Business Plan Outline
1.0 Executive Summary
   1.1 Mission Statement
   1.2 The Enterprise
   1.3 Key Personnel
   1.4 The Market
   1.5 The Offering
   1.6 Marketing Strategy
   1.7 Competition
   1.8 Projections
   1.9 Resource Requirements
   1.10 Key Issues
2.0 The Enterprise
   2.1 Objectives
   2.2 History
   2.3 Organization
     2.3.1 Key Personnel
     2.3.2 Personnel Count
   2.4 Operations
   2.5 The Future
3.0 The Market
   3.1 Market Segments
   3.2 Prospects
   3.3 Prospect Objectives
   3.4 Segmentation
   3.5 Size
   3.6 Environment
   3.7 Alternatives
4.0 The Offering
   4.1 Description
   4.2 Market Status
   4.3 Value
   4.4 Cost to Produce
   4.5 Support
5.0 Marketing Strategy
   5.1 Targets
   5.2 Image
   5.3 Promotion
     5.3.1 Internet Web Site
     5.3.2 Publicity
     5.3.3 Advertising
   5.4 Pricing
   5.5 Sales
   5.6 Distribution
   5.7 Logistics
   5.8 Support
6.0 Competitive Analysis
7.0 Development Program
   7.1 Objectives
   7.2 Organization
   7.3 Market Status
   7.4 Schedules
   7.5 Technology
8.0 Operations / Production
   8.1 Organization
   8.2 Suppliers
   8.3 Sub-contractors
   8.4 Technology
   8.5 Quality
   8.6 Inventory
9.0 Investment Capital
   9.1 Initial Funding
   9.2 Use of Funds
   9.3 Return on Investment
10.0 Historical Financials
   10.1 Income Statement
   10.2 Balance Sheet
   10.3 Cash Flow
11.0 Financial Projections
   11.1 Year One Income Statement
   11.2 Year Two Income Statement
   11.3 Five Year Income Statement
   11.4 Year One Cash Flow
   11.5 Year Two Cash Flow
   11.6 Five Year Cash Flow
   11.7 Balance Sheet
12.0 Financial Alternatives
   12.1 Best Case
   12.2 Worst Case
13.0 Financial Addendums
   13.1 Assumptions
   13.2 Ratios
   13.3 Income Statement Comparison
   13.4 Balance Sheet Comparison

   Business Plan Charts

6.0 Competitive Analysis


Provide a summary of the competition as a group. Factors to consider:
Number of competitors
Is market gaining or losing competitors?
Are competitors profitable?
Do competitors have manufacturing or marketing advantages?
Do you expect more or less pricing pressure from the competition?

Describe each competitor and their offering and why they are such strong competition. Describe how your enterprise is positioned as one of the competitors.

Factors to consider:
Names of key competitors/offerings
Leader or follower
How long have they been in business?
Employee relations
Pricing record
Growth record
Manufacturing/marketing experience
Record of response to competition
Record of technological innovation
Market share
Record in other markets
Price versus value
Ease of installation
Ease of use
Education requirements
Technical support requirements
Operating costs
Proven return on investment
Proprietary technology
Offering differences
Service/warranty record
Marketing organization
Promotional techniques
Return on investment record
Profitability record
Current level of profitability
Cash requirements
Commitment to the market
Investment in specialized equipment
Strategic importance to competitor's business objectives
Percent of total income derived from competitive offering
Commitment to channel relationships
Labor contracts involving termination costs
Responsibility to installed customer base

Sample from CitiLoc, Inc.

At present there are two major forms of competition: consultants and information provided by the individual cities.

Consultants range in size from individuals to large international firms. The minimum consulting fee a business can expect to pay is $10,000 and it can easily reach $100,000. The quality of information a business can expect to receive from our service will be equal to or better than what they get from a consultant at a fraction of the cost and the information will be available in a fraction of the time.

Most cities have a web page today. The information they provide is designed to aid visitors and citizens locate restaurants, parks, forms of entertainment, retail outlets and in some cases city government contacts. It is not designed to be user friendly to the business considering a move to the city. Cities that are aggressively trying to attract new business will often have a contact point to provide information to prospective businesses. This usually comes in the form of written literature and seldom addresses the majority of a business' concerns.

Once again, our service provides more relevant information on any given city and, in addition, the business has immediate access to "every other" city that might be a candidate.

Another service could pursue the same business model as CitiLoc, however, we will be first and have at least a year's head start. The commitment by all of the cities to our service will make them reluctant to enter into a second agreement with another service and the high up-front development investment for a "me-too" business will represent a significant barrier to entry.