possible questions in business plan

135 Business Plan Questions

Embarking on the business journey of your dreams begins with a robust business plan. This plan is not just a document—it’s the roadmap to your success, painting a clear picture of where you’re headed and how you plan to get there.

Whether you’re a seasoned entrepreneur or a hopeful startup pioneer, the questions I’ve compiled are designed as your compass, guiding you through the intricate landscape of business strategy.

From your executive summary to the details of your financial projections, each question serves to dig deep into the essence of your vision, solidifying your plan with precision and care.

Table of Contents

Executive Summary

What is the core mission of your business?
How would you describe your company’s business model in simple terms?
What unique problem does your business solve for its customers?
What are the short-term and long-term goals of the company?
Who are the intended clients or customers of your business?
What is the vision statement for your business?
Who are the founders and key team members, and what are their roles?
How does your company set itself apart from the competition?
What are the main achievements or milestones of your business to date?
What key opportunities do you see in the market?
How much funding are you seeking, and how will it be used?
What are the main products or services your company offers?
What is the current stage of your business (concept, start-up, growth)?
How do you see your company evolving in the next five years?
Can you summarize the financial outlook and projections for your company?

Company Description Considerations

What is the legal structure of your business (e.g., sole proprietorship, LLC, corporation)?
How did the idea for the business originate, and how has it been developed?
Who are the target customers, and why will they choose your business?
What are the key elements of your business’s operations?
What are the specific advantages of your location or facilities, if any?
How does your company’s history and background set it up for success?
What business sector or industry does your company fall under?
How does your company contribute to the economy and community?
What partnerships or collaborations are essential to your business?
What are the core values and culture of your company?
How does your business respond to changes in the market?
What relevant certifications, licenses, or permits does your business hold?
What are the main risks and challenges your business faces?
What role does sustainability play in your company’s operations?
How does diversity and inclusion manifest in your company?

Market Analysis

Who is your primary target market, and what are their defining characteristics?
How large is the target market, and what is its projected growth?
What are the trends and themes currently shaping your target market?
Who are your top competitors, and what are their strengths and weaknesses?
What is your market share, or what market share do you project to capture?
How do your target customers make their purchasing decisions?
What factors influence the demand for your products or services?
What barriers to entry exist in your market, and how can they be overcome?
How does pricing play a role in your market position?
What is your value proposition to customers in comparison to competitors?
How might technology impact your market in the future?
What are the legal or regulatory factors affecting your market?
How have external factors like the economy affected your market historically?
How does geography affect your market and business model?
What are the risks associated with your target market?

Organization and Management Structure

Who comprises the leadership team, and what are their backgrounds?
What is the organizational structure of your business?
How will your management team help achieve the business’s goals?
What gaps exist in your current team, and how do you plan to fill them?
What are the roles and responsibilities of your management team members?
How does the management structure align with your business strategy?
How does your team make decisions and communicate internally?
What systems are in place for performance management and accountability?
What is your plan for recruiting and retaining skilled employees?
How do you approach leadership development and training?
How does the current team’s expertise align with the business goals?
What are the board of directors’ roles, if applicable?
How do you plan to create a productive company culture?
What external advisors or consultants does the business use, and why?
How have you planned for succession in key management roles?

Service or Product Line Inquiry

What are the main products or services your business offers?
How do these products or services fulfill customer needs?
What is unique about your products or services?
How does product/service quality compare to competitors?
What is the lifecycle of your products or services?
How is your product or service produced or delivered?
Are there any patents, copyrights, or trademarks involved?
What research and development activities are you pursuing?
How do you plan to expand your product or service range?
What customer feedback have you received about your product or service?
How does your product or service adapt to changes in the market?
What is the pricing strategy for your products or services?
How does your product or service contribute to your brand image?
What are the future plans for developing your product or service?
How do warranty or guarantee terms play into your offering?

Marketing and Sales Strategies

What marketing channels will you use to reach your target audience?
How will you position your company within the market?
What promotional strategies will you utilize to attract customers?
What is your sales forecast for the first year and beyond?
How will you set sales targets and measure success?
What sales tactics will you employ to enhance customer acquisition?
How will your marketing and sales strategies evolve as the business grows?
What is your approach to online and social media marketing?
What customer relationship management processes will you put in place?
How do you plan to establish your brand identity?
What partnerships or sponsorships will you leverage to enhance marketing?
What are your strategies for repeat business and customer loyalty?
What is your process for tracking marketing ROI?
How do customer service and support fit into your sales strategy?
How does your marketing strategy cater to different customer segments?

Funding Request Fundamentals

How much total funding is required to reach your business objectives?
What specific purposes will the funding be used for?
What is your proposed timeline for the utilization of funds?
What types of funding (e.g., equity, loan) are you pursuing?
How will investors or lenders get a return on their investment?
What is the current financial position of the business?
How much equity are you willing to exchange for investment?
What are the key financial milestones that the funding will help achieve?
What are the terms you’re seeking for any loans?
How do you plan to manage cash flow and ensure financial stability?
What collateral, if any, are you offering to back up your funding request?
How does the funding impact your business’s financial projections?
What is the exit strategy for investors?
How will additional funding influence your strategic business decisions?
What contingencies do you have in place if you don’t secure the expected funding?

Financial Projections and Feasibility

What are your financial forecasts for the next three to five years?
How did you arrive at your revenue and expense estimates?
What are the key assumptions underlying your financial projections?
What are the projected cash flow statements for the next few years?
What is your break-even analysis showing?
What are your strategies for maintaining a healthy profit margin?
How do you plan to monitor and manage financial risks?
What is your approach to pricing and cost control?
How will you balance reinvestment in the business with profitability?
What financial metrics will you use to gauge business performance?
How will you handle unexpected financial shortfalls or emergencies?
What is your strategy for financial record-keeping and accounting?
How do customer payment terms and cycles affect your cash flow?
What financial software or tools do you use for projections?
How will financial trends and economic conditions potentially impact your projections?

Appendix and Supporting Documents

What supporting documents will you include in the appendix?
How will these documents reinforce your business plan’s credibility?
What resumes or biographies of your team members will you present?
What legal documents are relevant to include (e.g., licenses, permits)?
How can we access extensive market studies mentioned in the plan?
What are your key technical product specifications or service descriptions?
How do your financial statements and accounting documents get audited?
What testimonials or case studies from customers can you showcase?
What press coverage or media mentions has your business received?
Can you provide industry endorsements or expert opinions?
How will technology prototypes or demos be made available for review?
What are your policies and procedures manuals like?
How do your charts, graphs, and tables support your plan’s data?
What correspondence or contracts with suppliers/partners are appropriate to include?
How does your intellectual property documentation reflect on your business’s value?

Frequently Asked Questions

Can i write a business plan myself, or should i hire a professional.

Writing a business plan yourself is possible, especially with the aid of specific questions that cover all business aspects. However, hiring a professional can provide expertise and a polished result, particularly if you seek significant funding.

How often should I update my business plan?

Regular updates are crucial—annually at minimum or more often if your business is rapidly changing. This keeps your business plan relevant and useful as a dynamic, guiding document.

What’s the most critical part of a business plan?

While all sections are important, the Executive Summary is critical as it’s often the first (and sometimes only) part read by potential investors or partners. Clear and compelling financial projections are also vital for potential funders.

Final Thoughts

As your blueprint comes together, remember that the strength of your business plan lies in its details and its ability to represent the vision and practicalities of your enterprise honestly.

The questions outlined will challenge you to think critically, anticipate future hurdles, and prepare for success. With these comprehensive inquiries as your cornerstone, you can turn your business from a dream into an actionable, thriving reality.

How useful was this post?

Click on a star to rate it!

As you found this post useful...

Share it on social media!

We are sorry that this post was not useful for you!

Let us improve this post!

Tell us how we can improve this post?

Bea Mariel Saulo

30+ Business Plan Questions & Step-By-Step Business Plan Guide

Last Updated: 30 May 2024

10 min read

Table Of Contents

30+ Business Plan Question s

8 Steps to Creating a Full-Proof Business Plan

SurveySparrow: The Best Business Plan Tool

Whether in business, marketing, or sales, you know how crucial a solid business plan is to your success. It’s not just about getting started—it’s about setting a clear direction for growth and innovation. This blog is your first step toward clarity and strategy.

Creating a comprehensive business plan is critical for entrepreneurs and business owners. It serves as a roadmap for your business and helps secure funding from investors and banks.

A well-crafted business plan should address key areas of your business, providing a detailed overview of its objectives, strategies, and financial projections.

Here’s a guide structured around crucial categories, each followed by pertinent business plan questions that will help in developing a robust business plan

30 Critical Business Plan Questions to Ask

Whether you’re steering a startup toward uncharted territories, aiming to elevate an established brand, or driving relentless sales growth, your business plan is the compass that guides your strategy, operations, and financial foresight.

Understanding this, we’ve compiled 30 questions designed to ignite your planning process and refine your business strategy.

Here we go.

Executive Summary

What is your business’s mission statement?
What products or services does your business offer?
Who are the founders, and what is their background?
What is the current stage of the business (concept, start-up, expansion)?
What are the key financial highlights?

Market Analysis

6. Who is your target market, and how large is it? 7. What are the current trends and growth in your industry? 8. Who are your competitors, and what are their strengths and weaknesses? 9. How does your business fit into the market? 10. What is your unique value proposition?

Wait, wouldn’t you need a survey to run these questions and gather feedback? What if I told you that you can do that easily with Surveysparrow .

If you’re ready to chart your business path, grab our Free Business Plan Questionnaire Template . Begin your journey to success now.

Preview Template

Marketing and Sales Strategy

11. How will you reach your target market (marketing channels)? 12. What is your pricing strategy? 13. How do you plan to sell your product or service? 14. What is your sales forecast for the first year? 15. How will you measure the success of your marketing efforts?

Operations Plan

16. What is the location of your business, and why? 17. What facilities and equipment do you need? 18. Who are your suppliers, and what are your supply chain logistics? 19. What is the production process? 20. How will you ensure quality control and customer service?

Management and Organization

21. Who makes up the management team, and what are their roles? 22. How does your organizational structure look? 23. What are the backgrounds of your team members? 24. What gaps in expertise or knowledge exist in your team? 25. How will you fill these gaps (hiring, advisors, etc.)?

Financial Plan

26. What are your startup costs? 27. What is your break-even analysis? 28. What are your projected profit and loss statements for the first 1-3 years? 29. What are your cash flow projections? 30. What are the assumptions underlying your financial projections?

By carefully answering these questions, you can construct a thorough business plan that addresses all the critical components needed for your business’s success. Remember, a business plan is not a static document; it should evolve as your business grows and adapts to market changes.

A Journey Begins: Identifying the Problem
The Voyage of Discovery: Defining Your Customers
The Battle Plan: Reaching Your Customers
Understanding the Landscape: Identifying Your Competitors
The Strategy Map: Outlining Your Operational Plan
Charting the Course: Defining Your Business Structure
The Guardian of Your Venture: Creating a Risk Management Plan
Calculating the Costs: Budgeting and Financial Projections

1. Identify the Problem

Just as any memorable journey starts with a step, every successful business starts with identifying a problem.

The burning question to answer here is: what problem is your business attempting to solve? Remember, the more specific the issue, the better your chances of designing a unique solution that customers will flock to.

2. Define Your Customers

Identifying your target customer is crucial in the business planning process. This involves understanding and defining your potential customers’ specific demographics, psychographics, behaviors, and needs.

By doing this, you can tailor your products, services, and marketing strategies to meet their specific needs. The more precisely you can define your target audience , the more effectively you can serve them and set your business up for success.

3. Reach Your Customers

Now that You’ve discovered your target customers. Now comes the next challenge: How do you reach them?

Consider all possible marketing channels. Will it be social media? Email newsletters? Influencer partnerships? The choice is yours, but ensure it aligns with where your customers spend their time. After all, there’s no point in sending smoke signals if your customers are tuned into the radio.

4. Identify Your Competitors

Now you have your bearings; it’s time to study the lay of the land. This means understanding your competition. The question is: Who are they, and how do they solve the same problem?

Understanding your competitors will help you differentiate your business and position it uniquely in the market. After all, in the quest for customer loyalty, your unique selling proposition (USP) is your Excalibur.

5. Outline Your Operational Plan

So, you’ve identified the problem, defined your customers, planned your marketing, and sized up the competition. You’re almost ready to set sail. But first, there’s another significant piece of the business puzzle to put in place: your operational plan.

