The Importance of Business Plan Organization

Overview

The organization of a Business Plan is very important. I use an eight section plan format that is in a specific order as each section builds from the previous section (note: you may have to jump back and forth on a limited basis between the Products and Services Section and the Marketing Section, as well as, the Strategic Section, depending on the extent of your market and product development to date). There is fluid thought and connected reasoning employed to achieve a Plan that reaches its intended purpose (i.e. to run a business, to buy a business, to enter a Joint Venture, to finance a business, to complete a particular project, etc). Although the Executive Summary is the first section of a Plan, it should be written last. All the other Sections should be developed in a build block order provided in a Business Plan Workbook Process.

A Business Plan is a business document; you are not writing prose. It should contain a precise and concise format and be organized into numbered Sections and Sub-Sections, which contain specific information in short, paragraph form. Plans should be produced in paper form, computer format and online format. Computer Format means the Plan is integrated into the Company’s Computer Network. It also means the Table of Content’s Sections are hyperlinked so you can easily navigate and access information on the Plan just by clicking on the links.

You should have your Business Plan uploaded securely, online (via login and password access) on your website so that Key Managers, Employees, Sales People, etc can access the information remotely no matter their location. You can have different versions available online for particular purposes, segregated by different logins and passwords. For Example, you can have your Sales Plan accessible remotely so your Salespeople can use it as a sales tool or update it with up to the minute feedback for the Sales Manager and the Marketing Department. Another example would be having your Funding Business Plan accessible online with versions for different audiences: bankers, venture capitalists, angel investors, etc.

Business Plan Sections

1) Table of Contents

The Table of Contents is one of the most important parts of the Plan. The TOC should be very detailed and well organized so that the reader and user can find and access the information easily and quickly. You can write a great Plan with all the necessary information in it, but if the reader can’t easily find or access the information, then the Plan ceases to be a useful tool.

The TOC should be organized by each Section and Sub-Sections of the Plan with the corresponding page numbers. It is strongly recommended that your Plan be developed as an outline document, with all the Sections and Sub-Sections in the Table of Contents hyperlinked to the page where the information resides. This way the reader and user can access the information quickly and easily.

2) Section One: Executive Summary

The Executive Summary should be written last. Why? Because it organizes and summarizes the entire Business Plan. You cannot achieve this effectively until all the other sections (2 through 8) of the Plan are completed. We suggest developing two renditions of the Executive Summary – a short version of 2 – 3 pages in length and a longer version of 5 – 7 pages. The short version should be written after the long version is completed, keying on the most significant information from the long version.

The Executive Summary gives the reader a quick overview of the important facts contained in your Business Plan. The long version of the Executive Summary can act as a standalone document to be used to succinctly explain your Business and generate interest in your opportunity, or products and services. For instance, the long version of the Summary can be sent to a Venture Capital Firm to generate and gauge initial interest, to be accompanied by your one-sheeters: Fact Sheet / Venture Overview / Investment Overview. If interest is indicated, you can send the VC Firm a custom tailored Funding Business Plan (customized to their particular investment requirements) which will contain the short version Executive Summary.

Brevity, yet completeness and inclusiveness, is key when writing your Executive Summary. It should be concise yet have adequate detail about your Business Plan. It may take several attempts to achieve this balance.

3) Section Two: Company Overview

This section encapsulates who you are as a Company: the History, Structure, Ownership, Locations, Products and Services Summary, Strengths and Weaknesses, Performance, Customers, Trends, Company Assets and so forth. This section comes first in the Business Plan (following the Executive Summary) since it serves as an introduction to the necessary details and background of your company.

4) Section Three: Management and Operations

This section builds on the Company Section explaining in more detail who will run the company and how it will be run. You can have the greatest business idea but lack the right people to execute your Plan. Therefore, the Management and Operations Section is one of the most important elements of the Plan.

5) Section Four: Products and Services

Now that you have developed the Company and Management / Operations Sections, it is time to describe your Company’s Products and Services in detail. This section identifies why your Product and Service is unique and where weaknesses reside. Customer and Market identification, analysis and segmentation starts in this section to be later developed in the Marketing Plan and implemented through the Strategic Plan.

