Free business plan workbook

This workbook asks you 75 questions. The more

questions you answer the more you understand of your
new business.

If some questions do not fit to your kind of business -

just delete them.

If you miss important questions - then insert them. The workbook is that flexible.

You are the one in charge of developing your new business. With these questions
you can make your business plan yourself.

You do not need experts to guide you – you are the best one to answer the
questions.

Business plan examples

Get access to business plan examples that follow this template:
www.dynamicbusinessplan.com/business-plan-an-example

Entrepreneurship education
Use this workbook for entrepreneurship education, go to:
www.DynamicBusinessPlan.com/entrepreneurship-education

The book and iPhone app behind the workbook

This workbook is short and concrete. To benefit fully from the workbook and to make
sure you cover all aspect of your start-up, you should read the book/app: The
Dynamic Business Plan.

The book/app explains the reasons behind the

questions asked in the workbook.

iPhone app: http://bit.ly/AppBis

Android app: http://bit.ly/AndBizPlan2016

Good luck in your new venture.

Mr. Mogens Thomsen, CEO

Thomsen Business Information

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Front page
Make clear that this is a business plan. If convenient, place business name, logo
and names of authors here.

(Put in the name of your new business)

Contents
Make it easy to the reader to manage through the plan and look up the different
items.

Content

 Background information
 Summary
 Personal resources and goals
 The product or service
 The market
 Sale and marketing plan
 Management & organisation
 Development of the business
 Budgets
 Financial requirements
 Appendices

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Background information
The reader is curious to know who you are. When he continues to read the plan he
will bear in mind the impression he got from this first glance of you.

Name/s of owner/s
Address
Telephone
Email
Date of birth
Education
Recent job functions

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Summary
The summary should briefly describe the business and highlight its purpose. It must
contain the most important information from the business plan.

Place the summary in the beginning of the business plan, but make the summary as
the last thing!

Main items:

- Who am I / who are we?

- What does the firm produce?
- What customers and how many?
- Turnover the first year?
- Profit the first year?
- Needs for funding?

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Personal resources and goals
What resources can you offer the business? Who are you to enrich the business
with dynamism and force?

Below are some useful points of consideration for your self-evaluation:

Your family network:

Economy:

Know-how about the product/the services:

My weak points in relation to the business:

My working tasks in the business:

Future prospects for business size:

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The product/services
The lifeblood of your business is your service or product. Therefore it is of great
importance that you analyse the service/the product from different angles.

The business has the following products/lines/service:

1:
2:
3:

Differences in products/lines/services compared to your competitors:

1:
2:
3:

Purchase frequency/product life span:

1:
2:
3:

Calculation of product/service:
Selling price ex. Sales tax
- My cost price:
- transport/custom etc.
= contribution margin:

Product price:
My price:
Market price

Name of suppliers:

Distribution of the product:

Competitors in this trade – name and numbers:

Potential for development of service /product:

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Name of possible trade association:

Ultra short description of your business and its products (Elevator pitch):

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The market
When you have decided what product/service you want to sell then you have to
localise potential customers. You must do this before making any marketing
initiative.
Consider the description of the market as the part of an iceberg lying under water,
while the marketing, i.e. brochures, visiting card, advertisements among others are
the tiny part of the iceberg above water. In order to make good marketing, it is
necessary to obtain a thorough knowledge about the market/customers.

The typical private customer:

Man/woman:
Age:
Education:
Occupation:
Lifestyle:

The typical business customer:

Line of business:
Size/staff:
Age:
Number:

Geographical limits:
In your own country
Foreign countries:

Realistic number of customers:

Arguments:

Average consumption in cash per customer:

Important competitors:
1:

2:

Important competitive parameters on the market:

1:

2:

3:

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Assessment of the possibilities on the market for your business:

Threats that may destroy the possibilities:

Persona – visualizes the customer

(Give a description in prose of one or two typical individuals in the customer group.
Give the persona a name and age; describe his looks and dress stile, personal
ambitions, problems and challenges, interests and habits on social media.
Preferably also add a photo)

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Sale- and marketing plan
Hopefully you have been very concrete in your description of the market. It will make
your work with sale and marketing much easier.
If you know exactly what customer you want to reach then it is easier to choose
what means you need in making the marketing and sale activities.

Possible sale- and marketing activities from start:

What is to be done? How? Who? When? Price?

Direct mail:
Internet:
Customer visit:
Telephone sale:
Advertising:
Publications:
Signposting:
Presentation material:
Trade Fair:
Other sort of advertising:
Annual costs for marketing:
Opening market activity:
Price:

Public Relation (PR) at the opening:

“The story” to the journalist:

Relevant media:

Contact persons:

Press release:

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Management & organisation
Describe here how your business is going to handle the administrative and practical
day to day work.