Your operational plan should include a detailed plan for sourcing deals. Using the Grata data deal sourcing platform can further help streamline this process and ensure you have access to the most relevant and up-to-date information.

How will your business function day-to-day? What resources will you need? Answering these business plan questions will help you create a clear blueprint of your business operations, ensuring your venture runs as smoothly as a well-oiled machine.

6. Define Your Business Structure

One question that’s often overlooked in the excitement of crafting business plans is this: What is your business structure? Sole proprietorship, partnership, corporation, or LLC ?

Your business structure will significantly affect taxation, liability, and other legalities. It’s like choosing the right ship for your journey – you need one that will safely weather the storms of your entrepreneurial voyage.

7. Create a Risk Management Plan

In the entrepreneurship journey, bumps and detours are part of the course. Having a risk management plan is essential. The business plan question is: What potential obstacles might you face, and how will you mitigate them?

A well-thought-out risk management plan ensures you’re prepared for the challenges ahead.

8. Create Budget and Financial Projections

Now, onto the numbers. What will be the cost of starting and running your business? How soon before you break even? Financial forecasts might seem as daunting as navigating uncharted waters, but they’re vital in answering the essential business-related question : Will your venture be financially viable?

How Can SurveySparrow Help You in Critical Business Planning

With SurveySparrow by your side, you’re never alone in your business planning journey. Its extensive suite of customer and employee experience tools offers invaluable insights to help answer all these key questions in your business plan.

Use SurveySparrow to conduct comprehensive market research, understand customer behavior, and even keep tabs on employee satisfaction. With this trusty tool, you’re well-equipped to answer all your business plan questions, ensuring your entrepreneurial journey is successful.

Here’s how you can do it.

Market Research : SurveySparrow allows you to design and distribute surveys to gather insights about your market. You can explore potential customer needs, preferences, and pain points and evaluate market trends and size, all of which are critical inputs for your business plan.

Customer Segmentation and Profiling : Using SurveySparrow, you can categorize your potential customers based on their preferences, behavior, demographics, and more. This can help you define your target market, tailor your offerings, and devise effective marketing strategies.

Competitor Analysis : By surveying consumers, you can gain insights about your competitors – their strengths, weaknesses, and what customers think of them. This data can be vital in positioning your business uniquely in the market.

Pricing Strategy : You can use surveys to understand what customers are willing to pay for your product or service, helping you devise a suitable pricing strategy.

Risk Assessment : Use surveys to gather feedback about potential risks or barriers to your business. Understanding these risks in advance can help you form strategies to mitigate them.

Employee Engagement : If you plan to have employees, understanding their needs and expectations is crucial for crafting your operations plan and culture. SurveySparrow can assist with gathering employee feedback and gauging engagement .

Product Testing : Before launching, you can use SurveySparrow to get feedback on your product or service. This can help you fine-tune it according to your target market’s needs and preferences.

Financial Projections : The data you gather from customer and market surveys can help inform your sales forecasts and financial projections, key business plan components .

In short, SurveySparrow can offer a wealth of information, helping you answer the critical questions in your business plan. You’re better equipped to create a robust, data-driven business plan by leveraging these tools.

14-day free trial • Cancel Anytime • No Credit Card Required • No Strings Attached

That’s All of It.

Remember, every successful business starts with a comprehensive business plan. And every comprehensive business plan starts with answering the right questions. So, go ahead and take the plunge. Your entrepreneurial journey awaits, and with SurveySparrow as your co-pilot, you’re set for an exciting voyage.

After all, the sky’s the limit regarding what you can achieve in the business world. Onwards and upwards, future tycoons!

Growth Marketer at SurveySparrow

Passionate, eidetic, and a writer at large.

20 Email Survey Subject Lines That Make Readers Click

Top 10 Data Management Tools and Software

Top Market Intelligence Tools You Must Try (Free Tools Included)

SurveySparrow Pricing Vs SurveyMonkey Pricing - Which Is Better?

Turn every feedback into a growth opportunity.

14-day free trial • Cancel Anytime • No Credit Card Required • Need a Demo?

Entrepreneurship

Remember, a well-crafted business plan can attract investors, partners, and customers. It can also help you anticipate challenges and make informed decisions. So, take the time to answer these questions thoroughly and honestly.

Finally, keep in mind that a business plan is not a static document. It should be continually updated as your business evolves and grows. By regularly reviewing and revising your plan, you can stay on track and ensure that your business is always headed in the right direction. With a solid business plan in place, you can confidently pursue your entrepreneurial dreams and achieve success.

What is sampling in marketing research, how much does it cost to do market research, how important is marketing for small business, how much room for budgeting in s business, can us employers legally hire foreign workers, how many businesses have online advertising budgets, 6 key elements of a compelling marketing message, 10 benefits of investing in money market instruments for businesses, 10 common business goals and how to set them, 10 common financial risks faced by businesses and how to manage them, 10 common types of bonds for business financing and investments, 10 customer retention techniques to foster long-term loyalty, how can trust be gained between the business and development, software startup ideas, the dummies guide to starting your own business, how to find new businesses before they open, what must an entrepreneur assume when starting a business, editor’s choice, does verizon have a customer retention department, do employers hire during the holidays, cash flow analysis: evaluating trends and identifying opportunities for improvement, how do managers engage employees, how to manage a business budget, stay in touch.

To be updated with all the latest news, offers and special announcements.

Free! 5-Day Challenge - Find & Validate Your Ecommerce Idea!

Skip to primary navigation
Skip to main content

A magazine for young entrepreneurs

The best advice in entrepreneurship

Subscribe for exclusive access, how to write a business plan (tips, templates, examples).

Written by Jesse Sumrak | May 14, 2023

Comments -->

Get real-time frameworks, tools, and inspiration to start and build your business. Subscribe here

Business plans might seem like an old-school stiff-collared practice, but they deserve a place in the startup realm, too. It’s probably not going to be the frame-worthy document you hang in the office—yet, it may one day be deserving of the privilege.

Whether you’re looking to win the heart of an angel investor or convince a bank to lend you money, you’ll need a business plan. And not just any ol’ notes and scribble on the back of a pizza box or napkin—you’ll need a professional, standardized report.

Bah. Sounds like homework, right?

Yes. Yes, it does.

However, just like bookkeeping, loan applications, and 404 redirects, business plans are an essential step in cementing your business foundation.

Don’t worry. We’ll show you how to write a business plan without boring you to tears. We’ve jam-packed this article with all the business plan examples, templates, and tips you need to take your non-existent proposal from concept to completion.

Table of Contents

What Is a Business Plan?

Tips to Make Your Small Business Plan Ironclad

How to Write a Business Plan in 6 Steps

Startup Business Plan Template

Business Plan Examples

Work on Making Your Business Plan

How to Write a Business Plan FAQs

What is a business plan why do you desperately need one.

A business plan is a roadmap that outlines:

Who your business is, what it does, and who it serves
Where your business is now
Where you want it to go
How you’re going to make it happen
What might stop you from taking your business from Point A to Point B
How you’ll overcome the predicted obstacles

While it’s not required when starting a business, having a business plan is helpful for a few reasons:

Secure a Bank Loan: Before approving you for a business loan, banks will want to see that your business is legitimate and can repay the loan. They want to know how you’re going to use the loan and how you’ll make monthly payments on your debt. Lenders want to see a sound business strategy that doesn’t end in loan default.
Win Over Investors: Like lenders, investors want to know they’re going to make a return on their investment. They need to see your business plan to have the confidence to hand you money.
Stay Focused: It’s easy to get lost chasing the next big thing. Your business plan keeps you on track and focused on the big picture. Your business plan can prevent you from wasting time and resources on something that isn’t aligned with your business goals.

Beyond the reasoning, let’s look at what the data says:

Simply writing a business plan can boost your average annual growth by 30%
Entrepreneurs who create a formal business plan are 16% more likely to succeed than those who don’t
A study looking at 65 fast-growth companies found that 71% had small business plans
The process and output of creating a business plan have shown to improve business performance

Convinced yet? If those numbers and reasons don’t have you scrambling for pen and paper, who knows what will.

Don’t Skip: Business Startup Costs Checklist

Before we get into the nitty-gritty steps of how to write a business plan, let’s look at some high-level tips to get you started in the right direction:

Be Professional and Legit

You might be tempted to get cutesy or revolutionary with your business plan—resist the urge. While you should let your brand and creativity shine with everything you produce, business plans fall more into the realm of professional documents.

Think of your business plan the same way as your terms and conditions, employee contracts, or financial statements. You want your plan to be as uniform as possible so investors, lenders, partners, and prospective employees can find the information they need to make important decisions.

If you want to create a fun summary business plan for internal consumption, then, by all means, go right ahead. However, for the purpose of writing this external-facing document, keep it legit.

Know Your Audience

Your official business plan document is for lenders, investors, partners, and big-time prospective employees. Keep these names and faces in your mind as you draft your plan.

Think about what they might be interested in seeing, what questions they’ll ask, and what might convince (or scare) them. Cut the jargon and tailor your language so these individuals can understand.

Remember, these are busy people. They’re likely looking at hundreds of applicants and startup investments every month. Keep your business plan succinct and to the point. Include the most pertinent information and omit the sections that won’t impact their decision-making.

Invest Time Researching

You might not have answers to all the sections you should include in your business plan. Don’t skip over these!

Your audience will want:

Detailed information about your customers
Numbers and solid math to back up your financial claims and estimates
Deep insights about your competitors and potential threats
Data to support market opportunities and strategy

Your answers can’t be hypothetical or opinionated. You need research to back up your claims. If you don’t have that data yet, then invest time and money in collecting it. That information isn’t just critical for your business plan—it’s essential for owning, operating, and growing your company.

Stay Realistic

Your business may be ambitious, but reign in the enthusiasm just a teeny-tiny bit. The last thing you want to do is have an angel investor call BS and say “I’m out” before even giving you a chance.

The folks looking at your business and evaluating your plan have been around the block—they know a thing or two about fact and fiction. Your plan should be a blueprint for success. It should be the step-by-step roadmap for how you’re going from Point A to Point B.

Button to visit the free training for starting a side hustle

How to Write a Business Plan—6 Essential Elements

Not every business plan looks the same, but most share a few common elements. Here’s what they typically include:

Executive Summary
Business Overview
Products and Services
Market Analysis
Competitive Analysis
Financial Strategy

Below, we’ll break down each of these sections in more detail.

1. Executive Summary

While your executive summary is the first page of your business plan, it’s the section you’ll write last. That’s because it summarizes your entire business plan into a succinct one-pager.

Begin with an executive summary that introduces the reader to your business and gives them an overview of what’s inside the business plan.

Your executive summary highlights key points of your plan. Consider this your elevator pitch. You want to put all your juiciest strengths and opportunities strategically in this section.

2. Business Overview

In this section, you can dive deeper into the elements of your business, including answering:

What’s your business structure? Sole proprietorship, LLC, corporation, etc.
Where is it located?
Who owns the business? Does it have employees?
What problem does it solve, and how?
What’s your mission statement? Your mission statement briefly describes why you are in business. To write a proper mission statement, brainstorm your business’s core values and who you serve.

Don’t overlook your mission statement. This powerful sentence or paragraph could be the inspiration that drives an investor to take an interest in your business. Here are a few examples of powerful mission statements that just might give you the goosebumps:

Patagonia: Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.
Tesla: To accelerate the world’s transition to sustainable energy.
InvisionApp : Question Assumptions. Think Deeply. Iterate as a Lifestyle. Details, Details. Design is Everywhere. Integrity.
TED : Spread ideas.
Warby Parker : To offer designer eyewear at a revolutionary price while leading the way for socially conscious businesses.

3. Products and Services

As the owner, you know your business and the industry inside and out. However, whoever’s reading your document might not. You’re going to need to break down your products and services in minute detail.

For example, if you own a SaaS business, you’re going to need to explain how this business model works and what you’re selling.

You’ll need to include:

What services you sell: Describe the services you provide and how these will help your target audience.
What products you sell: Describe your products (and types if applicable) and how they will solve a need for your target and provide value.
How much you charge: If you’re selling services, will you charge hourly, per project, retainer, or a mixture of all of these? If you’re selling products, what are the price ranges?

4. Market Analysis

Your market analysis essentially explains how your products and services address customer concerns and pain points. This section will include research and data on the state and direction of your industry and target market.

