Here is a simple overview of a planning hierarchy: The business plan is the master document that directs all aspects of an enterprise. Yet, many executives fail to fully understand its importance for achieving goals. Too often, the plan is written then filed away and never used as a key tool in managing a business. A good plan is not necessarily about how well it is written – more important is how well it is implemented. Someone once said, “A partial plan implemented well is better than a well written plan never placed into action”. It is very important to use the plan as your guide, but it must also be dynamic under constant revision because the marketplace is not static. Without a plan, how do you know where you are going and how you will reach your destination?

A business plan addresses functions related to product, marketing, operations, administration, finance, legal, and budgeting. Yes, you can argue that more goes into the plan – remember this is just a simple summary. Planning is like preparing for a road trip. You know where you are and know where you want to go, but how do you get there?

Let’s say your trip is several hundred miles long. Studying your map, you ask yourself questions about time and resources needed before you start the journey. You want to get to your destination as quickly and efficiently as possible, but at the lowest cost without sacrificing essentials or your comfort.

Factors to consider for your trip include mode of transportation, cost, length of trip, and best route in a realistic amount of time. What happens during the trip, if you encounter road construction, traffic jams, or even detours? What if your car breaks down along the way? You tried to plan properly in advance, but now you’re faced with unexpected choices. What resources do have at your disposal? How do you tap resources you don’t have now? What are the opportunity-cost to consider? Which options make most sense to keep you moving on?

Planning your road trip, you consider all the route options. Route A is the shortest, but research shows the route is full of road construction. Taking this route will make your journey longer because of delays and it may cost more in gas money because poor mileage efficiency caused by many stop and go driving. Route B is significantly longer meaning it takes more time to reach your destination. However, there are no detours or construction to deal with. You can zip all the way with minimal stops and find the improved mileage efficiency means less gas station stops resulting in cost savings.

These are the kind of factors requiring consideration when starting a plan. After you decide on the route to take, you must now consider your available resources and their capacity to fulfill your goal. In our road trip example, your next considerations will be influenced by a systems check of your automobile – is it road worthy for a long trip? Must you invest in new tires? Is your battery reliable? You get the idea. How much money do you have allocated for gas, food, and the unexpected? Are you doing all the driving and navigation yourself? When do you start your trip after considering your options?

Being realistic with your goals and anticipating roadblocks will assist you in starting your plan. Don’t waste time constantly refining your plan at the start or you will never reach your destination. Just start with the basic elements using research and a little common sense. Risk is part of the game, but you can significantly reduce future risk if you plan, learn, evaluate, and adjust. Adjustments are always necessary because the market is dynamic – so should be the application of your plan. You cannot anticipate every obstacle, but you will be better prepared to resolve issues if you have a plan and evaluate it on a regular basis.

Please raise your hand if you’ve ever been frustrated about what to put in a business plan? What will convince an investor to give you money? We’ve all been there. And it seems like the answer keeps changing depending on who you talk to.

The problem, or rather the truth, is that there is no “one fit all” solution. So the bad news is: even a step by step guide to writing a business plan won’t really make your plan “good”. The good news is, you really don’t need a step by step guide to make your plan compelling enough to close investment.

There are many different formats and there really isn’t a “universal” length for a perfect business plan. Depending on your product or industry, it can range anywhere between 10-100, and sometimes more, pages.

The question you should ask yourself is: what stage is my company at? If you are already generating revenue and are looking for a second or third round of financing to expand, the business plan can get much more elaborate and detailed, especially on the financial analysis and projections side of things.

But if you are just starting a business, don’t have established revenue yet and are simply looking to attract investors to get started making money with your products or services, keep on reading.

Most important to understand in this case is that it all comes down to one simple thing:

telling a great story!

This does not mean you shouldn’t present accurate facts, be transparent, and most importantly tell the truth; but it means that you need to package all those facts into an interesting, exciting, and fascinating story so your readers (potential investors) keep on reading and don’t get bored by page 25. It’s a lot to ask someone to read an entire business plan, so the least you can do is make it fun and interesting.

I have had the pleasure to be on both sides of the table (both writing and reading business plans), and here are the 7 things that are often forgotten or done wrong:

1. Get To The Point Quickly

We all get excited at the prospect of starting a new business… so going on and on about one or more aspects that really cause you to be enthusiastic is great when you sit over a cup of coffee with your friends or colleagues.

But when it comes to reading something on a digital device or piece of paper, without your enthusiastic voice, endless chatter can get old very quickly.