6) Section Five: Marketing Analysis and Plan

The Marketing Section explains in great detail how your Product and Service will be positioned and distributed in the market, supported by detailed, believable market research. This section deals with your Industry, Market Segments, Target Markets, Market Trends and Growth, General Competitive Environment, Customer Choices and Competitive Analysis / Positioning / Edge, to culminate in your Marketing Strategy and Programs.

7) Section Six: Strategic & Sales Plan

The Strategic Plan puts the Marketing Plan into action, showing how to implement the Marketing Plan into a cohesive and executable Sales Plan. The Strategic Plan develops a system to effectively deal with Potential Problems and Risks and culminates in producing Company Strategies, Tactics and Strategic Programs. These programs are implemented through the developed Sales Programs and Sales Plan. Operating Budgets, Control Mechanisms, Milestones and Sales Forecasts are also integral parts of the Strategic Plan.

The Strategic Plan provides a process for Strategic Management, Auditing and Reassessment. It measures performance, has control functions and corrective actions, reassessing when and where necessary. Strategic Planning is top-down and bottom-up, completely integral to your Company’s Operations, from the Vision and Leadership of the CEO, to Management’s Implementation Oversight, to the Sales and Operations Units. It provides company-wide Strategic Vision, Focus, Structure and Discipline, while providing an atmosphere of learning and awareness, with a process for identifying deficiencies and, in turn, fixing those challenges.

8 ) Section Seven: Financials

If you develop an effective Strategic Plan through our a well prescribed process, completing the Financial Section will not be as difficult as often anticipated. The principal reason why business owners have such a hard time constructing the Financial Section is most often due to a cursory job on their Strategic Planning Process. Financial Projections are not believable or realistic when the Strategic Plan doesn’t do an adequate job of harnessing the Market Plan into an achievable well thought out Company Strategy. Good Financial Forecasting starts with a well developed Product or Service Plan (Section 4), a well researched Market Analysis and resulting Marketing Plan (Section 5) and culminating into a solid Strategic Planning Process (Section 6). This ensures your “best guesses” as to future performance are well researched and developed. This is why it is so critical that you work through a good Business Planning Workbook in a building block order; otherwise, your Financials will be lacking accurate forecasting. The culmination of a good Strategic Planning Process makes for solid Financial Projections.

Probably the most important of all the Financials is the Cash Flow Statement. The Cash Flow will assist you on a daily basis in running your business effectively. Simply put, the Cash Flow shows the influx of cash and the outflow of cash in your Business. Cash Management is absolutely critical in successfully running your business, project or venture. The Cash Flow Statement is also very important when you are seeking funding for your operation and analyzed closely by lenders, investors and venture capitalists alike. Your Cash Flow is also critically important to your relationship with your Suppliers. Having a Supplier Business Plan containing a history and projection of Cash Flow can really help your Suppliers become good partners in managing your cash flow, thereby, enhancing your profitability significantly.

The Cash Flow Statement should be your guiding force in Financial Modeling and Cash Management. Effectively managing your Cash creates leverage, which will lead toward increased profitability. The leverage is created within a Cash Flow Management System as it shows how much cash is necessary to grow and finance your Company. Many businesses focus on the Profit and Loss Statement, which is very important; however, they often over look the Cash Flow Statement. Good financial analysis focuses on the Cash Flow Statement, then relates it to the Profit & Loss components (i.e. minimizing costs), which in turn increases Profitability and results in a stronger asset and equity base on the Balance Sheet. Financials and good Financial Management stem from the inter-connectivity of a Company’s Financials. Don’t forget how important Cash Flow Management is to your Company’s future profitability and net worth.

Another very important Financial, which works hand in hand with the Cash Flow Statement and Cash Management, is your Company’s Target and Actual Budget. Budgets are used principally for two purposes: Planning and Control. A Budget matches short term targets with long term Strategic Planning, while providing an indicator of future problems ahead. A good Budgeting System will indicate when Costs and Expenses are heading over Budget (Actual vs. Target), providing the business owner time and opportunity to correct the problem before it significantly affects Cash Flow. Your Budget is an extension of (and a result of) your Cash Flow Statement, helping you to effectively control and plan your operational cash, costs and expenses.

