Business Planning – Development & Analysis Programme

Business Planning – Development & Analysis Programme

Monday 11 Jan 2021

  • Duration: Two Weeks
  • City: Madrid 
  • Fees: Classroom: 8200 GBP / Online: 3900 GBP

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Introduction

Business planning is necessary to keep company goals and objectives on track. Successful business planning requires much more than writing out set of ideas and aspiring to see them through. According to the Small Business Administration, business planning “guides you through various phases of your business.” Carefully analyzing the direction your company is headed and measuring its potential for achieving company goals is a major part of business planning and analysis.

Business planning and analysis allow company executives to make informed decisions based on the stated purpose of the business. This will keep the company in line with the goals that were originally intended for the business.

This 10 Days Business Planning – Development & Analysis Course is designed for business owners and entrepreneurs who are ready to create a business plan. All the essentials steps are covered, including drafting the original document, identifying the audience, gathering information, researching, describing product plans, and marketing, sales, and accounting terms.

Participants will:

  • Gain a solid understanding of the purpose of a business plan
  • Be able to develop a basic business plan that need to be include
  • Understand the sections in the plan
  • Understand the process of analysing a business plan
  • Learn the process of doing basic due diligence and research

Course Content

Day 1

Introduction

  • Why do we need a business plan
  • Plans to start a new project or venture
  • Plans to encourage an investor or business partner
  • Plans to obtain finance, government funding or grants and incentives
  • Plans that help manage the business better
  • Plans that measure actual performance compared to what was planned
  • What do business plans look like
  • How long is “long enough”

What Can Plans Accomplish?

  • Highlight aspects of the business that need special consideration
  • Identify core competencies and weaknesses
  • Identify weaknesses and threats to the business
  • Steer towards new opportunities
  • Help to understand your competitors
  • Assist with operational structure planning
  • Assist with using financial resources more efficiently and ultimately more profitably
  • Identify critical management capabilities
  • Identify human resources availability, capacity and any gaps

Day 2

Business Plan Components

  • Commence with objectives, scope, statement of the problem or remit
  • Executive Summary
  • Report Body
  • Conclusions
  • Recommendations
  • Supporting papers
  • What order is best for the above

Business Plan Contents

  • Does it focus properly on the recipient
  • What is the style, experience, purpose and expectation
  • What is the report’s objective – is it clear
  • What are the readers’ expected knowledge, intentions, seniority
  • What is the report meant to achieve
  • Are there any sensitivities
  • What is expected of you as the reader

Day 3

Analysing The External Environment of the Firm

  • Does the Business Plan cover this in detail
  • What are external issues
  • Economic
  • Financial
  • Institutional
  • Regulatory
  • Reputational
  • Competition
  • Barriers to entry
  • Existing players
  • New entrants
  • What is the USP
  • On-demand or Committed
  • Raising Debt
  • Raising Equity
  • Equipment Funding – various possibilities
  • Infrastructure funding
  • Property funding
  • Project finance
  • Trade finance
  • Syndications

Role-play/Case Study

Session 6 Financial Analysis of The Plan and Its Creator

  • Funding requirements
  • Financial Projections – at least three years and subjected to a full conventional analysis
  • Full set of previous accounts and balance sheets
  • How recent are the figures
  • Management or audited
  • What are the assumptions made
  • Is there a margin of safety
  • Do the figures make sense, appear realistic and seem convincing
  • Cash flow projections
  • EBITDA and other key ratios
  • Leverage and gearing
  • Any mezzanine element
  • How much and for how long
  • Debt or equity or a hybrid
  • How much “skin in the game” has the client invested
  • The macro-environment
  • Existing capital structure
  • Proposed “new” capital structure
  • Rights of various parties
  • Inter-creditor and where applicable tripartite agreements

Day 4

Analysing the Corporate and Business Strategy Set Out in the Plan

  • What is the “mission statement”
  • Are the objectives clear
  • What is the corporate strategy of the business
  • What time scale; short medium or long term
  • How will success be benchmarked
  • Who will drive the vision and who will implement it
  • What is the business strategy
  • How will business goals be achieved
  • Are they realistic
  • Who will accomplish this
  • How will success or failure be measured
  • Does it make sense
  • Do you have confidence that both objectives can be achieved
  • What does progress so far and the track record to date tell you

Day 5

Industry Analysis – What does The Plan Cover

  • The current state of the industry
  • The target market
  • Reference materials
  • Spreadsheets
  • pie charts
  • bar graphs
  • Other relevant data.
  • Historical data about the nature of the industry
  • Growth potential based on economic factors and conditions.
  • A list of the major competitors in the industry
  • A brief summary of their operations and similar products or services.
  • A summary of the nature of the industry
  • Specific information and statistics about growth patterns, fluctuations related to the economy and income projections made about the industry.
  • A forecast for the industry.
  • Data and industry predictions for the next five, 10 and 20 years.
  • Government regulations that affect the industry.
  • Is there a Competitive Analysis and Unique Selling Proposition as well as data for the direct and indirect competition
  • Is there a realistic list potential stumbling blocks.

Day 6

An Analysis of Management

  • The board and the non–executives
  • The Chairman and the CEO
  • Senior Management
  • For both the above
  • Track record
  • Reputation
  • Skillsets
  • Age and Experience
  • Qualifications
  • Previous roles
  • The risk/reward proposition
  • Can they make it happen in your view
  • Is there a disconnect
  • Does all management buy-in to the Plan
  • Were key players consulted
  • What is your experience of dealing with the team
  • What do your existing respected clients say about them
  • What is the industry view
  • Is the chain of command optimal
  • Flat or top-down or bottom-up style
  • What is your view of them
  • If there are any meaningful doubts, walk away

Day 7

Target Market in the Plan

  • What is the target market
  • Is there a group of customers that have a similar need for the product or service
  • Will those potential clients buy the product
  • Is the business satisfying an existing need or creating a new product
  • Demographics analysis
  • Geographic analysis
  • Psychographic analysis – Why do they buy?
  • Behaviouristic: What makes the target clients decide to do business with you
  • Can this be achieved
  • What is the evidence to date
  • What have competitors done

Day 8

Competition Analysis

  • Who are the most important competitors?
  • What are their main strengths and weaknesses?
  • How can this business be different?
  • How can the product or service be more competitive?
  • What are competitors’ pricing policies?
  • How do these affect the projected sales strategies?
  • Are main competitors and their estimated market shares listed and understood?

Day 9

Human Resources & Operations in the Plan

  • What is the existing Management Structure
  • What management tools are used
  • Who actually runs the business
  • How many people are employed and will be employed (Full Time / Part-Time)
  • What types of skills and/or experience are already in place.
  • What is needed
  • What training will the workforce require to be able to meet the future plans?
  • What measures will be adopted to ensure employee loyalty?
  • Incentives & compensation systems – will they help drive value creation
  • How soon will it be necessary to expand the workforce?

Day 10

Implementing the Plan

  • What Balanced scorecard will be used
  • Is it tried and tested and fit for purpose
  • Change management capabilities
  • Key drivers
  • Key responsibilities
  • KRI’s & KPI’s
  • How will success be measured
  • What will the early warning signs be
  • Who will have strategic control and oversight responsibility
  • What MI or data will be made available to enable stakeholders to review progress
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