By Scott B. Smart, William L Megginson, Lawrence J. Gitman

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2. The product or service itself. In other words, the nuts and bolts of exactly what it is. Is it a new type of car wax that doesn’t streak, for example? An environmentally friendly oven cleaner? 3. Current financial position. A brief summary of the financial health of your business. 4. The funding requirement. A brief explanation of how much money you need, broken down into how it will be spent (for example, £X on marketing, £Y on research and development, and so on). 5. Management and personnel.

Write down how sensitive the plan is to delays in debtors paying you, or to your creditors demanding faster payment. 12. SWOT Analysis. List Strengths and Weaknesses of the project as well as Opportunities for, and Threats to it, and the business. 13. Conclusion. As this draft of the business plan is purely for use inside your company, keep it brief and aim to write no more than 50 words on each section. The whole aim of producing this version of the plan is so that you can collate your thoughts, and by keeping the word count on each section so low, 50 THE BUSINESS PLAN you’re forced to think hard about the absolutely vital points you want to mention.

Your next step is to start using that information. Begin by asking yourself whether you have enough money coming in to pay the direct debits this month. Once you know this, you can lay out a schedule of payments relating to when the rest of the money comes in, so that when each £500 comes in you know the exact bill that money will pay. It is easy for accountants to produce cash-flow charts but their charts are based on longer periods, normally months. The one you are producing must – and will – relate to the fact that money doesn’t come in regularly each day, but rather that it comes in ‘lumps’ and those lumps don’t necessarily come in when you need them, or even when you predict that they will.

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