We recommend Rolling Budgets which look forward 12 months on a monthly basis, budgeting an additional three months at the end of each quarter. This way you always have a 12 month continuous outlook for Planning Purposes, yet provides you real time Cost Basis for Control purposes. A Budget should be flexible so that you can separate the effects of variations between Actual and Estimated results. Moreover, a Budget is a tool to evaluate your Business Units (Departments) and Management’s Performance. Needless to say, assembling a good Budget requires the input of your entire organization, which in turn, is a very good thing. Just as your Business Plan should be an integral part of your Company’s every day operations, so too should your Cash Flow, Cash Management and Budgeting Process be intertwined fully into company operations.

It is important to understand how your Financials relate to each other as you build and develop them. This is why Financial Software Programs are so beneficial, making Financial Analysis, Development and Projections a snap (once you have developed a solid Strategic Plan). There’s a lot of back and forth between the Profit and Loss Statement, Balance Sheet and Cash Flow Statement. When using a Financial Software Program, it is important that the program allows you to customize the Formats for your specific needs and download the Financials into Excel Spreadsheets for maximum utility and flexibility.

When making Financial Projections, the projection period differs for the particular company, venture or project. For instance, a large scale Real Estate Development Project’s Cash Flow Projection could be three, five or ten years, depending on the project scope and length. Also Real Estate Companies and Projects typically require additional Financials, such as, the Construction Cost Analysis and Cash Flow, Schedule of Real Estate, Construction Cost and Disbursement Schedule, and so on (Note: some of these may be applicable to other business sectors as well- for instance, a Tire Distribution Company may have substantial real estate holdings, hence, a Schedule of Real Estate would apply). Also, for Real Estate Companies and Projects (as well as for companies applying for business finance), the Loan Package is an important aspect of your Business Plan.

A very important component of the Financial Section is the Assumptions sub-section. This details the assumptions you have utilized in developing your financials. It is important to list the various calculations and formulas used in developing your Financials since those formulas can be company, deal or project specific. Detailed assumptions provide transparency to your Financials.

Financial Projections need to be believable and realistic. If anything, they need to be conservative. Too often we also see extremes of too few numbers or too many numbers. Provide best case, worst case and expected Financial Projections, along with simple and detailed formats. Remember that if you build out your Financials as a result of a good Strategic Planning Process, the financial results will most likely be believable and realistic as possible. We find that if your Financials have truly conservative numbers (yet still see profitability), you will often exceed your Plan which becomes a great Psychological boost for your Company (and any lenders or investors).

9) Section Eight: Appendix

The Appendix Section of a business plan can be aptly called the Due Diligence section. It contains the “proof in the pudding”. It contains all the Bulky Documents which supply merit and proof to your Business Plan’s assertions. Since the Appendix is large in volume, it is important to have a separate Table of Contents with Tabbed Sections for easy reference for this section.

How to Create a Business Plan Now

It is important to know how to create a business plan. Your business plan can be a map for success, and it should be put together early in the business set up. Sometimes they are needed for obtaining financing from lenders, and other times to attract private investors. For the business owner, creating, monitoring and adjusting the business plan can mean the difference between success and failure.

There are several basic areas that should be included in any business plan, not necessarily in this order:

1. Objective of the business. Explain what it is, why it is needed, and brief goals.
2. Business Principals. Who is going to run the business and their qualifications.
3. Market Report. Analysis of the area of need. Competition analysis.
4. Company Description. What will this company look like and do.
5. Management Analysis. Who will lead the company, how will it be organized, and how many people will be involved in management decisions.
6. Sales and Advertising. How will the company, product or service be marketed and sold.
7. Products or Services. Descriptions.
8. Financial Information. How will this company be funded, by whom, and how much is needed for two years running without income should that happen. Insurance requirements.
9. Miscellaneous Information, Definitions, References, Key Personnel.

The company business plan is not a static item. It will change according to economic circumstances, world events, and local changes. It will flex with supply and demand issues, and be sort of a living guide for the business. All adjustments should be made with concern for the final output, the product or service, with an eye towards reaching for perfection. For a long term viable and successful product, cutting corners or allowing defects is not allowable.

The Business Plan should be organized formally, with a Cover Sheet, Statement of Objective, and Table of Contents. The “guts” of the plan are the above points of information. After those, put in relevant financial documents, such as any loan information, your equipment and supply list, a balance sheet with assets and liabilities, a break-even point summary, and projections for income and profit gain. Include projections by quarters for two to three years in advance, and the assumptions you use to make the projections.

