Бизнес план

I. Table of Contents

I. Table of Contents ................................................................................................... 3

II. Executive Summary............................................................................................... 4

III. General Company Description ............................................................................ 5

IV. Products and Services............................................................................................ 6

V. Marketing Plan ....................................................................................................... 7

VI. Operational Plan .................................................................................................. 16

VII. Management and Organization......................................................................... 21

VIII. Personal Financial Statement ............................................................................. 22

IX. Startup Expenses and Capitalization ................................................................ 23

X. Financial Plan ....................................................................................................... 24

XI. Appendices ........................................................................................................... 27

XII. Refining the Plan.................................................................................................. 28Page 4

 

 

II. Executive Summary

Write this section last.

We suggestthat you make it two pages orfewer.

Include everything that you would coverin a five‐minute interview.

Explain the fundamentals of the proposed business: What will your product be? Who

will your customers be? Who are the owners? What do you think the future holds for

your business and yourindustry?

Make it enthusiastic, professional, complete, and concise.

If applying for a loan, state clearly how much you want, precisely how you are going to

use it, and how the money will make your business more profitable, thereby ensuring

repayment.Page 5 of 31

 

 

3.0 General Company Description

Kairat Sports Complex is a start-up business involved in the sphere of Business to Customer service. The company’s main purpose is to provide variety of sports facilities for local residents.

Vision

By 2018 expand operations to other major cities of Kazakhstan.

By 2020 become the market leader in sports and fitness industry in Kazakhstan.

Mission

Kairat Sport complex is a unique indoor multi-sports and fitness complex which has no analogues in Almaty city. Its core mission is to provide an opportunity of being sportily active for any resident of Almaty city and its surrounding areas. This mission is achieved by providing lowest prices in the local geographical market. Nevertheless, lowest prices in the case of Kairat Sport complex does not mean poor quality of services, opposite, it offers newest sports and recreation equipment along with professional staff, which together increase satisfaction of the company’s customers. Another mission of the organization is to generate profit for the owners and investors of the business, while constantly investing into improvement of the complex. Committed to the sports and healthy lifestyle, Kairat Sport complex also sees its mission in supporting community events.

Objectives

1. Make Kairat most visited sport complex in Almaty city within next two years.
2. Achieve a total net profit of KZT30,000,000+ by FY3
3. Create a solid concept in the industry and track performance in order to begin expanding to other markets within two years.

Legal form of ownership

Legal form of ownership of Kairat Sport Complex is known as Liability Limited Partnership. According to the characteristics set for types of ownerships and their size by Laws of Republic of Kazakhstan, the company is of Average Business Size and has not more than 250 workers and the total cost of activities for one year will not exceed 325,000 MCI. MCI is the monthly calculating indicator and for year 2010 fixed 1089TG by Parliament of the RK.

4.0 Marketing Plan

Economics

Facts about:

• What is the total size of your market?Page 8 of 31

• What percent share of the market will you have? (This is important only if you

think you will be a majorfactorin the market.)

• Current demand in target market.

• Trends in target market—growth trends, trends in consumer preferences, and

trends in product development.

• Growth potential and opportunity for a business of your size.

• What barriers to entry do you face in entering this market with your new

company? Some typical barriers are:

o High capital costs

o High production costs

o High marketing costs

o Consumer acceptance and brand recognition

o Training and skills

o Unique technology and patents

o Unions

o Shipping costs

o Tariff barriers and quotas

• And of course, how will you overcome the barriers?

• How could the following affect your company?

o Change in technology

o Change in governmentregulations

o Change in the economy

o Change in yourindustryPage 9 of 31

Product

In the Products and Services section, you described your products and services as you see

them. Now describe them from your customers’ point of view.

Features and Benefits

List all of your major products or services.

For each product or service:

• Describe the most importantfeatures.What is special about it?

• Describe the benefits. That is, what will the product do forthe customer?

Note the difference between features and benefits, and think about them. For example,

a house that gives shelter and lasts a long time is made with certain materials and to a

certain design; those are its features.Its benefits include pride of ownership, financial

security, providing forthe family, and inclusion in a neighborhood. You build features

into your product so that you can sell the benefits.

What after‐sale services will you give? Some examples are delivery, warranty, service

contracts, support, follow‐up, and refund policy.

