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Management overview
 | Key points of the plan |
The business and management
| Age of business, results to date (last three years),
borrowing history, existing commitments, current accountants, bankers,
lawyers
| Key personnel, their experience, knowledge of the
industry, age, education and training
| Share holding structure, involvement of major
shareholders in other ventures
| Number of current and future employees by category
| Reporting structure, internal organisation, skills
level by department
| Profit share or bonus schemes
| Successes, failures and lessons learnt |
| | | | | |
Product or service
| Current product range
| Current customers, existing customer contracts
| Status of product development - percentage of new
product in current sales
| Any patent, trademark or copyright protection
| Market size, structure and growth over five years,
major competitors
| Product/service trends
| Distribution outlets/service supply points
| Sales forecasts, promotional and pricing plan
| Current and future competitive advantage with
relevant market research |
| | | | | | | |
Objectives and strategy
| Business goals - general
| SWOT analysis (Strengths, Weaknesses, Opportunities,
Threats)
| Short- and medium-term objectives - specific targets
of gross profit, return on capital, new product development, personnel
targets |
| |
Information system and
frequency of reporting
| Accounting methods - cash flow, profit and loss,
balance sheet, financial ratios
| Production, marketing, personnel, new product
development efficiencies |
|
|
Production/service supply
system
| Equipment, age, sophistication, layout
| Product certification
| Supplier agreements
| Warehousing, physical distribution, order processing |
| | |
Future financial performance
| Projections stating assumptions of future performance
for at least one year
| Estimated turnover to include balance sheets and
profit and loss accounts monthly cash flow projections
| Capital expenditure budgets
| Sensitivity analysis to show effects of 20 per cent
increase in sales and 30 per cent decrease |
| | |
Assumptions
| Main assumptions underlying the plan
| Risk assessment and contingency planning |
|
Action plan
| Responsibilities
| Time scale and key tasks by month - milestones,
success criteria
| Project plan for major investments, with critical
path |
| |
Finance required
| Purpose
| Level of return on the investment (for large scale
investments a Net Present Value calculation or some other discounted
cash flow)
| Total funding required based on projections
| Repayment assumptions
| Security available
| Assets available/assets used as security elsewhere |
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