A final portion of the Business Plan should include any tax documents, personal returns of the principal people involved, legal documents such as leases, franchise agreements, licenses, and the resumes of those who will run the business. Include any other information such as supporting personnel and supplier commitments or promises in writing.

There are many places to find formal layouts for business plans, including on the internet. Start with the Small Business Administration www.sba.gov for complete small business planning information and resources. There are training courses, videos and podcasts of important business information on the website, and details about contracts, franchising, grant money, licensing, tax regulations and more. It is a good website to wander around for information, but not the only place to find out about making business plans and running a successful business organization.

How To Prepare A Business Plan That Guarantees Big Profits

It is always said “If you Fail to Plan, you Plan to Fail”

Success in business comes as a result of planning. You have to have a detailed, written plan that shows what the ultimate goal is, the reason for the goal, and each milestone that must be passed in order to reach your goal.

A business plan is written definition of, and operational plan for achieving your goal. You need a complete but success tool in order to define your basic product, income objectives and specific operating procedures. YOU HAVE TO HAVE A BUSINESS PLAN to attract investors, obtain financing and hold onto the confidence of your creditors, particularly in times of cash flow shortages–in this instance, the amount of money you have on hand compared with the expenses that must be met.

Aside from an overall directional policy for the production, sales effort and profit goals of your product–your basic “travel guide” to business success–the most important purpose your business plan will serve, will be the basis or foundation of any financial proposals you submit. Many entrepreneurs are under the mistaken impression that a business plan is the same as a financial proposal, or that a financial proposal constitutes a business plan. This is just a misunderstanding of the uses of these two separate and different business success aids.

The business plan is a long range “map” to guide your business to the goal you’ve set for it. The plan details the what, why, where, how and when, of your business–the success planning of your company.

Your financial proposal is a request for money based upon your business plan–your business history and objectives.

Understand the differences. They are closely related, but they are not interchangeable.

Writing and putting together a “winning” business plan takes study, research and time, so don’t try to do it all in just one or two days.

The easiest way to start with a loose leaf notebook, plenty of paper, pencils, pencil sharpener, and several erasers. Once you get your mind “in gear” and begin thinking about your business plan, “10,000 thoughts and ideas per minute” will begin racing through your mind…So, it’s a good idea when you aren’t actually working on your business plan, to carry a pocket notebook and jot down those business ideas as they come to you–ideas for sales promotion, recruiting distributors, and any other thoughts on how to operate and/or build your business.

Later, when you’re actually working on your business plan, you can take out this “idea notebook” evaluate your ideas, rework them, refine them, and integrate them into the overall “big picture” of your business plan.

The best business plans for even the smallest businesses run 25 to 30 pages or more, so you’ll need to “title” each page and arrange the different aspects of your business plan into “chapters.” The format should pretty much run as follows:

Title Page Statement of Purpose Table of Contents Business Description Market Analysis Competition Business Location Management Current Financial Records Explanation of Plans For Growth Projected Profit & Loss/Operating Figures Explanation of Financing for Growth Documentation Summary of Business & Outlook for The Future Listing of Business & personal References

This is a logical organization of the information every business plan should cover. I’ll explain each of these chapters titles in greater detail, but first, let me elaborate upon the reasons for proper organization of your business plan.

Having a set of “questions to answer” about your business forces you to take an objective and critical look at your ideas. Putting it all down on paper allows you to change, erase and refine everything to function in the manner of a smoothly oiled machine. You’ll be able to spot weakness and strengthen them before they develop into major problems. Overall, you’ll be developing an operating manual for your business–a valuable tool which will keep your business on track, and guide you in the profitable management of your business.

Because it’s your idea, and your business, it’s very important that YOU do the planning. This is YOUR business plan, so YOU develop it, and put it all down on paper just the way YOU want it to read. Seek out the advice of other people; talk with, listen to, and observe, other people running similar businesses; enlist the advice of your accountant and attorney–but at the bottom line, don’t ever forget it has to be YOUR BUSINESS PLAN!

Remember too, that statistics show the greatest causes of business failure to be poor management and lack of planning–without a plan by which to operate, no one can manage; and without a direction in which to aim its efforts, no business can attain any real success.

On the very first page, which is the title page, put down the name of your business-ABC ACTION–with your business address underneath. Now, skip a couple of lines, and write it all in capital letters: PRINCIPAL OWNER–followed by your name if you’re the principal owner. On your finished report, you would want to center this information on the page, with the words “principal owner” off-set to the left about five spaces.