This research should reveal lucrative opportunities and how your business is uniquely positioned to seize the advantage. You’ll also want to touch on your marketing strategy and how it will (or does) work for your audience.

Include a detailed analysis of your target customers. This describes the people you serve and sell your product to. Be careful not to go too broad here—you don’t want to fall into the common entrepreneurial trap of trying to sell to everyone and thereby not differentiating yourself enough to survive the competition.

The market analysis section will include your unique value proposition. Your unique value proposition (UVP) is the thing that makes you stand out from your competitors. This is your key to success.

If you don’t have a UVP, you don’t have a way to take on competitors who are already in this space. Here’s an example of an ecommerce internet business plan outlining their competitive edge:

FireStarters’ competitive advantage is offering product lines that make a statement but won’t leave you broke. The major brands are expensive and not distinctive enough to satisfy the changing taste of our target customers. FireStarters offers products that are just ahead of the curve and so affordable that our customers will return to the website often to check out what’s new.

5. Competitive Analysis

Your competitive analysis examines the strengths and weaknesses of competing businesses in your market or industry. This will include direct and indirect competitors. It can also include threats and opportunities, like economic concerns or legal restraints.

The best way to sum up this section is with a classic SWOT analysis. This will explain your company’s position in relation to your competitors.

6. Financial Strategy

Your financial strategy will sum up your revenue, expenses, profit (or loss), and financial plan for the future. It’ll explain how you make money, where your cash flow goes, and how you’ll become profitable or stay profitable.

This is one of the most important sections for lenders and investors. Have you ever watched Shark Tank? They always ask about the company’s financial situation. How has it performed in the past? What’s the ongoing outlook moving forward? How does the business plan to make it happen?

Answer all of these questions in your financial strategy so that your audience doesn’t have to ask. Go ahead and include forecasts and graphs in your plan, too:

Balance sheet: This includes your assets, liabilities, and equity.
Profit & Loss (P&L) statement: This details your income and expenses over a given period.
Cash flow statement: Similar to the P&L, this one will show all cash flowing into and out of the business each month.

It takes cash to change the world—lenders and investors get it. If you’re short on funding, explain how much money you’ll need and how you’ll use the capital. Where are you looking for financing? Are you looking to take out a business loan, or would you rather trade equity for capital instead?

Read More: 16 Financial Concepts Every Entrepreneur Needs to Know

Startup Business Plan Template (Copy/Paste Outline)

Ready to write your own business plan? Copy/paste the startup business plan template below and fill in the blanks.

Executive Summary Remember, do this last. Summarize who you are and your business plan in one page.

Business Overview Describe your business. What’s it do? Who owns it? How’s it structured? What’s the mission statement?

Products and Services Detail the products and services you offer. How do they work? What do you charge?

Market Analysis Write about the state of the market and opportunities. Use date. Describe your customers. Include your UVP.

Competitive Analysis Outline the competitors in your market and industry. Include threats and opportunities. Add a SWOT analysis of your business.

Financial Strategy Sum up your revenue, expenses, profit (or loss), and financial plan for the future. If you’re applying for a loan, include how you’ll use the funding to progress the business.

What’s the Best Business Plan to Succeed as a Consultant?

5 Frame-Worthy Business Plan Examples

Want to explore other templates and examples? We got you covered. Check out these 5 business plan examples you can use as inspiration when writing your plan:

SBA Wooden Grain Toy Company
SBA We Can Do It Consulting
OrcaSmart Business Plan Sample
Plum Business Plan Template
PandaDoc Free Business Plan Templates

Get to Work on Making Your Business Plan

If you find you’re getting stuck on perfecting your document, opt for a simple one-page business plan —and then get to work. You can always polish up your official plan later as you learn more about your business and the industry.

Remember, business plans are not a requirement for starting a business—they’re only truly essential if a bank or investor is asking for it.

Ask others to review your business plan. Get feedback from other startups and successful business owners. They’ll likely be able to see holes in your planning or undetected opportunities—just make sure these individuals aren’t your competitors (or potential competitors).

Your business plan isn’t a one-and-done report—it’s a living, breathing document. You’ll make changes to it as you grow and evolve. When the market or your customers change, your plan will need to change to adapt.

That means when you’re finished with this exercise, it’s not time to print your plan out and stuff it in a file cabinet somewhere. No, it should sit on your desk as a day-to-day reference. Use it (and update it) as you make decisions about your product, customers, and financial plan.

Review your business plan frequently, update it routinely, and follow the path you’ve developed to the future you’re building.

Keep Learning: New Product Development Process in 8 Easy Steps

What financial information should be included in a business plan?

Be as detailed as you can without assuming too much. For example, include your expected revenue, expenses, profit, and growth for the future.

What are some common mistakes to avoid when writing a business plan?

The most common mistake is turning your business plan into a textbook. A business plan is an internal guide and an external pitching tool. Cut the fat and only include the most relevant information to start and run your business.

Who should review my business plan before I submit it?

Co-founders, investors, or a board of advisors. Otherwise, reach out to a trusted mentor, your local chamber of commerce, or someone you know that runs a business.

Ready to Write Your Business Plan?

Don’t let creating a business plan hold you back from starting your business. Writing documents might not be your thing—that doesn’t mean your business is a bad idea.

Let us help you get started.

Join our free training to learn how to start an online side hustle in 30 days or less. We’ll provide you with a proven roadmap for how to find, validate, and pursue a profitable business idea (even if you have zero entrepreneurial experience).

Stuck on the ideas part? No problem. When you attend the masterclass, we’ll send you a free ebook with 100 of the hottest side hustle trends right now. It’s chock full of brilliant business ideas to get you up and running in the right direction.

About Jesse Sumrak

Jesse Sumrak is a writing zealot focused on creating killer content. He’s spent almost a decade writing about startup, marketing, and entrepreneurship topics, having built and sold his own post-apocalyptic fitness bootstrapped business. A writer by day and a peak bagger by night (and early early morning), you can usually find Jesse preparing for the apocalypse on a precipitous peak somewhere in the Rocky Mountains of Colorado.

Customer Engagement: The Secret to Long-Term Success

Giveaway Ideas: 4 Tried and Tested Approaches from a 7-Figure Ecommerce Expert

How to List Products on Amazon: Everything You Need to Know

Is Selling On Amazon Worth it? Get Your Questions Answered

Amazon FBA Fees: How to Calculate What FBA Will Cost You

The Complete Guide to Getting Clients for Your Consulting Business

What’s the Most Profitable Business to Start in 2024?

9 Best Businesses You Can Start with No Money

8 Businesses That Make Money Right Away (In 1-3 Months or Less)

How Much To Unapologetically Charge For Public Speaking

Write the Perfect Consulting Proposal: Tools, Examples, and a Template

How to Create an Online Course That Sells in 2024

I Used this Product Launch Checklist to Start 5 Ecom Brands

How to Get Sponsored: From 0 to $50,000 in 4 Weeks

How Shay Mitchell Is Disrupting a $17B Industry

FREE TRAINING FROM LEGIT FOUNDERS

Actionable Strategies for Starting & Growing Any Business.

Don't Miss Out! Register Free For The 5-Day Challenge.

5 Days. 7-Figure Founders LIVE.
Walk Away With A Winning Idea.

Business Plan Questionnaire

Successful business plans clearly explain a company’s business model, objectives, strategies, and competitive advantages. Use our business plan questionnaire below for a list of the questions you should answer in each section of your business plan to ensure clarity and understanding of your business’s hopes and mission.

Download our Ultimate Business Plan Template here

What Questions Should Be Asked in a Business Plan?

The business plan questionnaire can help you with how to write your business plan . It will give you a concrete set of directions for the future and allow you to further examine and learn about the market you are entering. Be sure to provide answers to the following questions in each key section of your business plan.

Executive Summary Questions

You may ask yourself:

What is the issue your business is addressing?
How are you solving it?
What are your business’s strengths?
Why should an investor be interested in your business?

Company Analysis Questions

Ask yourself the following:

What is your business’ mission?
What is your history?
What are some of your past achievements?
What is your business’ legal structure?
Where is your business located?
Why did you start the business?
How do you measure your business success?

Industry Analysis Questions

Include the answers to the following questions:

What is the size of the market?
What are the characteristics of the market: growth trends, units sold, employment?
What factors are influencing growth or decline in the market?
Are there any barriers to entering the market?
Are there any government regulations that affect the market?

Finish Your Business Plan Today!

Customer analysis questions.

Be sure to include the following in your analysis:

What is the size of the target customer market?
Where are these prospective customers located?
What are their desires and needs, and how will your business meet those needs?
In descriptive terms, who is your target market? (what motivates them to purchase, what influences their purchasing decisions)
Why will your target customers seek out your business?
What trends/purchasing shifts could occur in the market?
How will you monitor customer satisfaction? (e.g., surveys, reviews, etc.)

Competitive Analysis Questions

understand their weaknesses to help your company succeed

First, simply focus on your competition and what they are up to.

Address the following:

Who are your direct competitors? (e.g., other businesses in your genre) What percentage of market share do they occupy?
Who are your indirect competitors? (e.g., other companies that may not be specified in your business’s genre, but provide similar results to that of your business)
What are your competitors’ strengths and weaknesses?
What are their products and pricing like?

Then, look into your business’ competitive advantage to describe how your business will be better.

Will you offer more or better features?
Will you ensure better results for your users?
Will you offer better pricing?
Will your customer service be more efficient?
Will you offer a better overall customer experience?

Marketing Plan Questions

advertising strategy for your organization

A complete plan will include the following marketing plan sections:

How will you communicate to your target customers about your product or service?
Why are you choosing these specific avenues (e.g., website, Social Media, etc.)?
What materials do you have or need, and what will be the cost of this?
What do you plan to spend on marketing per prospect and per client?
How will you retain existing customers?
How will your business attract publicity?
What media will you target?
How will your product or service be delivered to the market?
How might future changes impact your marketing?
How will you price your product relative to others in the market to be competitive yet profitable?
What type of payment will you accept?
Overall, how will your marketing strategy be effective to your target customers?

Operations Plan Questions

operations process for your organization

Consider the following:

What equipment is needed, and what is the cost?
What are your hours of operation and number of shifts?
How many employees will you have?
What are the skill sets required when looking to hire new employees?
What are your practices for scheduling, managing, and hiring personnel?
What are the processes you will use to produce and sell your product or service?
What is your purchasing process?
How will finished goods be distributed?
How will quality be measured and improved over time?
What will your procedures to keep track of inventory look like?

Management Team Questions

keep things simple until you have more clients

In this section, answer the following:

Who are your founding members and what is their background?
Who are your support team members and what are their responsibilities? (include position title, person’s name, and role)
Do you offer any ownership options to attract key management?
Do you have any Board of Directors?
Do you have any outside consultants that will work with your business as it grows?
What is your business’ organizational structure?

Financial Plan Questions

Your financial plan should include:

Profit & Loss statement
Cash flow statement
Balance sheet
Sales volume forecast
Personnel plan
Break-even analysis

Here, you must gather data and convey just how much money your business will need and how much income you will earn, as well as when your business will be profitable.

Be sure to consider the following:

How were your numbers calculated?
Why are the salaries and office expenses you have calculated reasonable to your business?
Why are your expense estimates realistic?
How have you budgeted for unexpected costs?
Is there any debt the business currently has?
What is the amount of equity the owners and stockholders have?
What is your annual interest expense?
What is the percentage of sales issued for returns?
What is your average daily inventory value?
Are you using a fixed or variable inventory method?
What is the limit on your line of credit and the average interest rate?
What is your minimum checking account balance to have at all times?

Your financial plan should prove that you are informed and knowledgeable on the numbers around your business. It should prove that you are aware of all potential unexpected costs or other out-of-the-blue setbacks.

Appendix Questions

Appendices may be anywhere from just a few pages to a hundred or more.

Your appendix can include:

Resumes of key management, blurbs on other management members
Job descriptions/titles
Copies of any agreements having bearing on the business plan
Copies of licenses
Personal and business tax returns (if applying for a loan)
Marketing materials
Photos or sketches of the building, property, equipment, products
Industry studies or other information supporting industry trends
Summaries of secondary market studies

Business Plan Questionnaire Conclusion

The above sample survey questionnaire for a business plan should be a guide for you to use as an outline and checklist of items that will need to be addressed in your company’s business plan. Growthink’s fill in the blank business plan includes each of these key elements and more to help your business succeed.

