1、Business PlanBusiness PlanPricewaterhouseCoopersPricewaterhouseCoopersmethodologymethodologyDavid Hodder Laurent VanatDavid Hodder Laurent VanatProducts/ services,herethestudycoverswhatthecompany has toofferandthe perspectivesthatresultMarket,addressingwhere the companyisand willbe,who are the custo
2、mers and whataretheirneedsProductionand administrativefacilities, meaning whatare the means the companyhas toproduce and commercialisetheproducts/servicesithastooffer,whatadministrativefacilitiesare availableStaffandmanagement,which needs tobeassessed properlytoguaranteethecompany willhavethe rightp
3、eople intherightplaceFinances,thefinaltranslation intomonetaryunits ofallthecompanys perspectivesand the financial needs and dividends thatmay resultThe Business Plan approach developed by PricewaterhouseCoopersaimsThe Business Plan approach developed by PricewaterhouseCoopersaimstooffera simple and
4、 easy solution toprepare a business plan.tooffera simple and easy solution toprepare a business plan.Thus, the approach is divided into5 differentareas:Thus, the approach is divided into5 differentareas:Basic information to be collected,withsuggestion ofsomesupporting documentsand otherinformation s
5、ourcesFocus on special issues,which points outmajoraspects thatmay need in-depthanalysisSuccess factors, whereconcentration of the efforts of thecompanyare necessaryRisks and opportunities,featuring and anticipation of the majorthreats and opportunities forthe companyKey indicators,supplying the ess
6、ential figures related tothe area covered andtheirevolution overthe futureyearsOverview,witha shortindication ofthe basic contentof the summary thatshould be presented forthe study areaForeach area, a 6 step approach has been defined tohelp collecttheForeach area, a 6 step approach has been defined
7、tohelp collecttheinformation and study the relevantissues:information and study the relevantissues:informationde baseAspectsparticulers analyserFacteursdesuccsRisquesetopportunitsIndicateurs-clsSynthse prsenterInformationde baseAspectsparticuliers analyserFacteursde succsRisqueset opportunitsIndicat
8、eurs-clsSynthseprsenterThis Business Plan approach can therefore very simply be summarisedThis Business Plan approach can therefore very simply be summarisedintoa matrix combining the study areas and the differentsteps tobeintoa matrix combining the study areas and the differentsteps tobefollowed on
9、:followed on:Each page of the survey outline matches withone ofthe boxes of the matrix and gives the majorcontentof each of these steps forevery area. When theoverview is completed foreach area theirassemblywill provide the Business Plan.They should be introduced by an executive summarywith followin
10、g content:threeoclockOutline of the conclusions foreach chapterofthe analysis; focusing on the strengths of thecompanyand how they will becapitalised on,the weakness and the way they will beovercomethreeoclockFinalconclusionthreeoclockAction planPRODUCTS /SERVICESSurvey outlineSurvey outlinePRODUCTS
11、 /SERVICESbasic information tobe collectedthreeoclockthreeoclockCommercial leafletsCommercial leafletsthreeoclockthreeoclockProductsoffered /services list,withProductsoffered /services list,withspecificationsspecificationsthreeoclockthreeoclockCosts of goods andservices/sales pricesCosts of goods an
12、dservices/sales pricesthreeoclockthreeoclockQualitative assessmentof the products/servicesQualitative assessmentof the products/servicesofferedofferedthreeoclockthreeoclockSales figures over5 yearsSales figures over5 yearsthreeoclockthreeoclockFuturedevelopmentsFuturedevelopmentsthreeoclockthreeoclo
13、ckCustomerfeed backCustomerfeed backPRODUCTS /SERVICESfocus on special issuesthreeoclockthreeoclockReputation of the companyReputation of the companythreeoclockthreeoclockStage of the products /services in the life cycleStage of the products /services in the life cyclethreeoclockthreeoclockPositioni
14、ngPositioningthreeoclockthreeoclockPurchase motivation ofthe customersPurchase motivation ofthe customersthreeoclockthreeoclockViability of the new products/servicesViability of the new products/servicesthreeoclockthreeoclockDynamism of the research & developmentDynamism of the research & developmen
15、tthreeoclockthreeoclockIntellectual property protectionIntellectual property protectionPRODUCTS /SERVICESsuccess factorsthreeoclockthreeoclockMarketrecognition of the products/servicesMarketrecognition of the products/servicesthreeoclockthreeoclockPrice /quality ratioPrice /quality ratiothreeoclockt
16、hreeoclockProducts/services meeting the presentandProducts/services meeting the presentandfuturemarketneedsfuturemarketneedsthreeoclockthreeoclockRecognised existing demand forthe products/Recognised existing demand forthe products/services offeredservices offeredthreeoclockthreeoclockSufficientturn