Think of your potential readers as the most impatient individuals you will ever meet. How would you structure your sentences when talking or writing an e-mail to them? Now add just a hint of enthusiasm and relevant information to that, and you should be close to getting their attention.

2. Move Most Compelling Facts To The Top

In addition to keeping things “snappy”, prioritizing information and structuring the business plan around the importance of each element can help move the reader along.

The format that I have found to be effective is:

1- Brief Executive Summary

2- Company Description

3- Market Analysis

4- Product and/or Services

5- Marketing Strategy

6- Sales Strategy

7- Company Goals & Objectives

8- Management and Operations

9- Competitive Analysis

10- Financial Projections

Some entrepreneurs include a request for funding at the end, and some create a separate document (mostly with their attorneys) called “Private Placement Memorandum” (PPM). The advantage of not including a funding request in the business plan, is that you can stay flexible in terms of who you are sharing this business plan with and how much money you end up asking for. It’s easier to change the short PPM rather than going back into the business plan every time you talk to a different investor.

The main thought behind the structure I suggested above is that every section sets the stage and builds up to the section right after. Again, there are many different formats, and you can really change this format up to whatever suits the story you are telling. You might for example have a big name on your team that has significant weight in your industry, so moving the “management” section up (maybe even to the top) can make sense in some cases. It’s all about getting the reader excited, and the prospect of working with a celebrity might just get that job done for you.

3. Create Transitions

This is a mistake I see happening time and time again. Creating transitions between the different sections of the business plan is a really simple trick that makes the overall experience more pleasant, while “tricking” the reader into continuing to read.

Many business plan authors think it’s enough to just “compile” all the information relevant to their business in form of one continuous document – no matter how.

The problem, however, becomes that sometimes jumping thoughts can be jarring and confusing.

Go back to thinking about your business plan as a story you would tell around a campfire. You wouldn’t reveal the big twist right in your first sentence, would you? And the way that you would go from one character and plot-point to the next, is how you should think of every segment in your business plan.

Don’t shy away from creating cliff-hangers at the end of some sections. For example, if your market analysis concludes that one specific age group and gender has an urgent need that no product in the market is currently satisfying, you can end this section with a question like: So how does [your company or product] address this urgent need and turn it into profit? And then go right into your products and services presentation.

4. Don’t Be Too Flashy

In my experience, there is a huge difference between sounding professionally enthusiastic and self-promotional. Using too many flashy buzz-words and too much promotional language throughout the business plan can get irritating to read and mostly comes across as insincere. It also raises the question if the authors of the plan are hiding the fact that they might not have figured “it” out yet.

Trying to be flashy simply distracts from the real, hard facts and dilutes the value of your presentation. The old saying, “when in doubt, keep it simple”, truly applies here.

5. Use images And Graphic Examples

This speaks to the “making it fun to read” – part. No, no… making it fun doesn’t mean making it flashy. It simply means you should also not try to achieve the opposite of flashy – which I believe to be “boring”.

Images and graphic examples should be relevant to the information you are presenting. The goal is to give the reader’s eyes a break here and there to keep the flow going. Think of it like visual potato chips… but the good, organic kind that is fun to eat, while still staying relevant to your healthy diet. This can include images of your product(s), website screenshots, industry statistics, charts, etc.

6. Attachments

Sometimes there are amazing articles or entire studies on specific industry developments that support your case. Instead of copy-pasting and quoting the entire article, though, attach it to your business plan as a separate document labeled “Exhibit a)”, b), c), etc. (one for each document) and reference the exhibit with a short quote or summary inside the business plan. That way you are giving the reader the choice to check out the attachment or to continue going through your presentation.

The goal here is to avoid unnecessary “inflation”. More pages is not always better! Sometimes 10 pages that knock it out of the park are better than 100 pages that are overwhelming with too many industry stats and lengthy paragraphs that you didn’t even write yourself.

7. Try Putting Yourself Into The investor’s Shoes

It’s hard, but when reading through your finished business plan, try to distance yourself and read it from the perspective of an investor. Ask yourself very honestly and harshly: would I put money into this? Imagine putting everything on the line; your car, your house, your life’s savings.

You would be surprised how many times you will cringe and realize that it’s simply not good enough yet; that some of the language you don’t even buy into yourself; that you might have to do a lot more research and planning before taking it to an investor. In the end of the day, you are not just putting their money on the line, but also your own time and resources, which could be devastating.

Taking on this outside perspective can be a sobering experience and really help to create an excellent business plan. Check out http://www.investopedia.com – they give great insights into the world of risking money.

So what exactly do you put in each segment of the business plan? Stay tuned for my next article, which will focus on the content and what to include when writing your first and final draft.