How to Finish Your Business Plan in 1 Day!

Don’t you wish there was a faster, easier way to finish your business plan?

With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!

Five Critical Questions Your Business Plan Should Answer Answering these questions periodically can help keep long-term goals in mind while you adjust your immediate steps and actions.

By Tim Berry Edited by Dan Bova Jul 12, 2011

Opinions expressed by Entrepreneur contributors are their own.

If I may adapt a line from John F. Kennedy's famous 1961 presidential inauguration speech to make a point about business plans: Ask not what you can do for your business plan. Ask instead what your business plan can do for you. Questions about pricing, hiring and other factors can crop up as a business grows. A detailed and often-revised business plan should help you answer them. Getting these answers can help you keep your long-term goals in mind when steering your company toward short-term milestones. Here are five key questions and how your business plan should help you answer them:

1. Is my price right? There are two essential components of pricing that should be included in your business planning:

Consider whether your price is in line with your message. If you say you offer a high-quality custom product or service, you can't post a low price without contradicting your own marketing message. You should set your prices according to the relative value you offer, or risk confusing your potential market.
Your business plan should include your revenues and costs on a per-unit basis, your overall direct costs and overhead. These factors can help you establish the constraints related to making enough profit. You have to cover costs, which can include expenses beyond the direct costs of buying what you sell, such as rent and payroll.

Related: Three Ways to Raise Prices Without Losing Customers

2. Can I afford to hire? Especially when you're running a new company, you might not be able to help thinking that hiring additional employees might help you with the mounting list of tasks that have to get done. What would happen if you hired an extra salesperson? Could an extra administrator solve some of your problems?

Go back to your business plan and determine what happens to projections if you add the extra salary and benefits. Guess whether the improvement in people power will add to your revenue, or cut costs.

Or perhaps you should consider hiring a contract worker. Of course, hiring someone is almost always cheaper -- but only if there is a long-term need that justifies adding the fixed costs. If it's a short-term need then the cost won't affect your overheard forever.

Either way, working those numbers won't eliminate the uncertainty but it can make it easier to understand the variables.

Related: How Entrepreneurs Can Lure Top Talent from Big Business

3. Am I implementing my strategy? Test your strategic alignment: Do your milestones, spending for marketing activities and new product or service development, and related expenses show the same priorities that are reflected in your strategy? In my business planning coaching I've repeatedly run into client situations in which people say one thing in their strategy but do something different thing in their actions and spending.

For example, you say you're going to emphasize your extensive computer expertise in your strategy, but you pay your service staff below market rates. Or you say you're going to emphasize one side of your product line, but your advertising spending emphasizes the other. 4. Can I afford to relocate? Sometimes new business owners need to relocate to help cut costs, or want to take better advantage of a prime sales area. If you need to switch your location, get back to your basic numbers and break the problem into its business plan parts.

Estimate how much more your monthly rent will be at the new location. Also estimate your moving costs, costs for fixing up the new location and costs of the business lost while you're absorbed in the move.

Then adjust your sales forecast to either add in the additional business you'd be able to do there or the costs you'd be able to cut. If you don't see enough long-term improvement, then perhaps you shouldn't move.

5. Am I stunting my own growth? Go back to your business plan and give your assumptions a fresh look. Consider your target market and strategy, and add in your business offering and distinctive differences. Does your business offering match your market? Are you sending the right messages to the right kinds of people?

Related: Three Things to Keep in Mind When Scaling a Business Quickly

Think about things you could easily add on to sell more per customer. Is there some low-hanging fruit you're missing? Maybe your restaurant customers, for example, want mugs, t-shirts or desserts. Maybe your computer services clients want automatic back-up services, or system upgrades. Now look at marketing. Is your message changing enough to match changes in the market? Is your marketing mix adjusting to technology and media and social changes? What if you spent more money and time on marketing? Could you increase sales?

Your business plan isn't a static document -- it's your best tool for steering your business. Answering these questions periodically can help keep long-term goals in mind while you adjust your immediate steps and actions.

Entrepreneur, Business Planner and Angel Investor

Want to be an Entrepreneur Leadership Network contributor? Apply now to join.

Most Popular Red Arrow

Cash app will pay $15 million to settle a class action lawsuit — here's how to claim up to $2500.

Eligible users have until November 18 to claim a part of the cash.

This Fast Casual Deli Franchise Averages Nearly 2MM in Net Sales!

McAlister's Deli® offers guests more than hearty sandwiches piled high and sides worth sharing. Through genuine Southern hospitality and friendly conversation, McAlister's Deli aims to make every guest feel special.

Disney's Latest Innovation Is a HoloTile Floor That Seems to Have a Mind of Its Own

Disney demoed the floor this weekend.

63 Small Business Ideas to Start in 2024

We put together a list of the best, most profitable small business ideas for entrepreneurs to pursue in 2024.

Silicon Valley Pioneer and Former YouTube CEO Susan Wojcicki Dies at 56 — Here's How She Transformed the Tech Industry

Wojcicki was Google's 16th employee.

This 32-Year-Old Started a Side Hustle With $3,000 — Now It Makes Over $100,000 a Month: 'I Can't Get Enough'

Sean Hall needed a solution for his health struggles — so he came up with his own.

Successfully copied link

Our Recommendations

Best Small Business Loans for 2024
Businessloans.com Review
Biz2Credit Review
SBG Funding Review
Rapid Finance Review
26 Great Business Ideas for Entrepreneurs
Startup Costs: How Much Cash Will You Need?
How to Get a Bank Loan for Your Small Business
Articles of Incorporation: What New Business Owners Should Know
How to Choose the Best Legal Structure for Your Business

Small Business Resources

Business Ideas
Business Plans
Startup Basics
Startup Funding
Franchising
Success Stories
Entrepreneurs
The Best Credit Card Processors of 2024
Clover Credit Card Processing Review
Merchant One Review
Stax Review
How to Conduct a Market Analysis for Your Business
Local Marketing Strategies for Success
Tips for Hiring a Marketing Company
Benefits of CRM Systems
10 Employee Recruitment Strategies for Success
Sales & Marketing
Social Media
Best Business Phone Systems of 2024
The Best PEOs of 2024
RingCentral Review
Nextiva Review
Ooma Review
Guide to Developing a Training Program for New Employees
How Does 401(k) Matching Work for Employers?
Why You Need to Create a Fantastic Workplace Culture
16 Cool Job Perks That Keep Employees Happy
7 Project Management Styles
Women in Business
Personal Growth
Best Accounting Software and Invoice Generators of 2024
Best Payroll Services for 2024
Best POS Systems for 2024
Best CRM Software of 2024
Best Call Centers and Answering Services for Busineses for 2024
Salesforce vs. HubSpot: Which CRM Is Right for Your Business?
Rippling vs Gusto: An In-Depth Comparison
RingCentral vs. Ooma Comparison
Choosing a Business Phone System: A Buyer’s Guide
Equipment Leasing: A Guide for Business Owners
HR Solutions
Financial Solutions
Marketing Solutions
Security Solutions
Retail Solutions
SMB Solutions

Business News Daily provides resources, advice and product reviews to drive business growth. Our mission is to equip business owners with the knowledge and confidence to make informed decisions. As part of that, we recommend products and services for their success.

We collaborate with business-to-business vendors, connecting them with potential buyers. In some cases, we earn commissions when sales are made through our referrals. These financial relationships support our content but do not dictate our recommendations. Our editorial team independently evaluates products based on thousands of hours of research. We are committed to providing trustworthy advice for businesses. Learn more about our full process and see who our partners are here .

6 Questions Every Business Plan Should Answer

Lay out your goals and a road map for achieving them.

An actionable business plan is crucial, whether your business is brand-new or an established player in its field. A business plan is especially vital for SMBs, which often must contend with lower name recognition, fewer loyal customers and other typical business challenges. While it doesn’t guarantee success, creating a business plan with research and care can help a business prepare for any future uncertainties.

Entrepreneurs and small business owners must ensure their business plans address six primary questions. Thinking through these questions and developing potential solutions helps set up your venture for success.

What is a business plan, and why does it matter?

A business plan is a formal document designed to help you set achievable business goals and outline how you’ll accomplish them. The business plan should include various road maps dedicated to the following operational elements:

Product creation
Operational goals

A business plan is a valuable tool internally and externally.

Internal business plan functions: Internally, a business plan helps align its decisions with an overall road map to help it stay on track. Businesses can also use road maps to help think through difficult choices, such as headcount decisions.
External business plan functions: Externally, a road map is critical for securing funding from outside investors like angel investors . A business must demonstrate to investors that it has a solid business plan with achievable goals and a road map to success.

What should a business plan include?

Typically, a business plan should include the following elements:

Executive summary. An executive summary highlights a business plan’s essential elements. Readers should be able to understand your business plan by reading your executive summary, even if they don’t read the rest of the document.
Budget. A small business budget should include overall operational and personnel costs. Consider your payroll budget , marketing budget and other departmental budgets.
Market analysis. A market analysis should include a thorough market assessment that identifies competitors, your target customer , customer buying habits, marketing demographics and what customers are willing to pay. A market analysis may include a competitive analysis that dives more deeply into direct and indirect competitors.
Product analysis. A product analysis outlines decisions about optimal product pricing. While you want to sell as many products as possible, low prices can scare off customers and eat into your profit margins, while prices that are too high will have customers turning to your competitors.
Marketing strategy. Your marketing plan should outline how best to market the business and its products or services. Consider digital marketing targeted to specific online and social platforms, email marketing and local marketing.

Business plans vary in length depending on your business’s size, industry and scope. An SMB typically has a shorter and more succinct business plan than a larger, established business that operates across industries.

Questions every business plan should answer

We spoke with six business leaders who shared their thoughts on the crucial questions a business plan should answer. Consider these six essential questions to optimize your business plan.

1. What is the competitive advantage?

Scott Locke, chair of the intellectual property department at Dorf and Nelson LLP, advises thoroughly researching copyright infringement issues when determining your competitive advantage.

“I always look for what will give the business a competitive advantage relative to businesses that want to offer the same or similar goods and services and an analysis of the competitive landscape,” Locke explained. “I pay particular attention as to whether there is valuable intellectual property, be it patents, trademarks, copyrights or trade secrets, that will serve as barriers to entry for competitors. Similarly, I like to see a discussion of the intellectual property of the most direct competitors and how the new business will avoid infringing on it.”

2. Is the business in a growth market?

Walter Recher, principal consultant at SmallBall Marketing, says your business plan should emphasize how you plan to grow your business .

“The key to any successful business is to be a growing company in a growth market. A business plan should articulate how the entrepreneurs will enter the market, apply their investment to prepare them to grow quickly, and participate in the expansion of an industry that is thriving, with a better-than-average growth trajectory,” Recher said. “As I have spent my career working for hyper-growth companies in rapidly expanding markets, a founder of several small businesses and adjunct professor of a course on entrepreneurship, this has been the common denominator.”

3. Will customers pay for it?

Andi Gray, founder and president of Strategy Leaders, advises examining the risks of entrepreneurship and determining what and how customers will pay for their products and services.

“When looking at business plans, I always want to know how the owners plan to get paying customers to engage at a fee and quantity that allows them, as owners, to be in business and sustain themselves,” Gray advised. “My frequently asked question is, ‘How do you plan to feed and clothe yourself, and where do you plan to sleep while you’re getting this venture off the ground?’ My hope is that it will cause the students to consider why they are planning to take the risks of entrepreneurship.”

4. How will the business be staffed?

Larry Holfelder, senior consultant at DJL Insurance Services Inc., emphasizes the importance of staffing considerations.

“In every business plan, I like to see the recognition of the need to cover and staff the production, sales and finance parts of the business. Roles should be established for the entity as if it were mature and successful,” Holfelder advised. “Multiple roles should be assigned at first, if necessary, and filled with the right people as the entity grows and the timing is right.”

Holfelder says thoughtful staffing coverage shows that the business owners are realistic. “I like to see that type of thought process because it shows me they recognize that they won’t be able to do it all themselves and that business success revolves around collaboration and management,” Holfelder said. “It also shows that they recognize their own limitations, their ability to focus on their strengths, and the need to bring in others who know what they don’t in order to reach the goals they envision.”

5. Is the product innovative?

Irwin Glenn, chief identity scientist at Hunova, stresses the importance of innovation and inventiveness as well as the team’s level of inspiration.