Name of business/address/phone no/ fax/ e-mail/ web:

Legal status of business:

Owners:

Bank:

Accountant:

Business policies:
Price policy:
Discount policy:
Method of payment:
Guarantee service:
Service:
Staff policy:

Procedure for accountancy - and administrative routines:

Daily accounting:
Sales tax settling:
Send out accounts:
Follow up on unpaid accounts:
Wage settling:
Quarterly accounts:
Order goods:
Write letters to customers/business connections:
Telephone reception:

Insurance subscriptions:
(Industrial injury, trade responsibility, product, moveable, transport of goods, fire,
house contents, travels, frozen foods, computers etc)

Name of insurance company:

Prices:

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Business partners /consultants:

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Business Development
It is often difficult to think of strategic or long-term planning before you have started
your business. But it is a strength as a business owner to be able to forecast the
outlines of a bigger and prosper business than the one you start today.

Business appearance in one and in three years:

The product or service in one and in three years:

How is your product or service in one and in three years?

Customers in one and in three years:

Financial forecast for year three and year four:

Other goals with your business:

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Budgets
Budgets are used to find out the economic side of your business idea.
Using a budget template makes it possible to put figures on the plans you have
described in the previous paragraphs. The more concrete your work has been the
easier it is to make budgets.

The budgets can help you to concretise your plans and ideas – so go back to your
plans if the budget shows that they are unrealistic – or vice versa.

Draw up at least the first two budgets as a part of the business plan.

Establishing budget
The establishing budget will show how much money you need to start your
business. It is very individual how much money a business needs to get started.
Calculate what you need.
Download an establishing budget in excel-spread sheet from:
www.dynamicbusinessplan.com

Operating budget
The operating budget shows the income and the costs you expect in the business
when it is in operation. The more precise you have made your plans the easier it is
to draw up your operating budget.
During your work with the operating budget you often have to go back and change
your plans.
Download an operating budget in excel-spreadsheet from:
www.dynamicbusinessplan.com

Liquidity / cash flow budget

The liquidity budget will monthly show whether you have money in the bank to pay
the expenses you know you will get.
It is easy to make the first two budgets if you have made a plan for your business.
But it is much more difficult to make a liquidity budget and often it often needs a
helping hand from an accountant.

Spend your time on the first two budgets and see if you have time to make the
liquidity budget.
Download a cash flow budget in excel-spreadsheet from:
www.dynamicbusinessplan.com

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Establishing budget
Below you find some of the most usual expenses when starting a business. Delete
the ones you do not encounter in your new company.

Remember: The less expenses the better. All expenses have to be paid from the
profit in your new business.

Premises
Rent
Deposit for purchase of premises or business
Deposit (e.g. 3 months rent)
Goodwill - payment to the former owner for his work at the premises
Furnishing and renovation

Production equipment
Machinery
Tools
Other things

Shop fittings
Cash register
Counter
Other things

Office fittings
Furniture (desk, swivel chair, shelves etc.)
Computer (printer, network)
Telephone
Copying machine
Other things:

Purchase before start

Raw materials/semi manufactured
Manufactured goods (stock)
Stationery

Other things:
Car
Deposit
Other acquisition costs

Counsellors
Lawyer
Accountant
Other

Marketing
Writing paper, business cards
Brochures
Advertisement
Signposting

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Opening reception
Other things

Other expenses
Application for a patent/registration
Other things

Total costs are:

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Operating budget
Below you find different types of expenses. Maybe your company does not have all
the expenses - then just delete them. Maybe you have other expenses - then just
put them in the budget. The budget must reflect your company.

Sale / Turnover
Sale of product / service no. 1
Sale of product / service no. 2
Sale of product /service no. … Estimate sale for each major product /service

Variable costs
Materials - raw materials and finished products which you use for production or sale
Salary - only for workers in production
Transport costs - and costs related to transport of the raw materials and finished
products

Fixed costs
Wages - for staff in shops and offices
Rent - for buildings
Electricity, heat, water
Renovation and maintenance of buildings
Cleaning
Car service/mileage allowance
Travel costs
Stationary telephone
Postage and charges
Mobile phone
Internet connection
Web site subscription/hosting and upgrading
Marketing/advertisement/advertising
Meeting expenses
Insurances
Computer equipment
Computer network
Leasing-expenses
Minor purchases
Maintenance
Accountant
Lawyer
Other consultancy
Unexpected costs 5% of costs

Interest
Interest on bank loan
Interest on overdraft facility
Other interest

Write-off /depreciation
Plant / buildings
Machinery

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Other things

You will find a excel spread sheets with a pre-defined Operating budget at
www.DynamicBusinessPlan.com

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Financing
Financing means: Where can I get/borrow the money I need for my business?
First you have to find out how much money you need.

Necessary initial capital:

(Look the establishment budget)

Necessary liquidity:
(Liquidity need is worked out from the liquidity budget)

Total funding needs:

(Establishment + liquidity)

Expectation/commitment to get a loan/grant from:

Owner:
Family:
Bank loan:
Overdraft facility:
Total funding:

Loan guarantee:
Name, address

Investment funding (buildings/machinery)

Savings/capital:
Bank loans:
Credit institution loans
Private loans
Other loans
Investors
Grant
Other
Total

Appendices
Enclose appendices important and relevant to the business. E.g. technical
specifications or drafts, written order commitments, references, collaboration etc.

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