Kicking & Screaming

Most business owners and department managers know they “should” have a plan. Yet in all my 25 years of helping business owners and managers grow their businesses, just four of my clients possessed a written plan, and only one was actually using it. Why do so many business owners skip this crucial step? Some common explanations I’ve heard go something like:

• “I don’t need funding, so I don’t need a business plan.”
• “My plan is going to change anyway, so why should I waste my time creating it?”
• “It will take too much time.”
• “I started to and found it overwhelming.”
• “I didn’t start a business to do the types of things I did when I worked for someone else.”
• “I don’t want a big company. I don’t want employees.” (I just created a J.O.B. for myself.)
• “I don’t know which planning program to use; there are so many out there.”
• “It’s expensive to plan and I need to spend my money on other things.”
• “I don’t need to plan; I just want to work in my business.”

Does any of that sound familiar? For the most part, “winging it” from day to day works-until it doesn’t. Many business owners learn this the hard way. Whether at the $60,000 per year income level or at the $30 million level, without a plan, a business or its owner will eventually crash. Owners or managers will often agree to use a plan if someone else creates it for them. That’s a BIG no-no in my book. It’s important for business owners to gain the experience of the planning process. At least once, they must tackle the questions they’ve put off answering. Otherwise they run the risk of never gaining real clarity regarding the direction of their business.

The Care and Feeding of Business Owners & Managers

As the old saying goes, “You can lead a horse to water, but you can’t make it drink.” Clients who come to me for help with their strategic plan are often feeling a “pain”. It is a common experience, often necessary to compel them to take a “drink” from the strategic planning process. Here are a few common “pains” my clients have reported:

• They’re not attracting their ideal clients and are sick and tired of working with jerks.
• They need to be making more money.
• Their spouse informed them that if they don’t spend more time together, they’ll file for a divorce.
• Their spouse wants them to get a “real job”.
• They’re retiring from a job in “x” years and want to have an immediate income at that time.
• They’re retiring in “x” years and want all the work, time, and money they invested in their business to be their nest egg.
• They’ve discovered that a business isn’t just a place to work, but an entity to grow.
• “Someone” told them they had to create a plan.
• “Someone” told them that their marketing is “all over the place”.
• They need help managing their company or department.
• They became an “accidental” business owner or were promoted suddenly, and need help fast.
• They’re turning 50 and want to examine the next 30 years of their business with someone who isn’t as vested in the business as they are.
• They want to work one day per month because they want to start a non-profit.

These and many other possible “pains” or problems will hopefully lead a business owner to re-evaluate the need for planning. But where to begin? The task of planning can seem monumental. Luckily, there is a one-page process which makes planning not only exciting, but simple and straightforward.

When the Light Bulb Flickers

When someone seeks my services, they often need more clients, better clients, or more money. In determining what is hindering their growth, we find they have no vision, mission, objectives, or strategies written down. They usually have no action plan, marketing plan, or financial plan, either. Here are some reasons they’ve given for finally taking the planning plunge:

• “My original business vision was thrown to the wind and all I’ve been doing is looking at ‘today’.”
• “I realized that the business I envisioned is not what I have, and I don’t like the business I have.”
• “I read Michael Gerber’s The E-Myth Revisited and realized I need systems.”
• “I’m getting older. I want to get top dollar for my business in (5, 10, or 20) years, and I know I need to have a turn-key business. My business is anything but turn-key.”
• “I’m getting bored of running my company, and want to get it ready to sell/hire a CEO.”
• “I have tried to grow my business for the last two years and what I’ve done isn’t working.”
• “I want to start my business right; I know I need a plan.”
• “I want to earn more money.”
• “I’m frazzled. I network and market all the time and am not seeing the results I once saw.”
• “I am creating a new position within the company. I need to bring the concept to my boss in an organized way.”
• “Although I work for a company, I’m paid on commission, and I need a plan to expand.”
• “I want to open a branch office, but I can’t see having two unorganized offices. I need the first office organized, and systems created before I start the second.”
• “I don’t like my business model but don’t know what to change or how to do it.”
• “My business does not have an inner brand, niche, or focus.”

Back in 2000, with a year-old business of my own, I had the opportunity to attend a one-day planning program which helped me to create a plan on a single page. This plan would encompass all of the plans mentioned above. As a participant, I realized the importance of planning strategically before attempting execution or implementation. Today, my clients use that same methodology to bring greater success to their businesses. And when someone wants me to create the plan for them, I do it with them. My clients are present during the process, learning a system that can be reused in the future to make their lives easier-and more profitable-in the long run.