“Is the idea for the product or service innovative, a unique invention, or is the dream truly inspired? Glenn asked. “By innovative, I want to understand if the business plan is centered around a new twist on already-existing technology or services delivered in a new and compelling way. If inventive, can the idea be protected against new or existing competition? Finally, is the team assembled an excellent group that can’t be stopped from succeeding? Are they inspiring to me, each other, and their marketplace?”

6. Are the plans and goals realistic?

Charles North, former president and CEO of the Dutchess County Regional Chamber of Commerce, prioritizes a realistic business plan with reasonable expectations.

“I look for it to be a realistic business plan, not something that is pie-in-the-sky. I want to see reasonable expectations,” North explained. “I tend to look more on the conservative side, since I feel that is the safest way to go. The idea doesn’t have to be reasonable; the plan does. The idea can be anything.”

North also emphasizes the importance of sales forecasts . “I always look for projections on what the business will do in the first year, second year, third year and fourth year showing sales, expenses [and the] bottom line as the business progresses. Those assumptions have to be reasonable.”

How planning for success pays off

A great business idea is no guarantee of success, but a solid business plan is a way to start a new business off the right foot and prepare your venture for a lucrative future.

Business plans are a vital resource for businesses of all sizes. While business plans should, at minimum, lay out a series of goals and a road map for achieving them, a business plan should also help answer questions ranging from analyzing a business’ competitive advantages to considering if its goals are realistic.

If you think through these questions while creating your business plan, your business will be in a better position to achieve its goals and weather any challenges it may face.

David Mielach contributed to the reporting and writing in this article.

Building Better Businesses

Insights on business strategy and culture, right to your inbox. Part of the business.com network.

How-to guides
Academy Customers Tools Trends Marketing Management

Business Plan Questions: How To Set Yourself up for Success

articles--table-of-contents#moveToHeadline" data-target="articles--table-of-contents.section">Why Having a Business Plan Is Critical
articles--table-of-contents#moveToHeadline" data-target="articles--table-of-contents.section">What Are the Four Basic Business Questions?
articles--table-of-contents#moveToHeadline" data-target="articles--table-of-contents.section">Additional Questions To Ask When Starting a Business Plan
articles--table-of-contents#moveToHeadline" data-target="articles--table-of-contents.section">Business Plan Questions Checklist Help You Turn Your Idea Into Reality

“Ideas are easy. Execution is everything.” This is Silicon Valley venture capitalist John Doerr’s advice to aspiring entrepreneurs and business school students. But between an idea and its execution is planning. That’s why it’s essential to have an effective business plan. How do you do that? With clear answers to business plan questions. Here we’ve put together an all-in-one roadmap to those planning questions.

Why Having a Business Plan Is Critical

Before we jump into questions a solid business plan should answer, let’s explain why you need business plans anyway.

Your business plan is your company’s foundation and backbone. It’s your business model and should inform every aspect of your company’s operations.
It’s your vision statement. Your business plan lays out your short and long-term objectives and guides you from one milestone to the next. It keeps you focused on what’s relevant, especially when establishing your presence in your industry.
It proves you mean serious business, pun intended. This is important not only if you’re looking for investors or funding but also when hiring the right people. A good business plan gives you credibility and inspires confidence in your ability to implement business success.
It helps you understand the competition. Crafting your business plan involves studying and understanding other players in the marketplace. This will put you in a better position within the competitive landscape.
Whether you own small businesses or large corporations, business planning questions and business plans identify your target market. It points your market analysis in the right direction to cater to your target customer.
It clarifies your financial needs. It lays out the complex numbers. How much capital do you need? How much does everything cost? When can you expect a return on your investment?
It determines your brand’s position in the market. A successful plan shows what niche your company can occupy and how.

What Are the Four Basic Business Questions?

What are the four basic business questions your business plan should answer? They are:

What do you do?
What gap in the market do you fill?
How will you make a profit?
Who is your target customer?

Keep scrolling and see how we dive deeper into each of these inquiries. If you can answer these four, your growing company has the competitive advantage to attract potential customers.

1. Business Plan Questions: What Do You Do?

“What does your business do?”

This is a simple enough question, right? Anyone who wants to start a company has a product or service they want to sell.

But if you want to own a successful business, you need to go further than that. It’s not enough to just know what you want to provide; you need details. For example, say you want to own a restaurant. What kind of restaurant? What food do you serve, what is your service style, and why?

The “why” behind what your business does is crucial. It has to motivate you when presenting to financing partners. It has to keep you going when you’re struggling to attract clients. It has to push you to have a competitive advantage over your neighbors.

Do you need some help getting the juices flowing? Grab a pen and paper and start writing all details about your business and what it does.

2. What Gap in the Market Are You Filling?

What is your niche? How does your brand-new company differ from your competitors? In short, what gap in the market do you fill?

However great your idea is, someone else probably thought of it too. In this fast-paced world, it takes time to develop a new way of delivering a unique product or service.

Successful business plans and models create new ways to solve old problems. You need to find which part of the market other folks overlook and figure out how to fill it. Do that, and you’ll increase your chances of getting more money and funding.

No matter your industry, you’ll face competition that’s been in the game longer than you. They’ll already have a loyal following. You need to offer something different, so customers take notice.

So how do you find your niche? Do tons of research — this time, on the competition. See what others do and identify how to set yourself apart from the crowd.

This could be by presenting your product/service differently or adding something small but special. Or mastering new technology and online marketing tools. Whatever you choose, create a distinct identity for your business and emphasize it from the get-go.

In your plan, describe what makes you different and how you will assert this advantage.

3. Business Plan Questions: How Will You Earn Money?

Money, finance, costs. These (sometimes scary) words are a big part of any effective business plan. That’s why one of the most crucial business plan questions you must answer is: how will you earn money?

And your answer needs to go further than “By selling this product/service, of course.” How your business makes money involves multiple approaches.

How are you going to sell your products/services? Where are you going to sell them? How much do your products and services cost? What unexpected expenses might you have to pay for? Do you need additional funding to cover these costs? How will you pay your workers?

Your business plan should answer all of these questions.

That way, you’ll know if your business is sustainable in terms of your financial projections. Plus, you’ll see how and where you can adjust to achieve your goals in a realistic period. Next, you’ll better understand the necessary financial risks to get your business off the ground.

Lastly, you’ll understand what funding you need to secure and what research you need to do to get there. That way, working out the maximum profitability of your venue or business won’t be such a mystery.

4. Who Is Your Target Customer?

Last on our list of the four essential business planning questions: who is your target customer?

We can talk about sales, financial projections, bright ideas, and marketing all day. But there’s only a point if you know who you’re selling to.

Apart from understanding your goal client’s purchasing decisions, you need to know as much as possible about their demographic. You need to identify their age, gender status, geographic location, education, employment status, marital status, etc.

First, identify your initial demographic. Start-up businesses and businesses that have been in the game for years have different audiences. In general, you want to begin with a specific demographic.

Get as detailed as you can. This way, you set your company up for success with folks who are the most interested in what you’re selling. As time passes, you can expand that radius to reach more people.

The best way to conduct this market analysis is through (you guessed it) research. For example, look at your competitors and see who shops at their establishment or buys their services.

Additional Questions To Ask When Starting a Business Plan

With those four business planning questions, you’ve got the start of a solid business plan. Of course, you can’t just leave it at that. Successful businesses know they must go above and beyond the bare minimum.

With that in mind, we’ve come up with more critical things to focus on if you want to succeed. Here are our top additional questions to ask when starting a business plan.

Business Planning Questions: What Is Your Marketing Strategy?

However tremendous or unique your business model, if you don’t know how to market it effectively, it will fail. Even if you add your business to Google Maps , you won’t rank high on local searches without solid marketing.

That’s why we recommend creating a firm marketing strategy outline addressing your goals and challenges. Base your strategy on your product or service, your niche, your budget, and what your competitors do.

Why do we emphasize competitor research so much? Because it shows you what works and what doesn’t.

Of course, you want to avoid copying whatever they do. (Honest business practices are the best practices.) But you should use them as inspiration for your objectives.

What Do You Need To Turn Your Dreams Into Action?

How do you turn your dreams into reality? In short, how do you go from brainstorming to doing? Say you’re a restaurateur. It’s one thing to figure out how to open a restaurant versus how to win a Michelin star .

Answering this fundamental question for a business plan should give your potential investors a clear picture of the bottom line. That way, they can decide if your business is feasible.

You need initial capital and resources to start. You should identify your starting line and understand that it varies from industry to industry. (For example, the profit that successful bars make is different than what a hotel makes.) Then, provide the details of what you need to spend from this starting line when you craft your business plan.

How much revolving capital will you need for the initial run of your business? Do you need to hire people or purchase/rent equipment? What’s the price of the equipment?

How many costs can you cover out of pocket, and which require additional support? How long will it take before you can circulate your initial capital? Include all these questions and answers in your business outline, and you’ll succeed.

What Are Your Short and Long-term Goals?

Last but not least, for our business plan questions, let’s talk about your goals. No matter your services or products, you need a timeline for short and long-term goals.

Short-term goals are ideally achieved within a startup’s first two years. Long-term goals go beyond the first two years after your business is finally experiencing its initial ROI. (Return on Investment.) Make you have realistic goals and timelines. Here are critical business goals you may want to manage:

Reduce business overhead
Increase productivity
Reach a specific number of followers on social media through organic growth.
Reach a specific number of social media followers through paid advertising
Develop a new product or services
Launch your new product
Open another store

Business Plan Questions Checklist Help You Turn Your Idea Into Reality

We hope this business plan questions checklist and article help you manage your company successfully.

With this, you can craft an impressive plan for potential investors and guide your business from point to point. Remember: your first business plan will evolve as you adapt to new opportunities, challenges, and trends.

Setting yourself apart as a startup should involve giving your customers the best experience at every opportunity. This is how you build a loyal customer base. If you have a physical store, make your customers feel valued with guest WiFi privileges they’ll enjoy.

Connect, capture, and keep more customers with Beambox, an all-in-one WiFi marketing platform that delivers an enhanced guest WiFi experience. Here’s what you can do with Beambox:

Delight your customers with WiFi that remembers and welcomes them whenever they visit.
Build a loyal following on your social media via a customized captive portal login. Folks looking for free ways to support small businesses can do so via your social channels.
Understand your clients with innovative proximity marketing tools set up with your existing WiFi .
Establish a perfect online reputation with customer reviews.

How to offer guests WiFi is the easiest of the business plan questions. Beambox is an all-in-one WiFi solution that accomplishes all of the above. Accelerate your business growth — start your Beambox free trial today !

Start a 30 day free trial with Beambox and start building your own email list, every time someone logs on to your property WiFi.

Grow your business and customer loyalty with guest WiFi!

Restaurant staff incentives: 11 ways to motivate your team.

Tired of high turnover rates and low morale at work? Build a motivated team that lasts with these 11 restaurant staff incentives.

Popular Internet Marketing Strategies

Popular Internet marketing strategies can accelerate the process if you want to promote your business effectively. Learn about those strategies here.

Restaurant Customer Service | Restaurant Marketing | Beambox

A comprehensive guide to learning everything you need to provide exceptional restaurant customer service. Learn the best strategies to satisfy your customers.

English (United States)
Improve the guest experience
Understand your customers
Increase your online reviews
Grow with smart marketing
Boost retention with QR codes
Shape your branded email strategy
Foster loyalty with SMS marketing
Beambox Plug & Play
Pubs & Bars
Restaurants
Salons & Barbers
Accommodation
WiFi Marketing
Social WiFi
Help Center
QR Code Shapes
Landline Texting for Business
How To Get WiFi in Rural Areas
SMS for Churches

2261 Market Street #4811 San Francisco, CA 94114

Partner Agreement

Article Categories

Book categories, collections.

Business, Careers, & Money Articles
Business Articles
Strategic Planning Articles

10 Questions Your Business Plan Should Answer

Business plans kit for dummies.

Sign up for the Dummies Beta Program to try Dummies' newest way to learn.

One reason people are sometimes intimidated by the prospect of writing a business plan is simple: They don't have a clue what a plan should contain. The good news is that there are no hard and fast rules. In fact, no two plans look exactly alike. For a sole proprietor, a business plan may run a couple of pages. A business plan for a large company plotting a turnaround can take up a hundred or more pages, with plenty of appendices. But to be useful and effective, all business plans should provide answers to these ten questions.