Examples: ABC ACTION 1234 SW 5th Ave. Anywhere, USA 00000

PRINCIPAL OWNER: Your Name

That’s all you’ll have on this page except the page number -1-

Following your title page is the page for your statement purpose. This should be a simple statement of your primary business function, such as: We are a service business engaged in the business of selling business success manuals and other information by mail.

The title of the page should be in all capital letters across the top of the page, centered on your final draft–skip a few lines and write the statement of purpose. This should be direct, clear and short–never more than (2) sentences in length.

Then you should skip a few lines, and from the left hand margin of the paper, write out a sub-heading in all capital letters, such as: EXPLANATION OF PURPOSE.

From, and within this sub-heading you can briefly explain your statement of purpose, such as: Our surveys have found most entrepreneurs to be “sadly” lacking in basic information that will enable them to achieve success. This market is estimated at more than a 100 million persons, with at least half of these people actively “searching” for sources that provide the kind of information they want, and need.

With our business, advertising and publishing experience, it is our goal to capture at least half of this market of information seekers, with our publication. MONEY MAKING MAGIC! Our market research indicates we can achieve this goal and realize a profit of $1,000,000 per year within the next 5 years…

The above example is generally the way you should write your “explanation of purpose,” and in subtle definition, why you need an explanation. Point to remember: Keep it short. Very few business purpose explanations justify more than a half page long.

Next comes your table of contents page. Don’t really worry about this until you’ve got the entire plan completed and ready for final typing. It’s a good idea though, to list the subject (chapter titles) as I have, and then check off each one as you complete that part of your plan.

By having a list of the points you want to cover, you’ll also be able to skip around and work on each phase of your business plan as an idea or the interest in organizing that particular phase, stimulates you. In other words, you won’t have to make your thinking or your planning conform to the chronological order of the “chapters” of your business plan–another reason for the loose leaf notebook.

In describing your business, it’s best to begin where your statement purpose leaves off. Describe your product, the production process, who has responsibility for what, and most importantly, what makes your product or service unique–what gives it an edge in your market. You can briefly summarize your business beginnings, present position and potential for future success, as well.

Next, describe the buyers you’re trying to reach–why they need and want or will buy your product–and the results of any tests or surveys you may have conducted. Once you’ve defined your market, go on to explain how you intend to reach that market–how you’ll these prospects to your product or service and induce them to buy. You might want to break this chapter down into sections such as..publicity and promotions, advertising plans, direct sales force, and dealer/distributor programs. Each section would then be an outline of your plans and policies.

Moving into the next chapter on competition, identify who your competitors are–their weakness and strong points–explain how you intend to capitalize on those weaknesses and match or better the strong points. Talk to as many of your “indirect” competitors as possible–those operating in different cities and states.

One of the easiest ways of gathering a lot of useful information about your competitors is by developing a series of survey questions and sending these questionnaires out to each of them. Later on, you might want to compile the answers to these questionnaires into some form of directory or report on this type of business.

It’s also advisable to contact the trade associations and publications serving your proposed type of business. For information on trade associations and specific trade publications, visit your public library, and after explaining what you want ask for the librarian’s help.

The chapter on management should be an elaboration on the people operating the business. Those people that actually run the business, their job, titles, duties, responsibilities and background resume’s. It’s important that you “paint” a strong picture of your top management people because the people coming to work for you or investing in your business, will be “investing in these people” as much as your product ideas. Individual tenacity, mature judgement under fire, and innovative problem-solving have “won over” more people than all the AAA Credit Ratings and astronomical sales figures put together.

People becoming involved with any new venture want to know that the person in charge–the guy running the business knows what he’s doing, will not lose his cool when problems arise, and has what it takes to make money for all of them> After showing the “muscle” of this person, go on to outline the other key positions within your business; who the persons are you’ve selected to handle those jobs and the sources as well as availability of any help you might need.

If you’ve been in business of any kind scale, the next chapter is a picture of your financial status–a review of your operating costs and income from the business to date. Generally, this is a listing of your profit & loss statements for the six months, plus copies of your business income tax records for each of the previous three years the business has been an entity.