Customers

Identify yourtargeted customers,their characteristics, and their geographic locations,

otherwise known as their demographics.

The description will be completely different depending on whether you plan to sell to

other businesses or directly to consumers.If you sell a consumer product, but sell it

through a channel of distributors, wholesalers, and retailers, you must carefully analyze

both the end consumer and the middleman businesses to which you sell.

You may have more than one customer group.Identify the most important groups.

Then, for each customer group, construct what is called a demographic profile:

• Age

• Gender

• LocationPage 10 of 31

• Income level

• Social class and occupation

• Education

• Other(specific to yourindustry)

• Other(specific to yourindustry)

For business customers, the demographic factors might be:

• Industry (or portion of an industry)

• Location

• Size of firm

• Quality, technology, and price preferences

• Other(specific to yourindustry)

• Other(specific to yourindustry)

Competition

What products and companies will compete with you?

List your major competitors:

(Names and addresses)

Will they compete with you across the board, orjustfor certain products, certain

customers, orin certain locations?

Will you have important indirect competitors? (For example, video rental stores

compete with theaters, although they are different types of businesses.)

How will your products or services compare with the competition?

Use the Competitive Analysis table below to compare your company with yourtwo

most important competitors.In the first column are key competitive factors. Since these

vary from one industry to another, you may want to customize the list of factors.Page 11 of 31

In the column labeledMe, state how you honestly think you will stack up in customersʹ 

minds. Then check whether you think this factor will be a strength or a weakness for

you. Sometimes it is hard to analyze our own weaknesses. Try to be very honest here.

Better yet, get some disinterested strangers to assess you. This can be a real eye‐opener.

And rememberthat you cannot be all things to all people.In fact, trying to be causes

many business failures because efforts become scattered and diluted. You want an

honest assessment of yourfirmʹs strong and weak points.

Now analyze each major competitor.In a few words, state how you think they compare.

In the final column, estimate the importance of each competitive factorto the customer.

1 = critical; 5 = not very important.

Table 1: Competitive Analysis

Factor Me Strength Weakness Competitor A Competitor B

Importance to

Customer

Products

Price

Quality

Selection

Service

Reliability

Stability

Expertise

Company

Reputation

Location

AppearancePage 12 of 31

Factor Me Strength Weakness Competitor A Competitor B

Importance to

Customer

Sales Method

Credit Policies

Advertising

Image

Now, write a short paragraph stating your competitive advantages and disadvantages.

Niche

Now that you have systematically analyzed yourindustry, your product, your

customers, and the competition, you should have a clear picture of where your

company fits into the world.

In one short paragraph, define your niche, your unique corner of the market.

Strategy

Now outline a marketing strategy that is consistent with your niche.

Promotion

How will you get the word out to customers?

Advertising: What media, why, and how often? Why this mix and not some other?

Have you identified low‐cost methods to get the most out of your promotional budget?

Will you use methods otherthan paid advertising, such as trade shows, catalogs, dealer

incentives, word of mouth (how will you stimulate it?), and network of friends or

professionals?

What image do you want to project? How do you want customers to see you?Page 13 of 31

In addition to advertising, what plans do you have for graphic image support? This

includes things like logo design, cards and letterhead, brochures, signage, and interior

design (if customers come to your place of business).

Should you have a system to identify repeat customers and then systematically contact

them?

Promotional Budget

How much will you spend on the items listed above?

Before startup? (These numbers will go into your startup budget.)

Ongoing? (These numbers will go into your operating plan budget.)

Pricing

Explain your method or methods of setting prices. For most small businesses, having

the lowest price is not a good policy.Itrobs you of needed profit margin; customers

may not care as much about price as you think; and large competitors can under price

you anyway. Usually you will do betterto have average prices and compete on quality

and service.

Does your pricing strategy fit with what was revealed in your competitive analysis?

Compare your prices with those of the competition. Are they higher, lower, the same?

Why?

How important is price as a competitive factor? Do yourintended customers really

make their purchase decisions mostly on price?

What will be your customer service and credit policies?

Proposed Location

Probably you do not have a precise location picked out yet. This is the time to think

about what you want and need in a location. Many startups run successfully from home

for a while.

