprietary

rights, insurance, titles, etc.

Schedule

Prepare a schedule of employee staffing. Determine the number of

hours the business will be open and indicate the level of staffing
during the schedule period. These numbers should correspond
with your estimates of payroll expenses on your projected financial
statements (see the Money section of this guide).

C. Marketing
Product

When you think about a Product, you usually think of something

tangible that has to be designed, manufactured, and packaged. That
applies if you are manufacturing a product. But what if your business is
Retail, Wholesale, Construction, or even Service? The idea of a Product
applies, and is an essential ingredient in any good marketing plan, for
nearly every type of business. In the Retail and Wholesale trades, your
product consists of two or three basic parts.
First, the actual products on your shelves need to be selected. What will
be the Product Mix of the items your select? For example, if you sell
primarily impulse items but you carry a core of items to keep people
coming back, talk about your strategy.
The second area is Service in Retail and Wholesale. Have you been in a
store where finding someone to help you is like trying to find an ice cube
in the Sahara Desert? What about one where you're pampered? What
will your service be like, why, and does it make sense in the overall
business strategy?
What about overall atmosphere or theme? This is a third area of concern.
What will your customer "take away" from his or her experience with
you? Too many times businesses, both large and small, forget to pay
attention to how a customer will feel after they're done doing business
with you. That is why the idea of "what the customer takes away from
the experience" is critical to even Service businesses. In fact, in many
service businesses, what the customer remembers from the experience is
the only "tangible" product. Their washing machine may work, or their
taxes may be done, but if the customer goes away with a bad impression,
will that customer likely ever come back?
Whatever the line of business, describe "what" you will offer to
bring customers in the door the first time, and then keep them
coming back.

Target Market

Describe your market niche. Identify who your customers will be and
describe their characteristics. Business markets might be classified by
industry, company size, location, or product use/application. Consumer
(household) markets might be segmented by demographics, (age,
gender), geographic location, economic status, lifestyle, product
use/application or benefits sought.
Estimate the approximate size and growth potential of the target
market(s) using population figures, sales tax info, industry information
etc. Estimate how much of the market you will capture.

Marketing (continued)
Competition

Evaluate indirect and direct competition in terms of location,

market and business history. Describe how you will differentiate
your business from competitors with regards to Product (features
and performance), Service (delivery and installation), Personnel
(expertise and courtesy), and Image (atmosphere and events).
Explain why customers will leave your competition and switch to
your business. These items are your competitive advantage. Also
describe what you will offer that your competitor can't easily copy
and what you will do to combat competitive reactions.

Market Entry

Tell when you plan to enter the market and how you arrived at
your decision.

Location

If your choice of location is related to a target market, cover it in

this section of your business plan. If necessary, describe traffic
count and flow, income and demographic characteristics of the
surrounding area.

Industry Trends

Give current trends, project how the market may change and what
you plan to do to keep up. Define the life cycle stage of the
industry as introduction, growth, maturity or decline and support
with documented research. Also describe new technologies being
introduced and changes in production methods, operations or sales.

Methods of Distribution

Describe the manner in which products and services will be made

available to the customer. Back up decisions with statistical
reports or rate sheets. Consider finding suppliers, manufacturers
and distributors in the Thomas Register (available at your local
library).

Promotion

How will your promotional activities (such as advertising, personal

selling or publicity) be tailored to your target market? Include rate
sheets, promotional material and time lines for your promotional
campaign.

Pricing

Pricing will be determined as a result of market research and the

cost of your product or service plus overhead. Tell how you
arrived at your pricing structure and back it up with material from
your research. How does your price(s) compare to your
competition? If your prices are high-why? How will you justify
them to customers? If your prices are lower-why? How will they
help you attract customers?

D. Money
Financial Documentation
With the exception of high-tech industries that require long periods of research, start-up companies must
expect to generate income in a short period of time. The money section of your business plan should
include historical financial statements, financial projections, and a description of the source and use of
proceeds. The following are major documents you will want to include in your business plan.