What business are you in?

The question sounds easy enough. But for some businesses, the answer isn't as straightforward as you may think. The best way to zero in on exactly what business you're in is by taking time to craft a mission and vision statement.

Consider Amazon. It began as an online bookstore. Then it morphed into a vast online discount retailer, selling everything from food to clothing. A few years ago Amazon turned into a publisher. Now, with the advent of cloud storage, it also provides a place for people to store their books and music.

Even small companies often have to give some thought to defining what their business is. Take the example of a garden maintenance company that found itself gaining a reputation for turning bland yards into showpieces. More and more people began to turn to the company not just to maintain their gardens but also to design them. The company began to realize that it could be much more successful — and charge a whole lot more — if it marketed itself as a garden design company.

How will the business make money?

You may think this would be the most elementary of all questions. But in reality, many start-up enterprises fail to formulate a business model — a fancy term that means how they'll make money. There was even a time, in the early days of the online world, when people dismissed the very notion of a business model as something from the old economy. If you build a website that's cool enough, the thinking went, success will follow. Well, it didn't always. A lot of clever websites found themselves scrambling for a way to pay the bills.

Even many conventional businesses need to think about their business model to ensure success. A hair salon may make some of its money from cutting, shampooing, and styling hair, for example, but it may also find that it can substantially boost the bottom line by selling hair care products. Thinking through all the different ways that your business can make money is crucial to success.

What does your business need to get off the ground?

Start-ups require a lot of enthusiasm and hard work, and often plenty of cold cash. One of the biggest blunders new companies make is not thinking ahead about how much money they'll need to get up and running. When the money runs out before the doors open, the best business idea in the world isn't going to spell success.

A good business plan must take into account everything that is required to start — and how much it's likely to cost. Building a little cushion into those estimates is always wise.

What is the operating budget?

The financial section of your business plan also must address how much it will cost you to run your business, month by month, and how much you need to earn to meet your expenses and make a profit. Chances are you'll need to make a bunch of decision up-front before you come up with a reliable number — decisions about where you'll do business, what kinds of equipment and staff you'll need, a marketing budget, and so on.

You'll then need to think about how much you'll charge for your product and service and how much you can expect to take in month by month. Needless to say, the more carefully you think through all these questions in advance, the better prepared you'll be.

Who are your customers?

Build a better mousetrap, the saying goes, and the world will beat a path to your door. Maybe. But to build a better mousetrap, you need to know what customers want and how much they're willing to spend.

The more you know about your prospective customers, the more successful you're likely to be. Take the time to look at what your customers like and don't like. The Internet has made it easier to understand customers. All you have to do is read through reviews on Amazon or Yelp to know what people are raving about and what they're dissing, covering a wide range of products and services. But old-fashioned tools are also effective, including customer surveys, focus groups, and simply observing customer behavior.

How will you reach your customers?

You can reach your customers these days in more ways than ever before, ranging from billboards, shop signs, newspaper ads, websites, e-newsletters, tweets, mass mailings, Facebook posts, and more. Your business plan should spell out how you intend to reach your customers and maintain an ongoing relationship with them.

Social media has created brand new ways to engage in two-way exchanges with your customers. Digital communications have greatly improved customer service for many businesses. But be advised that the Internet has also raised expectations about what great service should be. Customers are savvier than ever, and more demanding.

What sets you apart from the competition?

If you've invented something unlike anything the world has ever seen before, congratulations. You're in rare company. If you're like most businesses, you compete in a marketplace with other players. To succeed, you have to give customers good reasons to choose you over your competitors. An effective business plan should spell out those reasons and develop strategies to make the most of them.

To get started, find out all you can about your competitors and their strengths and weaknesses. Then consider how the business you're planning stacks up. Typically, businesses compete on the basis of price, quality, service, and features. But a company's image can also be part of its competitive advantage. For example, people buy Newman's Own foods not only because the quality is good and the price is right but also because of the company's image of doing good by donating a chunk of its profits to good causes. In a similar way, other companies attract customers by promoting their products or services on the basis of environmental protection.

What are your strengths and weaknesses?

This question may well be the most important one you ponder as you develop your business plan. Most people have a vague sense of what they do well and what they could do better. If you're part of an organization, you can recognize some of its strengths and weaknesses. But there's a lot that people don't face up to. The process of writing a business plan gives you an opportunity to be far more honest and thorough in your assessment. A formal SWOT analysis grid can allow you to measure your strengths and weaknesses against the opportunities and threats in your business environment.

This question is so important because business success really depends on leveraging your strengths and addressing your weaknesses. For instance, when an orthopedic institute in southern California noticed that its patient satisfaction scores were slipping, the doctors were puzzled. The institute's complication rates were very low. The length of time patients spent in the hospital was below the national average. The medical staff, it seemed, were doing a great job. But in surveys, many patients complained that the care felt impersonal and rushed. To remedy the situation, the institute hired social workers who met with patients when they were admitted and again before discharge to talk over their concerns. The institute also scheduled a follow-up call between surgeon and patient a month after discharge. A year later, patient satisfaction scores were back on top.

What are the biggest challenges you face?

Every business faces challenges, especially in competitive markets or with technological change. Your business plan should describe in detail the particular challenges you face and how you plan to overcome them. The challenges can be part of the business environment you compete in — a crowded field of competitors or regulatory uncertainties, for example. But some of the challenges you face are also likely to be related specifically to your company, such as hiring and holding on to skilled employees, for instance, or responding quickly to changes in the marketplace.

How will you measure success?

The simple answer to this question is money. Make enough money, and any business is a success. But in fact, for most enterprises, the answer is more complex. The most obvious example is a not-for-profit company. Consider a nonprofit community orchestra. Its success is measured in terms of filling seats for its concerts and providing local musicians a chance to play. Or consider a food bank. It spells success in terms of reaching as many people in need and giving them nutritious food as possible.

Your business plan should acknowledge all the ways you plan to measure your success. Your financial section will look at dollars and cents. Your goals and objectives will mark off specific mileposts that will help you chart your progress. Your mission and value statements will serve as a guide to the less tangible items that spell success for you.

About This Article

This article can be found in the category:.

Strategic Planning ,
Planning Your Virtual Business: Staying One Step Ahead of a Fast-Changing Business Model
Planning Your Virtual Business: Establishing Standards and Policies
Planning Your Virtual Business: Branding Your Enterprise
Planning Your Virtual Business: Using Technologies to Manage, Motivate, and Inspire
Planning Your Virtual Business: Hiring and Managing a Remote Team
View All Articles From Category

Entrepreneurship / Business Plans - Hammond Campus

Small Business News & Information Sources

Questions You Should Answer

Industry Information

Market Analysis

Company/Competitor Information
What is your financial plan
Writing Business Plans
Business Plan Examples
Social Entrepreneurship
Citing Sources

Subject Guide

What is you company

Why do customers need your product or service?

What is your business concept or business model?

What are the conditions and overview of your industry?

Who is your target market / customer?

Who is your competition ?

Is your competition local or national?

Are there many or few competitors?

What is your Marketing Plan?

Describe your target market.

What is your product strategy?

What is your pricing strategy?

What is your distribution strategy?

How will you advertise or promote your product or service?

What is your sales forecast?

How will your company operate?

Location and facilities

How will you grow your business?

Development strategy

Who is the Management Team?

What risks does your business face?

Risks from competitors

Risks from changes in the marketplace or economy

Changing consumer needs or tastes

What type of financing and how much will you need?

Venture capital

What is your financial plan?

Gross and operating margins

Balance sheets

<< Previous: Small Business News & Information Sources
Next: Industry Information >>
Last Updated: Nov 1, 2023 4:53 PM
URL: https://guides.pnw.edu/BusinessPlans

Business Plan | 60 questions to ask yourself

Business plan: 60 bonnes questions à vous poser

Today, I will present to you the 60 good questions to ask yourself when creating your business plan . Here we go !

60 questions to ask yourself to create a Business Plan

Find in this video the questions to ask yourself to make a business plan :

Below is the support I used for my presentation on the business plan :

So initially, to be completely honest with you, I didn’t necessarily want to write an article on business plans. The reason is quite simple. I’m not a big fan of business plans and I’ll tell you why.

In fact, 99% of business plans always have the same form, if we take a graph with revenue on the abscissa and time on the ordinate, we always go through the following phases: we are very poor at the start and afterwards as if by “magic”, we become very rich!

The question that arises is therefore that of the credibility of a business plan when creating a business.

Why does this simplistic approach bother me?

When you start a business, if there’s one thing that’s difficult to predict, it’s revenue levels. Simply because it is impossible to know in advance whether you will succeed in obtaining many customers or not, after how long, etc.

In other words, the only thing that we can predict more or less correctly are the costs, because with that, we can have a vision that is a little finer and a little more realistic.

On the other hand, for income, objectively, even if you base yourself on statistics, even if you base yourself on market phenomena or trends, these will always be big approximations.

This is why often when people talk to me about a business plan, I tend to take a step back and say to myself “Okay, what are they going to tell me now? “.

So why did I finally decide to write an article about it?

I decided to write today about business plans for a simple reason. I had the opportunity to read an article from Express Entreprise called “ Business plan, the 60 questions to ask yourself to develop it ».

And actually, I thought this article was really well done. For what ? Quite simply because this article allows you to ask yourself some really good questions.

Indeed, beyond a simplified curve as I was able to show you before, a good business plan or rather a good way of making a business plan, is above all the fact of asking the right questions, and therefore, to defend your project more effectively to a banker, a business angel or an investor.

These different questions will allow your investors, partners or financiers to see that you have understood all of the different parameters necessary to set up your business.

So, I decided to play the game as well.

The 60 questions I am going to ask myself and make sure to answer them for my business concern SEO advice .

On commence !

These 60 questions to ask yourself for your business plan will be organized into 6 main parts:

Your profile
The team you will form
The commercial marketing strategies you are going to undertake
Protect your know-how and your product

Find funding

I would like to make two comments before we begin the round of questions.

Obviously, certain questions will be more or less conducive to my activity. Indeed, to the extent that I am going to launch an activity in SEO consulting, do not be surprised if I quickly go over certain questions which will be more linked to industrial companies.

Second point that I would like to mention, the opinion or rather the perspective that I am going to give you will be perfectly “personal” and “subjective”. For example, in my current situation, I will not immediately need financing to start my business.

Indeed, I have personal resources and I am not going to spend thousands and cents in any case, so I am not going to call on a banker or an investor. Therefore, my perspective is going to be a little biased.

The objective of your business plan is to try to seduce, to show a “white paw” to an investor to try to convince them that you know what you are talking about, and you know in which direction your business is going.

Come on, let’s start!

First of all, we will talk about market-related issues.

A) The market

Having a good understanding of your market, the players and what your customer wants is essential. This is the first part, one of the most important from my point of view. So first question,

1) How big is your market? Is it local, national or global?

The size of the market is indeed important. Quite simply, because there are markets that are really small and where we can’t do much. Then, there are markets that are huge and sometimes that can be scary.

To the question, “Is it local, national, global?” “.

Objectively, if you start your company, don’t say to yourself from the start “I am a company that is global”. If you can become a “global” company, good for you. That’s really what I wish for you. The thing is, in the beginning, it never happens like that. We are in a local, national business, why not. But global, no.

We will try to take it step by step. For the size of your market, you can see this from the different types of statistical studies that exist in your sector or from your market research. Knowing that, this type of information, we must try to take it with a step back.

For what ? It’s good to have a view of an industry’s overall revenues. The problem is that it doesn’t really give you any indication of how and how many customers you will be able to convert. You just know that there is a market and you see that the trends are positive.

Now I will answer you in a concrete way for the SEO sector.

In SEO, the only numbers I have been able to find are industry-wide from a global perspective. In France in particular, I searched and I didn’t find anything in particular.

In any case, what I know will be more along the lines of trends . Unsurprisingly, there are more and more websites, on the one hand. On the other hand, companies are investing more and more money in SEO campaigns to improve their organic traffic.

Am I going to approach this from a local, national or global perspective?

So first of all, my business will be located in a very specific location, namely Paris. Therefore, I will make sure to find clients in Paris and its surroundings. Afterwards, the advantage I have with SEO is that it is an online business. So, I will have the possibility of doing some of my activities remotely. For example audit or even consulting activities.