You will describe your physical needs later, in the Operational Plan section. Here,

analyze yourlocation criteria as they will affect your customers.Page 14 of 31

Is yourlocation important to your customers? If yes, how?

If customers come to your place of business:

Is it convenient? Parking? Interior spaces? Not out of the way?

Is it consistent with yourimage?

Is it what customers want and expect?

Where is the competition located? Is it betterfor you to be nearthem (like car dealers or

fastfood restaurants) or distant(like convenience food stores)?

Distribution Channels

How do you sell your products or services?

Retail

Direct(mail order,Web, catalog)

Wholesale

Your own sales force

Agents

Independentrepresentatives

Bid on contracts

Sales Forecast

Now that you have described your products, services, customers, markets, and

marketing plans in detail, it’s time to attach some numbers to your plan. Use a sales

forecast spreadsheet to prepare a month‐by‐month projection. The forecast should be

based on your historical sales, the marketing strategies that you have just described,

your marketresearch, and industry data, if available.

You may want to do two forecasts: 1) a ʺbest guessʺ, which is what you really expect,

and 2) a ʺworst caseʺ low estimate that you are confident you can reach no matter what

happens.Page 15 of 31

Rememberto keep notes on yourresearch and your assumptions as you build this sales

forecast and all subsequent spreadsheets in the plan. This is critical if you are going to

present it to funding sources.Page 16 of 31

VI. Operational Plan

Explain the daily operation of the business, its location, equipment, people, processes,

and surrounding environment.

Production

How and where are your products or services produced?

Explain your methods of:

• Production techniques and costs

• Quality control

• Customer service

• Inventory control

• Product development

Location

What qualities do you need in a location? Describe the type of location you’ll have.

Physicalrequirements:

• Amount of space

• Type of building

• Zoning

• Power and other utilities

Access:

Is it important that yourlocation be convenient to transportation orto suppliers?

Do you need easy walk‐in access?

What are yourrequirements for parking and proximity to freeway, airports,railroads,

and shipping centers?Page 17 of 31

Include a drawing orlayout of your proposed facility if it is important, as it might be for

a manufacturer.

Construction? Most new companies should not sink capital into construction, but if you

are planning to build, costs and specifications will be a big part of your plan.

Cost: Estimate your occupation expenses, including rent, but also including

maintenance, utilities, insurance, and initialremodeling costs to make the space suit

your needs. These numbers will become part of yourfinancial plan.

What will be your business hours?

Legal Environment

Describe the following:

• Licensing and bonding requirements

• Permits

• Health, workplace, or environmentalregulations

• Specialregulations covering yourindustry or profession

• Zoning or building code requirements

• Insurance coverage

• Trademarks, copyrights, or patents (pending, existing, or purchased)

Personnel

• Number of employees

• Type of labor(skilled, unskilled, and professional)

• Where and how will you find the right employees?

• Quality of existing staff

• Pay structure

• Training methods and requirementsPage 18 of 31

• Who does which tasks?

• Do you have schedules and written procedures prepared?

• Have you drafted job descriptions for employees? If not, take time to write some.

They really help internal communications with employees.

• For certain functions, will you use contract workers in addition to employees?

Inventory

• What kind of inventory will you keep:raw materials, supplies,finished goods?

• Average value in stock (i.e., what is yourinventory investment)?

• Rate of turnover and how this compares to the industry averages?

• Seasonal buildups?

• Lead‐time for ordering?

Suppliers

Identify key suppliers:

• Names and addresses

• Type and amount of inventory furnished

• Credit and delivery policies

• History and reliability

Should you have more than one supplierfor critical items (as a backup)?

Do you expect shortages or short‐term delivery problems?

Are supply costs steady orfluctuating? If fluctuating, how would you deal with

changing costs?

Credit Policies

• Do you plan to sell on credit?Page 19 of 31

• Do you really need to sell on credit? Is it customary in yourindustry and

expected by your clientele?

• If yes, what policies will you have about who gets credit and how much?

• How will you check the creditworthiness of new applicants?

• What terms will you offer your customers;that is, how much credit and when is

payment due?

• Will you offer prompt payment discounts? (Hint: Do this only if it is usual and

customary in yourindustry.)

• Do you know what it will cost you to extend credit? Have you built the costs into

your prices?