Summary of Financial Need Outline total financial need and why you are applying for a loan.
Describe the total estimated cost of the project, including the need
for working capital. Describe the equity invested into the project.
Equity if funding invested into the business that is not repaid on a
set schedule; it is typically money the owner or investors
contribute to the project.
Start Up Costs

Describe the costs associated with the initial start-up of the

business. Incorporate these costs into your projected financial
statements. These costs may include the following:

Rent

Describe the total monthly rent and what it includes (maintenance,

utilities, etc.) and any deposits required.

Office Equipment

Describe the acquisition and use of computers, software, printers,

fax machines, copiers, mobile phones, etc. Also include desks,
chairs, filing cabinets, lights, etc.

New Building

Describe the costs associated with engineering, architect fees,

surveys, blue prints, drainage, water, sewer, electrical, HVAC, site
preparation, etc. Also include appraisal fees, permit fees, phase I,
II, and III environmental studies.

Closing Costs

Describe the closing costs associated with any loans.

Banking Fees

Describe the fees to be charged by the bank for start-up of

accounts, credit card service equipment, forms, etc.

Outside Services

Describe services which will be contracted out such as janitorial,

snow removal, lawn service etc.

Insurance

Describe the insurance needs of the business. Provide the costs

associated from the insurance carrier.

Inventory

To stock your shelves or for use in your production process.

Working Capital

Cash required to pay the bills until the business is self-supporting

Money (continued)
A lender or investor typically will need to see the following financial documents.
Three Year Income Projection*

The income statement shows your business financial

activity over a period of time. It is a moving picture
showing what has happened in your business and is an
excellent tool for assessing your business. The income
projections should show the projections for your company
for the next three years. These projections should be
shown on a month-by-month basis to evaluate the seasonal
aspect of the business. Projections should be based on
economic trends and industry norms and standards and
should be supported by the market analysis.

Statement of Cash Flow*

This document projects what your business plan means in

terms of dollars. It shows cash inflow and outflow over a
three-year period and is used for internal planning. Cash
flow statements show both how much and when cash flow
must flow in and out of your business.

Balance Sheet*

The Balance Sheet shows the condition of the business as

of a fixed date. It is a picture of your firm's financial
condition at a particular moment and will show you
whether your financial position is strong or weak. It is
usually done at the close of an accounting period and
contains assets, liabilities and net worth.

Break-Even Analysis*

The break-even point is where a company's expenses

exactly match the sales or service volume. It can be
expressed in total dollars or revenue exactly offset by total
expenses or total units of production (cost of which exactly
equals the income derived from their sales). This analysis
can be done either mathematically or graphically.

Personal Financial Statement

A statement of personal assets, liabilities and net worth

(each lender typically can provide you with a form for this).

Credit Reports

Business and personal from suppliers or wholesalers, credit

bureaus and banks. (Check your credit report at the local
credit bureau before submitting a funding proposal).

Copies of Leases

All agreements currently in force between your company

and a leasing agency.

Contracts

Include all contracts, completed and currently in force.