As long as I have information like Google Analytics or Google Search Console, I can work from just about anywhere. So initially, it will be from my point of view, local and national.

The world, why not? You have to have ambition, that’s for sure, but it’s clearly not the priority. If at any given time growth is strong from a local and national perspective, why not consider something else. But right now, no.

Afterwards, you also need to know if the content and services that I offer are likely to be of interest abroad. I think so. But in all cases, we start “small”, we start local, potentially national. The world in a second phase, but not immediately.

2) How many customers can you expect?

When you are going to start your business, it is important at the outset to gauge how many clients you can hope to get.

Obviously, when you start your business, the number of customers most of the time is zero, and that is completely normal. Little by little, you will succeed in having customers, succeed in convincing them, etc.

Knowing that my activity will be SEO consulting, the objective will be to give the maximum added value to my clients to try to have a true qualitative approach .

What does it mean ?

This means in concrete terms that I initially aim for between 1 to 5 clients per month.

Why am I sure of this ratio?

Because I could have said 20 customers. The problem is that in fact if you have 20 clients from the start, and only one person takes care of them, the quality will inevitably plummet.

With my agence SEO , I do not want to tend towards a low-end service, but rather towards a service that is mid-range initially, to have low prices and customers who are interested. And little by little move upmarket. So between 1 to 5 SEO clients, that seems good to me to have a qualitative approach.

3) In this market, is there a shortage or excess of supply?

Indeed, there are very competitive markets where there will be a lot of people, and others, much less competitive, where there will be very few people. Therefore, if you have a particular skill that is in high demand, good for you.

This means that you will succeed in obtaining significant growth for your activity and your business. Knowing that competition, or having for example an excess of supply is not always a problem in itself.

I will have the opportunity to say this again in other questions that follow. But in essence, if there are people in a market, that most of the time means that there is income in that market. Therefore, you have the opportunity to create a business in this market.

Always be careful of markets where there are no people. If there is no one, it is either that everyone has missed out, so it is a golden opportunity, or it means that there is not necessarily any money to be made in this sector.

In SEO, there is neither shortage nor excess of offers. I would say it’s really somewhere in between actually. There are very good freelancers, but also very good agencies. So I don’t think we are in a sort of excess offer in terms of SEO advice. There is, but I think there is enough space!

4) Can new players appear in the short term?

Sometimes, it happens to find markets in which players are there historically. So, if you want to enter this market, it will be possible, but it will be more complicated. So it will depend on your sector, your products, your service, etc.

Regarding SEO, my answer is clearly yes. I think new players may appear. Currently, there are no dominant players to speak of. There are some very good actors, but none who are particularly above the rest. Regarding the barrier to entry, we will say that it is relatively low. So yes, there is the possibility of new actors appearing.

5) Is your activity BtoB (business to business) or BtoC (business to consumer)?

Depending on your business, your activity will tend towards BtoB or BtoC, and of course between the two, the approach will be radically different. In BtoB, you will contact professionals.

In BtoC, it will be for consumers. We do not approach consumers and professionals in exactly the same way. So, be aware of the nature of your audience. In this way, you will be able to adjust your communication, your marketing, commercial aspects, etc.

In SEO, we are clearly in BtoB. Knowing that in the communications that I am going to make, there will be a large part BtoB and a very little bit of BtoC (for example on YouTube). But basically, the actual SEO consulting service that I am going to offer will be for professionals above all.

6) Is your offer in line with market expectations?

It seems logical, but sometimes we can miss the obvious. So take some time to look at what the competition is doing.

For what ? Quite simply because if you come up with a product or service that is not at all aligned with what your customer wants, you are not going to sell absolutely anything, and your revenue will be 0. Therefore, really try to know market expectations, so you will be able to offer an offer that will be adapted.

For my SEO business, I will ensure that the different offers that I propose are in line with customer expectations. There will be an SEO audit, “On Page SEO”, backlinks, etc.

7) What are your customers’ expectations? Are they loyal or captive?

Understanding and knowing customer expectations is absolutely crucial. For what ? Quite simply because when you start your business, you may have things in mind.

The problem is that between what you have in mind and reality, sometimes there is a sort of abysmal gap. Therefore, when starting a business, first of all, it is important to go see customers or potential customers, and ask them:

“Concretely what do you want? »
“How can I help you? »
“How and what are the elements of added value that I will be able to give you? »

For SEO, the expectations are simple. Clients have one or more websites and want to get more organic traffic, that is, traffic coming directly from Google. This is what SEO allows. The other element that interests them will be the income linked to organic traffic. In other words, we increase organic traffic, as well as revenue.

SEO also allows you to do this. And that will be part of customer expectations. Others SEO KPIs can also be interesting, such as the return on investment of an SEO campaign.

This is indeed a question that investors can askFor example, if I invest 1 euro, how much will come into my pocket after this SEO campaign? 2, 3, 4, 5…, 10 euros?

Then, the other element: are the customers loyal or captive?

Indeed, it will be important, because some clients will be difficult to obtain because they are very loyal, for example to the SEO firm with which they work. And others much less. For example if they use freelancers.

Knowing that this is an example. I could very well have said the opposite. There are freelancers who are exceptionally good at what they do. So we shouldn’t be caricatured at all about that. In all cases, be aware of the loyalty of your customers.

8) What are the customer benefits of your product or service?

When you are going to offer a product or service, customers must buy it because they feel that there is some kind of added value or additional benefit compared to other products and services on the market. Depending on your sector and industry, these benefits may be different.

In SEO, the benefit for the client lies in having more organic traffic, and earning more money thanks to that.

9) Are you in direct or partial competition with an existing offer?

When you have more or less significant competition in your market, logically, it will be more or less easy to find your place. But to come back to what I said before, competition should not scare you at any time.

I know that when you are a new entrepreneur, you often say to yourself “Oh my! There’s competition, I can’t go there! “. Don’t take it like that.

Really consider the fact that there are people there as a real lever for growth. Consider that there is potentially money to be made in this market. Therefore, do not be afraid.

Is it going to be more complicated than a sector where there is no competition at all? The answer is yes “. But the thing is that sometimes, sectors where there is no competition at all can be explained simply by the fact that there are no profits to be made. So, don’t be afraid of the competition!

In terms of offers from an SEO point of view, services related to audit SEO , At “ On Page SEO » or to backlinks , are often the types of activity that are offered by companies in this sector.

10) Can you easily differentiate yourself and find a niche position?

When you start a business, try to start, if you have the possibility, in a niche, that is to say on a relatively small fragment of the market. For what ? Quite simply because it will allow you to become an “expert” on a very specific part of your market, and to satisfy your customers.

This is a good gateway to obtaining new customers. Then, when you have gained the trust of your customers, you can increase the services offered and grow your business little by little.

In any case, I advise you not to start in a huge market. Start small, with a service or something that will allow you to differentiate yourself.

At the level of the business that I am going to launch in SEO consulting, the differentiation will be at the service level. I will really try to highlight my service in order to be perceived as an “expert” company in “On page SEO”.

This is one of the things I really want to be defined on, an axis on which I really want to focus on to succeed in convincing my clients.

So this is one of the differentiating aspects, and this is my niche part. Afterwards, there will perhaps be developments. We will see how things will evolve.

In terms of differentiation, there is also another element on which I think I can distinguish myself. This is about creating my content. There is already a lot of SEO content out there. And content is crucial.

Obviously, people who work in SEO know how important it is. So I’m going to try things a little different way.

This will notably involve the type of content, for example videos YouTube . I am also going to make a particular effort in terms of my blog, my articles, and the visuals. I really want to make a significant effort to show future customers what my company is capable of.

11) How many years of experience do you need to be credible with your customers?

There are sectors where experience is a determining criterion. So, if you don’t have 10, 15, or 20 years of experience, it’s going to be very problematic for you. In SEO, experience is important, but you don’t have to have been in this industry for many years.

For what ?

What you need to understand about SEO is that it is a sector that evolves quickly and regularly. In other words, from the moment Google makes algorithm changes, each time it involves a new way of doing things, because the way of doing SEO evolves radically.

So years of experience, why not. But the real criterion from my point of view, to choose the right SEO company, will be above all to know which company is the most up to date on the latest developments which impact the algorithms.

Ultimately, it will be about its ability to evolve over time, which from my point of view is the most important element. For example, if a person who has 15 years of experience in SEO, does SEO as on the first day 15 years ago, I can assure you of one thing, it is that at present , it clearly doesn’t work anymore.

12) Who are your competitors?

Take a little moment to try and see who the different players are in the market. It could be something important. Afterwards, you have to know them, but you shouldn’t be obsessed with what they do either.

Otherwise the only mistake you risk making will be to reproduce a pale copy of the original, which would be a shame. So you have to keep an eye on the competition, but not be obsessed with it.

SEO is a market where on the one hand there are, let’s say, SEO agencies which are structured. From my point of view, there is no actor that particularly stands out from the others, even if there are very good agencies that already exist.

This is the first part of the market. And on the other side, there are the freelancers. Just like with agencies, there are freelancers who are extremely good, others who are not necessarily exceptional. So we can say that there is a sort of duality, with freelancers on one side and agencies on the other.

13) Does your know-how give you a real advantage?

Indeed, there are skills that are extremely rare and which will allow you to have a real advantage. For example, if you are an exceptional craftsman or if you have special know-how. Therefore, you will get a definite advantage to complete a mission that is difficult to do by others.

Speaking of SEO, I think there are several things that I think I have an edge on. These include “On Page SEO”, where I have the opportunity to bring a lot of things to the market. There are others, but at the moment, it is mainly this aspect that I wish to highlight.

14) Where is added value created in the sector?

Knowing where the generation of added value takes place in your industry is an important element to know, because it will be a criterion which will intervene on several elements, including the definition of price levels. For example, if you have an activity that does not create a lot of value, that means that in terms of price, it will be difficult to offer high prices.

The added value in SEO really comes down to the ability to grow a website in terms of organic traffic and increased revenue.

15) How do prices change?

In some markets, price fluctuations can be considerable. Therefore, it is important to know the specifics of your market in relation to this.

Take for example the milk market. Without surprises, you will experience world prices with incredible price changes. So depending on your sector, you may be enormously impacted by price changes.

In SEO, there are global trends in the market, with average prices for services. Afterwards it is negotiated, depending on the customers and the type of service that you are going to offer.

In the same way, I will set prices on the business that I am going to start. To the extent that I am in “start-up” mode, I cannot afford to arrive with what are called eccentric prices, that is to say very high or the highest on the market.

When you arrive in a market, you must first have your first customers, satisfy them and ask for a recommendation. So, subsequently, I could gradually increase my prices if I wish.

So these will be prices, let’s say at the market average, or even a little lower even, just to try to be as attractive as possible initially.

16) Will regulatory changes make it more expensive to start a business?

As I had the opportunity to tell you in the introduction, there are questions that will not necessarily be conducive to my activity. Maybe this will be the case for yours.

Indeed, legal changes can sometimes impact the launch of a business. Therefore, if you are in an industry prone to regulatory changes, I advise you to monitor developments regularly so as not to be caught off guard.

To my knowledge, regulatory changes have no impact on SEO consulting.

17) Who are your suppliers? Are there many of them? Concentrated?

In SEO, there are no direct suppliers per se. But if you are in the ready-to-wear sector, for example, having suppliers who are concentrated or not will play a huge role.

Because if you have problems with prices that are too high and there aren’t many people, that simply means that you will be able to compete. In the opposite case, if there is none, i.e. if the suppliers are concentrated, this situation will have a direct impact on your business. So knowing your suppliers well, understanding the very structure of the supplier market will really be relevant for your business.

18) Is it easy to change supplier?

This question has a lot of overlap with what I just said. Namely, if you have a problem with price or quality. You do not have to stay with the same supplier if you are not satisfied with them. This way, you can change it very quickly.

19) Will they have the power to influence the quality and cost of your offer?

Indeed, if there are not many suppliers and they offer you something that is not of good quality and at prices that are too high, you will have practically no room to negotiate.

This situation does not apply to SEO.[fusion_menu_anchor name=”B” class=””][/fusion_menu_anchor]

Now that we have completed this part on the market, we can now move on to the next one, relating to the profile of the entrepreneur.

B) The profile

Now, I will present to you the different questions relating to the profile.

Indeed, when you present your business plan, know that it is above all about you, just like business in general. Therefore, it is not surprising that investors are interested in what you have done in the past in order to understand your journey.