17、overpetentialSufficientturnoverpetentialPRODUCTS /SERVICESrisks and opportunitiesthreeoclockthreeoclockEmergence of new products/servicesEmergence of new products/servicesthreeoclockthreeoclockEvolution of the products/servicesEvolution of the products/servicesthreeoclockthreeoclockChange in politic
18、al and legal environmentChange in political and legal environmentthreeoclockthreeoclockCompetitorsprojectsCompetitorsprojectsthreeoclockthreeoclockOtherpossible factors influencing demandOtherpossible factors influencing demandPRODUCTS /SERVICESkey indicatorsthreeoclockthreeoclockFutureevolution of
19、quantities soldFutureevolution of quantities soldthreeoclockthreeoclockFutureevolution of sales pricesFutureevolution of sales pricesthreeoclockthreeoclockFutureevolution of costof goods /servicesFutureevolution of costof goods /servicesPRODUCTS /SERVICESoverviewthreeoclockthreeoclockBrief descripti
20、on of the products /services of theBrief description of the products /services of thecompany, withqualitative and quantitativecompany, withqualitative and quantitativeappreciationappreciationthreeoclockthreeoclockImportance of futurepotential withImportance of futurepotential withdemonstration throu
21、gh argumentsdemonstration through argumentsthreeoclockthreeoclockEvolution of turnoverforecastby product/Evolution of turnoverforecastby product/service and corresponding profitmarginsservice and corresponding profitmarginsMARKETSurvey outlineSurvey outlineMARKETbasic information tobe collectedthree
22、oclockthreeoclockAvailable marketstudiesAvailable marketstudiesthreeoclockthreeoclockComparative listofcompetitorsComparative listofcompetitorsthreeoclockthreeoclockCommercial documentation ofcompetitorsCommercial documentation ofcompetitorsthreeoclockthreeoclockBranch related figures (turnover,numb
23、erofBranch related figures (turnover,numberofcompanies, employees, evolution.)companies, employees, evolution.)threeoclockthreeoclockTurnoverby customerTurnoverby customerthreeoclockthreeoclockTalks withbranch expertsTalks withbranch expertsMARKETfocus on special issuesthreeoclockthreeoclockPosition
24、ing of the companyPositioning of the companythreeoclockthreeoclockCompetitivesituation of themarketCompetitivesituation of themarketthreeoclockthreeoclockEvolution of the marketoverthe last5 years andEvolution of the marketoverthe last5 years andtrend overthe next5 yearstrend overthe next5 yearsthre
25、eoclockthreeoclockMarketsegmentationMarketsegmentationthreeoclockthreeoclockSeasonability of salesSeasonability of salesthreeoclockthreeoclockMain issues having an effecton demandMain issues having an effecton demandthreeoclockthreeoclockCommercial actions of the companyCommercial actions of the com
26、panyMARKETsuccess factorsthreeoclockthreeoclockConfirmed marketpotential (growing marketorConfirmed marketpotential (growing marketorgrowing marketshare)growing marketshare)threeoclockthreeoclockMedium and long range growthprospectsMedium and long range growthprospectsthreeoclockthreeoclockReputatio
27、n of thecompany in the marketReputation of thecompany in the marketthreeoclockthreeoclockRelationship of marketprice level withcostpriceRelationship of marketprice level withcostpricethreeoclockthreeoclockPotential of marketpenetration bythe companyPotential of marketpenetration bythe companyMARKETr
28、isks and opportunitiesthreeoclockthreeoclockStengths and weaknesses of the competitorsStengths and weaknesses of the competitorsthreeoclockthreeoclockEconomic and political change of the targetEconomic and political change of the targetmarketmarketthreeoclockthreeoclockChange of consumption habitsCh
29、ange of consumption habitsMARKETkey indicatorsthreeoclockthreeoclockThe companys marketin figuresThe companys marketin figuresthreeoclockthreeoclockMarketgrowthrate/marketsharegrowthrateMarketgrowthrate/marketsharegrowthrateover5 nextyearsover5 nextyearsthreeoclockthreeoclockTurnoverwithmain custome
30、rsTurnoverwithmain customersthreeoclockthreeoclockTurnoverof maincompetitorsTurnoverof maincompetitorsMARKEToverviewthreeoclockthreeoclockShortdescription ofthe positioning of theShortdescription ofthe positioning of thecompanywithin itsmarketcompanywithin itsmarketthreeoclockthreeoclockMarketadvant
31、ages of the companyand potentialMarketadvantages of the companyand potentialweaknessesweaknessesthreeoclockthreeoclockMarketgrowthscenariosMarketgrowthscenariosthreeoclockthreeoclockArguments supporting turnoverforecastsArguments supporting turnoverforecastsPRODUCTION ANDADMINISTRATIVE FACILITIESSur
32、vey outlineSurvey outlinePRODUCTION ANDADMINISTRATIVE FACILITIESbasic information tobe collectedthreeoclockthreeoclockOrganisation chartOrganisation chartthreeoclockthreeoclockAvailabe MIS documentsAvailabe MIS documentsthreeoclockthreeoclockListing ofresources /equipmentwithpotentialListing ofresou