Money (continued)
Instructions for Preparing Projected Financial Statements
1. Use the blank Pro Forma Income Statement worksheet(s) provided by the SBDC. On
this form, list your expected monthly revenues and expenses. "Revenue" includes all sales,
whether or not the proceeds of such sales are actually collected. If an item (defined by the
headings down the left column) is not used, leave it blank. If you will have an expense
category that is not listed, you may change the heading (in the left column) of any items not
listed to a new heading to reflect your own category(ies).
2. Develop a set of "Notes and Critical Assumptions to the Pro Forma Financial
Statements". This is simply a page that starts with "1. Revenue:" and explains your thinking
or logic for how you developed the numbers or projections you are using. This is actually a
valuable tool to help you organize your thoughts in developing your projections. We
recommend that you do one item at a time for the entire forecast period (i.e.: work left to
right, not down the columns. In other words, forecast only Revenue for the entire period,
then move on to the next item). If an item is a function of something else (i.e.: Cost of
Goods Sold is, say, "40% of Revenue", or Payroll Expense if perhaps "18% of Salaries") it is
sufficient to state that in the Notes and just write in the formula on the worksheet. Some
items, such as Revenue, may require quite a bit of explanation, while others, such as
Insurance, may only require a statement such as "14 Insurance: Coverage's of XXX and YYY
and ZZZ, based on a quote from So-and-so Insurance agency". Not only will these "Notes"
make your forecasting more organized, and hopefully easier, they are essential for a reader to
understand what you are doing.
3. Remember, "Cost of Goods Sold" is the direct cost of merchandise or services that are sold,
not what you purchase for inventory (what goes out the door, not what comes in). If you will
purchase more inventory than you sell in a given month (to stock up or buy in large lots) use
the Inventory Purchase line to indicate the timing and amount of these purchases.
4. Please answer the following questions:
Will you offer credit (and why)? In today's marketplace, it is not normally necessary for a
business to take the place of the local bank in offering credit to customers. If you must, how
will you determine credit worthiness, what terms will you offer, and when do you expect to
collect the balance of the accounts? Provide a breakdown of the timing of your accounts
receivable collections_____% of accounts collected in cash or credit cards (on average)
_____% of accounts collected in 0-30 days
_____% of accounts collected in 31-59 days
_____% of accounts collected in 60-89 days
_____% of accounts collected in 90+ days
_____% of accounts not collected (bad debts)

How much will you withdraw from the business on a monthly basis?
How much cash will you be investing into the business?
What will be the form of the business entity (sole proprietor, partnership, corporation, LLC)?
Will you issue stock?
Will you use a cash or accrual method of accounting? You may want to consult an
accountant or bookkeeper regarding this issue.
5. Develop a "Sources and Uses of Funds" Statement. (Sample on next page) This should
list, on the top half, where all funds and/or assets will come from, including all equity (cash
"down payment" or other assets you will contribute) and debt (loans) proposed. On the
bottom half, list the "uses" of funds, or what you will use the money for. If you are
contributing any non-cash assets as equity, be sure to also show these assets in the "uses"
section. The two sections (sources & uses) should "match" (i.e.: don't show more unless you
have sources).
6. Explanation of Expense Categories on the Projected Income Statement.
Salaries-mgmt: Compensation for owners or other salaried employees.
Wages-non-mgmt: Your hourly wage(s) times the number of employees times the number of
days/months you anticipate they will be working.
Payroll Taxes: We ordinarily base these on the salaries/wages above. Ordinarily, you must
pay 7.65% for Social Security and 1.9% for Medicare. Federal unemployment tax is
figured at .8% on the first $7000 of wages. Iowa unemployment tax varies between 1.037
7.037%, depending on the business, and is only figured on the first $18,600.
Bad Debts: May be based on a percentage of your total sales. Will vary by industry and
your credit policies.
Outside Services: Monthly fees for cleaning, snow removal, errand services, etc.
Dues, Fees & Subscriptions: Chamber or professional organization dues, membership fees
or subscriptions to business related publications
Supplies: Usually office supplies that will be used up in less than one year, such as paper,
pens, paper clips, etc. Do not include inventory purchases in this line.
Maintenance: Repairs of your building or equipment.
Adv/Promotion: Costs related to printing materials, advertising, direct mail, trade show
exhibits or other marketing activities.
Car/Travel: To reimburse employees for work-related travel in their own vehicles, gas and
maintenance of company vehicles, or travel and meal costs for attending trade shows,
visiting customers, etc.
Acct & Legal: Fees for professional accounting or legal services.
Telephone: Installation fees, cost of the phones themselves, long distance service, etc.
Utilities: Usually includes gas, electricity, water, sewer and garbage collection fees.
Insurance: Can include cost of liability, health, fire, flood, and worker's compensation
insurance. Please reflect how you will pay-monthly, up-front for a year, 6 months, etc.
Taxes (RE): Call your county assessor to get an estimate of the real estate taxes you are
responsible for. Usually are paid twice a year.
Miscellaneous: a line for other small expenses that don't fit any category above
We can add or delete categories as necessary on our spreadsheet.