ManagingYour Accounts Receivable

If you do extend credit, you should do an aging at least monthly to track how much of

your money is tied up in credit given to customers and to alert you to slow payment

problems. A receivables aging looks like the following table:

Total Current 30 Days 60 Days 90 Days Over 90 Days

Accounts

Receivable Aging

You will need a policy for dealing with slow‐paying customers:

• When do you make a phone call?

• When do you send a letter?

• When do you get your attorney to threaten?Page 20 of 31

ManagingYour Accounts Payable

You should also age your accounts payable, what you owe to your suppliers. This helps

you plan whom to pay and when. Paying too early depletes your cash, but paying late

can cost you valuable discounts and can damage your credit.(Hint:If you know you

will be late making a payment, call the creditor before the due date.)

Do your proposed vendors offer prompt payment discounts?

A payables aging looks like the following table.

Total Current 30 Days 60 Days 90 Days Over 90 Days

Accounts Payable

AgingPage 21 of 31

VII. Management and Organization

Who will manage the business on a day‐to‐day basis?What experience does that person

bring to the business?What special or distinctive competencies? Is there a plan for

continuation of the business if this person is lost orincapacitated?

If you’ll have more than 10 employees, create an organizational chart showing the

management hierarchy and who is responsible for key functions.

Include position descriptions for key employees.If you are seeking loans orinvestors,

include resumes of owners and key employees.

Professional and Advisory Support

List the following:

• Board of directors

• Management advisory board

• Attorney

• Accountant

• Insurance agent

• Banker

• Consultant or consultants

• Mentors and key advisorsPage 22 of 31

VIII. Personal Financial Statement

Include personalfinancial statements for each owner and major stockholder, showing

assets and liabilities held outside the business and personal net worth. Owners will

often have to draw on personal assets to finance the business, and these statements will

show what is available. Bankers and investors usually want this information as well.Page 23 of 31

IX. Startup Expenses and Capitalization

You will have many startup expenses before you even begin operating your business.

It’s important to estimate these expenses accurately and then to plan where you will get

sufficient capital. This is a research project, and the more thorough yourresearch

efforts, the less chance that you will leave out important expenses or underestimate

them.

Even with the best ofresearch, however, opening a new business has a way of costing

more than you anticipate. There are two ways to make allowances for surprise

expenses. The first is to add a little “padding” to each item in the budget. The problem

with that approach, however, is that it destroys the accuracy of your carefully wrought

plan. The second approach is to add a separate line item, called contingencies, to

accountforthe unforeseeable. This is the approach we recommend.

Talk to others who have started similar businesses to get a good idea of how much to

allow for contingencies.If you cannot get good information, we recommend a rule of

thumb that contingencies should equal at least 20 percent of the total of all other start‐

up expenses.

Explain yourresearch and how you arrived at yourforecasts of expenses. Give sources,

amounts, and terms of proposed loans. Also explain in detail how much will be

contributed by each investor and what percent ownership each will have.Page 24 of 31

X. Financial Plan

The financial plan consists of a 12‐month profit and loss projection, a four‐year profit

and loss projection (optional), a cash‐flow projection, a projected balance sheet, and a

break‐even calculation. Togetherthey constitute a reasonable estimate of your

companyʹs financialfuture. More important, the process of thinking through the

financial plan will improve yourinsight into the innerfinancial workings of your

company.

12-Month Profit and Loss Projection

Many business owners think of the 12‐month profit and loss projection as the

centerpiece of their plan. This is where you put it all togetherin numbers and get an

idea of what it will take to make a profit and be successful.

Your sales projections will come from a sales forecast in which you forecast sales, cost of

goods sold, expenses, and profit month‐by‐month for one year.

Profit projections should be accompanied by a narrative explaining the major

assumptions used to estimate company income and expenses.

Research Notes: Keep careful notes on yourresearch and assumptions, so that you can

explain them laterif necessary, and also so that you can go back to your sources when

it’s time to revise your plan.

Four-Year Profit Projection (Optional)

The 12‐month projection is the heart of yourfinancial plan. The Four‐Year Profit

projection is forthose who want to carry theirforecasts beyond the first year.

Of course, keep notes of your key assumptions, especially about things that you expect

will change dramatically afterthe first year.

Projected Cash Flow

If the profit projection is the heart of your business plan, cash flow is the blood.