33、rces /equipmentwithpotentialoutputoutputthreeoclockthreeoclockAssessmentreports, administrative analysis,Assessmentreports, administrative analysis,miscellaneous audits.miscellaneous audits.threeoclockthreeoclockOperating manualsOperating manualsthreeoclockthreeoclockCosting basisCosting basisthreeo
34、clockthreeoclockTalks withmedium level managementTalks withmedium level managementPRODUCTION ANDADMINISTRATIVE FACILITIESfocus on special issuesthreeoclockthreeoclockEfficiency of EDPEfficiency of EDPthreeoclockthreeoclockSimplicityand effectiveness of administrativeSimplicityand effectiveness of ad
35、ministrativeand accounting proceduresand accounting proceduresthreeoclockthreeoclockAge of the production plantAge of the production plantthreeoclockthreeoclockEvolution of the productionpotential overnext5Evolution of the productionpotential overnext5yearsyearsthreeoclockthreeoclockTechnological ad
36、aptationTechnological adaptationthreeoclockthreeoclockProduction organisationProduction organisationthreeoclockthreeoclockQuality controlQuality controlthreeoclockthreeoclockAvailable means of communicationAvailable means of communicationPRODUCTION ANDADMINISTRATIVE FACILITIESsuccess factorsthreeocl
37、ockthreeoclockPerforming production facilitiesPerforming production facilitiesthreeoclockthreeoclockSatisfactory futurecapacitySatisfactory futurecapacitythreeoclockthreeoclockCompetitive costingCompetitive costingthreeoclockthreeoclockReliable production planningReliable production planningthreeocl
38、ockthreeoclockAbility tokeep costs and deadlinesAbility tokeep costs and deadlinesthreeoclockthreeoclockSound and efficientadministrationSound and efficientadministrationthreeoclockthreeoclockOn time reporting systemOn time reporting systemthreeoclockthreeoclockConsistentprocedures andorganisationCo
39、nsistentprocedures andorganisationthreeoclockthreeoclockInvoicing and accounting up-to-dateInvoicing and accounting up-to-datePRODUCTION ANDADMINISTRATIVE FACILITIESrisks and opportunitiesthreeoclockthreeoclockDependency onEDP systemsDependency onEDP systemsthreeoclockthreeoclockBottlenecks in produ
40、ction flowBottlenecks in production flowthreeoclockthreeoclockObsolescence ofthe production equipmentObsolescence ofthe production equipmentthreeoclockthreeoclockChange in technology orproductionprocessChange in technology orproductionprocessthreeoclockthreeoclockLengthof thelease agreementLengthof
41、thelease agreementthreeoclockthreeoclockChangein regard tothecompanyslocationChangein regard tothecompanyslocationPRODUCTION ANDADMINISTRATIVE FACILITIESkey indicatorsthreeoclockthreeoclockProduction costsProduction coststhreeoclockthreeoclockProduction capacityProduction capacitythreeoclockthreeocl
42、ockProduction forecastsProduction forecastsPRODUCTION ANDADMINISTRATIVE FACILITIESoverviewthreeoclockthreeoclockDescription of production facilities: plant,Description of production facilities: plant,location, buildings and equipmentlocation, buildings and equipmentthreeoclockthreeoclockTechnical ca
43、pabilitiesTechnical capabilitiesthreeoclockthreeoclockProduction capacitiesProduction capacitiesthreeoclockthreeoclockBrief critical assessmentof the productionBrief critical assessmentof the productionfacilitiesfacilitiesthreeoclockthreeoclockCommentaboutthe administrative organisationCommentaboutt
44、he administrative organisationand its functioningand its functioningSTAFF AND MANAGEMENTSurvey outlineSurvey outlineSTAFF AND MANAGEMENTbasic information tobe collectedthreeoclockthreeoclockStaff numberand listingStaff numberand listingthreeoclockthreeoclockPayrollPayrollthreeoclockthreeoclockHierar
45、chical organisation chartHierarchical organisation chartthreeoclockthreeoclockCurriculum vitae of majorexecutivesCurriculum vitae of majorexecutivesthreeoclockthreeoclockBoard composition and minutes from the last3Board composition and minutes from the last3boardmeetingsboardmeetingsthreeoclockthree
46、oclockTalks withsome of the staff and directorsTalks withsome of the staff and directorsSTAFF AND MANAGEMENTfocus on special issuesthreeoclockthreeoclockSeniority of the staffSeniority of the staffthreeoclockthreeoclockPromotion pathof the managementPromotion pathof the managementthreeoclockthreeocl
47、ockDecision mode prevailing in the company andDecision mode prevailing in the company andmanagementstylemanagementstylethreeoclockthreeoclockWorking atmosphereWorking atmospherethreeoclockthreeoclockCapabilities of the managersCapabilities of the managersthreeoclockthreeoclockQualification level of
48、the staff /remunerationQualification level of the staff /remunerationlevellevelSTAFF AND MANAGEMENTsuccess factorsthreeoclockthreeoclockMotivation of the staffMotivation of the staffthreeoclockthreeoclockTechnical ability of the managementTechnical ability of the managementthreeoclockthreeoclockLeadership from executives and directorsLeadership from executives and directorsthreeoclockthreeoclockCompetitive wages levelCompetitive wages level