The chapter on the explanation of your plans for the future growth of your business is just that–an explanation of how you plan to keep your business growing–a detailed guide of what you’re going to do, and how you’re going to increase your profits. These plans should show your goals for the coming year, two years, and three years. By breaking your objectives down into annual milestones, your plan will be accepted as more realistic and be more understandable as a part of your ultimate success.

Following this explanation, you’ll need to itemize the projected cost and income figures of your three year plan. I’ll take a lot of research, an undoubtedly a good deal of erasing, but it’s very important that you list these figures based upon thorough investigation. You may have to adjust some of your plans downward, but once you’ve got these two chapters on paper, your whole business plan will fall into line and begin to make sense. You’ll have a precise “map” of where you’re headed, how much it’s going to cost, when you can expect to start making money, and how much.

Now that you know where you’re going, how much it’s going to cost and how long it’s going to be before you begin to recoup your investment, you’re ready to talk about how and where you’re going to get the money to finance your journey. Unless you’re independently wealthy, you’ll want to use this chapter to list the possibilities and alternatives. Make a list of friends you can approach, and perhaps induce to put up some money as silent partners. Make a list of those people you might be able to sell as stockholders in your company–in many cases you can sell up to $300,000 worth of stock on a “private issue” basis without filing papers with the Securities and Exchange Commission. Check with a corporate or tax attorney in your area for more details. Make a list of relatives and friends that might help you with an outright loan to furnish money for the development of your business.

Then search out and make a list of venture capital organizations. Visit the Small Business Administration office in your area–pick up the loan application papers they have–read them, study them, and even fill them out on a preliminary basis–and finally, check the costs, determine which business publications would be best to advertise in, if you were to advertise for a partner or investor, and write an ad you’d want to use if you did decide to advertise for monetary help.

With listing of all the options available to your needs, all that’s left is the arranging of these options in the order you would want to use them when the time come to ask for money. When you’re researching these money sources, you’ll save time by noting the “contact” deal with when you want money, and whenever possible, by developing a working relationship with these people.

If your documentation section, you should have a credit report on yourself. Use the Yellow Pages or check at the credit department in your bank for the nearest credit reporting office. When you get your credit report, look it over and take whatever steps are necessary to eliminate any negative comments. Once these have been taken care of, ask for a revised copy of your report and include a copy of that in your business plan.

If you own any patents or copyrights, include copies of these. Any licenses to use someone else’s patent or copyright should also be included. If you own the distribution, wholesale or exclusive sales rights to a product, include copies of this documentation. You should also include copies of any leases, special agreements or other legal papers that might be pertinent to your business.

In conclusion, write out a brief, overall summary of your business- when the business was started, the purpose of the business, what makes your business different, how you’re going to gain a profitable share of the market, and your expected success during the coming 5 years..

The last page of your business plan is a “courtesy page” listing the names, addresses and phone numbers of personal and business references–persons who have known you closely for the past five years or longer–and companies or firms you’ve had business or credit dealings with during the past five years.

And, that’s it–your complete business plan. Before you send it out for formal typing, read it over once a day for a week or ten days. Take care of any changes or corrections, and then have it reviewed by an attorney and then, an accountant. It would also be a good idea to have it reviewed by a business consultant serving the business community to which your business will be related. After these reviews, and any last-minute changes you want to make, I’ll be ready for formal typing.

Type and print the entire plan on ordinary white bond paper. Make sure you proof-read it against the original. Check for any corrections and typographical errors–then one more time–read it through for clarity and the perfection you want of it.

Now you’re ready to have it printed and published for whatever use you have planned for it–distribution amongst your partners or stockholders as the business plan for putting together a winning financial proposal, or as a business operating manual.

Take it to a quality printer in your area, and have three copies printed. Don’t settle for photo-copying..Have it printed!

Photo-copying leaves a slight film on the paper, and will detract from the overall professionalism of your business plan, when presented to someone you’re trying to impress. So, after going to all this work to put together properly, go all the way and have it duplicated properly.

Next, stop by a stationery store, variety store or even a dime store, and pick up an ordinary, inexpensive bind-in theme cover for each copy of your business plan. Have the holes punched in the pages of your business report to fit these binders and then slip each copy into a binder of its own.

Now, you can relax, take a break and feel good about yourself..You have a complete and detailed business plan with which to operate a successful business of your own. A plan you can use as a basis for any financing proposal you may want to submit..And a precise road-map for the attainment of real success…

You just complete one of the important steps to fulfill of all your dreams of success.