Broadly, there are two types of business plans. It is true that the marketplace changes too fast for any long-term business predictions to come true; nevertheless, the first year’s month-by-month predictions are usually 90% true. It is true that many businesses fail because they do not develop a proper business plan.
The internal business plan should be examined at least once per month. As artists we often don’t see ourselves as business people, but if you want to sell your art successfully it helps if you come up with a plan. With the development and constantly-expanding use of the Internet, many entrepreneurs are finding it easier to tap their potential market, and market their products and services to customers across the globe.
On balance, I think internal business plans are the most important. As industries around the world have become more specialized, more and more people are mustering the courage to start their own businesses. The industry, customer, and competitive analysis in your business plan proves the opportunity.
Internal business plans that are reviewed that frequently usually sit in the bottom of someone’s drawer and don’t have any impact on the organisation. The business plan must acknowledge the potential for negative cash-flow and demonstrate how fixed and variable expenses will be met during that time.
A business plan is the blueprint that guides aspiring entrepreneurs as they build their new business ventures. No one need see what is written in this plan except those people who are directly involved in carrying out the plan. An internal business plan summarises what you and your team are actually going to do to improve your business and achieve your goals. When writing your business plan, you will have to be very diligent in noting down the source of your data.
However, the role and importance of business plans don’t end here. The overall industry situation should look ahead to how the car sales market will be doing six months, one year, or more in the future, when the dealership will actually be open. Confirm the need for your products or services when you research and verify the number of potential customers who have the money and motive to buy from you.
This should identify that customers in your local market are in need of a dealer of the type you’ve chosen to be because competitors are not fully serving their needs, or because their demographics are changing (more population, richer, poorer, more families, etc.) The opportunity could also be that a certain combination of services by your dealership could improve on what competitors are currently doing.
Business Plans do not have to be lengthy, formidable, detailed documents. While it is sometimes true that using yourself as the ideal customer is a smart idea, since you understand the value and availability of that product or service, you might misinterpret the size of the market and the traction that can be achieved beyond a select group of true believers.
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