Sometimes, some questions can even go as far as personal life, as this is a relevant element for investors. They know that certain personal concerns can have a lasting impact on your business.

20) Have you ever run a business?

people who want to create their own company. Depending on your answer, investors or bankers will be able to assess the risk according to them.

In fact, investors have more confidence in people who have already managed companies. If you’ve never set up a company and this is your first, don’t stress out forever about it. There are a large number of examples where people who had never managed a company succeeded by becoming excellent leaders.

The best known cases, Bill Gates and Zuckerberg. But many others too. So for me, it’s not obligatory. It’s just a little extra. Some investors sometimes like to say that if the entrepreneur already has experience, it is more reassuring.

So, my answer is yes, I have already assembled boxes in the past. Some were completely wrong. So the objective is to try to capitalize on what did not work to ensure that the future succeeds.

21) Are you trained in management?

Same as the previous question. For me, being trained in management is both important, but not essential, if that is not your case.

If you have never studied management, business school or that sort of thing, and you want to set up your company, don’t hold yourself back for that reason. The fact of not being trained in management is a personal point of view after all, it is not the most problematic element.

Afterwards, on this subject, I have a slightly biased point of view. For me, management is not obligatory to learn in training or to attend business schools. In my opinion, most of the time, “management” is above all a matter of common sense.

Namely, are you able to put yourself in the shoes of others to understand what their interests are? What are its objectives ? What does he want to aim for? And many others. It turns out that there are people who are naturally good at management and who have never gone to school. Conversely, there are people who have gone to school or studied management, who find themselves at a given moment in a managerial position and are absolutely catastrophic.

For me, management is above all a relationship with people. Personally, I believe that there are many more management lessons in literature than in any other book that claims to teach you management. Again, this is my point of view, you don’t have to agree with me. So to the question, have I been trained in management? The answer is yes, I went to business school.

22) Can your family environment facilitate the realization of your project? Do you have the support of your spouse?

This question close to the intimate sphere can sometimes be disturbing. And yet, this is an extremely important and decisive point. For what ?

Simply to the extent that when you are going to set up your company, you will find yourself in the same situation as if you were creating a sort of boat to go to sea. Obviously, when you set up your company and especially for the first time, there is a tendency to really sway. There are doubts, uncertainties, you will have moments of loneliness and you will be afraid. In short, moments where you will feel alive. However, it is so difficult to start a business if you don’t have a family who supports you. It’s a kind of weight that we add to the boat and which can literally sink you.

Same thing with your spouse. It’s even stronger with the spouse. If you want to set up your company and your partner is not aligned with it, or is even formally opposed to it, it’s a really bad start! Because not only will you have to fight to exist as a business, but you will also have to fight in your home to show that your decision is the right one. So it’s very difficult.

On a personal level, does my family make it easier to carry out my project from a financial point of view? Let me be perfectly clear, the answer is no. I don’t come from some sort of upper middle class background. I’m going to start my business with my own finances, not asking anyone for money.

Is my family putting obstacles in my way when it comes to setting up my business? The answer is no. But there may be times when some members of my family are afraid.

Entrepreneurship ultimately also means knowing how to manage your own fears, managing the fears of others, and that can be a little more complicated. But over time, experience and confidence allow me to ensure that it is not a hindrance.

So my family doesn’t put obstacles in my way regarding that, but financially they don’t help me either. Especially since for the activity that I want to create, namely SEO consulting, there is no one in my family who has already set up companies in this field.

Then, in terms of support, I have Mariana’s support at 200%. At certain times, she will even help me with this business that I am going to start, particularly with all the design aspects linked to the brand identity. Mariana is therefore a support, and it’s a real pleasure to have someone who supports you on a daily basis because being an entrepreneur is difficult!

23) Do you know someone with whom you can regularly do update on the project?

Indeed, it is always a good idea to regularly take stock. It could be with a person in your industry, a person who has already set up a company in the same sector…

In short, different types of profiles, of people who will suit you, knowing that it is still better to make points with people who know your activity or people who have already set up companies.

If this is not the case, it’s a little more complicated in fact, because they will not necessarily, from my point of view, have the ability to really give you relevant advice for your specific situation. talk.

So, am I going to do it? In fact, the real people with whom I’m going to do the accounts, quote, is you. So you will watch my videos, you will see the evolution of my business, and regularly I will take stock. And why are points important?

Quite simply because it allows us to see what we have managed to do, and above all, what we will aim for next. So it’s a really good game to play. Afterwards, don’t spend 15 years there either. Spending time preparing for meetings to take stock when you are a start-up, when you are a large structure, is a little different. But when you’re a small start-up, you have to make points, but also not spend too much time on it.

24) Have you ever met an association of creators and support?

Indeed, if it’s your first time, it could really be interesting to join an association that will support you in creating your business. Knowing that in fact, it will also depend on another element, namely whether you are a solo entrepreneur or if you already have members in your team.

Depending on this, you will have to adapt your strategy. Because sometimes, when you start in entrepreneurship while you were in another sector, often in the end, you are not really competent as a business creator.

So this requires knowledge, sometimes basic knowledge, knowledge which can be of a human nature. In short, there are quite a few things to develop. And concerning myself, rather than very theoretical things, I prefer knowledge that is more pragmatic. After all, that’s my point of view.

So yes, I had the opportunity to go to certain support or creator associations in Paris, notably some which are quite large and well-known. I stayed there, but not very long.

To be honest, I only went three, four times to some of them. In any case, it was never really long term. Quite simply because in fact, I had the feeling that at certain moments, it didn’t help me move forward very much.

Once again, this is not a global vision that I wish to give. It’s mine. Simply sometimes, for example when I ask myself a question, I go on the Internet to find out, I watch videos, and in fact, that solves the point where I potentially have a problem or I wish to improve.

And the problem I find with associations is that they have so many things to deal with that sometimes, from my point of view at least, it’s a bit long, a bit theoretical. This means that in the end, it is added value that we lose, especially time. When you are an entrepreneur, don’t waste time!

25) Are you ready to make financial sacrifices?

Indeed, when you set up your business, and it is ultimately quite linked with the story of the spouses from earlier, the financial side will be something that you absolutely must discuss with your wife, or your man , never mind.

To set up your company, especially if you are in a position that is relatively comfortable, stable, if you have been in a company for a while and you have prospects, you do not necessarily pose any problems, the financial sacrifices you make, but not too much.

Also note that when you start a business, in general the income at the start is 0 and therefore, it can be complicated at the start to start your business. So what I advise you in relation to this is to really imagine what things or what activities you consider to be a sacrifice. The idea when you start a company is not to be frustrated.

Let’s say you love doing sports, gym, whatever, and that’s your passion. If ever when you set up your business, you say to yourself, ok to set up my business, I have to eliminate my sport or the activity that I particularly enjoy, you will end up being frustrated. So it’s not at all a good plan to do this kind of thing.

Try to think about things that don’t seem essential to you. And when there are some that really make you happy and you know that deleting them will frustrate you, don’t do it. Really, never delete things that will frustrate you because a frustrated entrepreneur is the worst thing!

26) What will your financial needs be in the coming years? (children / apartment)

We really get into the personal with these aspects. Indeed, depending on your business, you will have to give more of yourself. Let’s take the example of a Tech type business. The thing is, it requires R&D (Research and Development) for several years, before it starts generating revenue.

I actually mean that sometimes the personal calendar and the professional calendar can be a bit in conflict. When you have life goals, sometimes entrepreneurship involves shifting them a little. So you have to be aware of it to do things well. Then the third point is to form a team.

C) Form a team

This goes back to what I was saying earlier. You don’t build a business or an empire alone. We can start on our own, that will be the case for me. But the objective, of course, is to get people to join you to succeed in making your business explode.

27) Can you rely on a close-knit, complementary, experienced team?

Indeed, when you start entrepreneurship, at least a start-up, having a team that is united is extremely important from my point of view. Besides, the experience will come. Even if you’re not the most experienced at the start, it doesn’t matter. From the moment you are united, it will fix a lot of things.

Obviously, if you complement each other that’s also very good. For a very simple reason. Sometimes we can be very good at certain things and very bad at others. Therefore, if you can bring together people who have different skills, this allows you to accelerate your business much faster.

For now, I am starting as a solo entrepreneur on this project, therefore SEO consulting. Knowing that obviously the objective for me will subsequently be to grow the company and to succeed in creating a complementary, united and experienced team, of course!

28) Are the key skills for the success of your project represented?

It’s a good question. Because if, for example, you want to get into technology and you don’t have any engineers on your team, it’s complicated. So, still have a minimum of key skills in the activity you want to get into.

Again, you don’t have to know how to do everything. But at least have good foundations or key skills in certain aspects. This is really important for your business. Personally, I have good SEO skills. On the other hand, one of the elements where I think I will have to find someone fairly quickly to help me is, for example, at the commercial level.

I can do things myself, but there are people who are clearly much better than me on this subject. So that will be part of my priorities.

Furthermore, you should not create positions just for the sake of it when it comes to training your team. Indeed, it is not uncommon to see in many young companies positions such as deputy director which increase costs, without being of much use.

29) Failing that, can you count on external skills?

In fact, the idea is simple. It’s just a matter of understanding what your state of mind is regarding the subject. And understand that if you don’t know how to do everything when you set up your company, that’s normal!

Nobody knows how to do everything. A business is not created like that. You’re going to have to have several types of people, several types of skills, and that’s how you’re going to grow your team and then succeed in the end.

So the fact of relying on someone outside or external resources, really take it into consideration. Don’t tell yourself, to launch my company, I have to know how to do everything. Otherwise it will never happen.

30) Are your objectives understood and shared by everyone?

Indeed, when you start a company and you are a team from the start, it is really important to share your objectives with the other members. For what ? Quite simply because if you don’t share your objectives, you will gradually realize that ultimately, you are not going in the same direction at all.

The problem in fact is that a start-up at the beginning, if it ever starts to have a little growth and two types of teams are formed, there will be one which will want to go in this direction- there, and the second in the other direction. And I tell you, it’s going to breathe fire!

So what you will obviously have to do is communicate as much as possible, see if everyone agrees with you. And if this is not the case, which may be normal, really try to separate yourself as quickly as possible from people who do not potentially share your goals or your vision. Because otherwise, it’s not going to do it. A concrete example.

If in your business, you are with a partner who wants to obtain money, let’s say extremely quickly, why not, it’s laudable, and your objective is to create a long-term business, which pays you money and will allow you to be satisfied over a long period of time, you clearly see that you are in opposition.

So gauge carefully, see everyone’s objectives and based on that, make decisions.

For example, I am a solo entrepreneur, I agree with myself, let’s say, in terms of my objectives. But really, the goal with my business, the business that I am going to create in SEO, is to try to set up an agency that will have a lot of authority in the coming months/years. Because the objective for me is to have a long-term activity.

I’m not looking for a first try where I earn money for a little while then, after that, I do something else and go off I don’t know where. So it’s really long term that I want to create. And that’s why my overall approach will always be long-term.

31) Have you planned to retain your key people?

Indeed, when you find people who will have the same objectives as you, people who will have important skills, what you will have to do is to succeed in keeping them.

It may seem trivial, but managing to retain key skills and people is essential for me. Maybe I have a vision that is a bit particular, but for me, a business is really, above all, about people. Above all, it is values that you will share.

Therefore, if you ever find people who are aligned with your objectives, your values, and who are effective, do everything to keep them.

So there may be several levers, but try to do your best to keep them. It can sometimes be through remuneration, through financial aspects, but it’s not just that either. There are many other aspects that will come into play.

In any case, it is above all a team story, a company that is being set up. And for now, I’m not going to paraphrase Bill Gates, but at one point, he told a story where he said that ultimately, what he did with Microsoft was not so much him, but the 20 first people who joined Microsoft at the very beginning.

And I think he’s absolutely right. Quite simply because a business at the beginning, if there aren’t the right people or if you can’t keep your key people, it can quickly get out of hand.

Then the fourth part, marketing and sales strategy.

D) Marketing and sales strategy

Marketing and sales strategy. I tell you, the articles that I will write will clearly be mostly about SEO, but there will also be some on online marketing. Quite simply because it is absolutely crucial.

So if you have ideas like “yes, marketing is good on paper, but hey here…”, you will have to delete them, because marketing is going to be really crucial. It’s literally the fuel for your business model.

32) Do you know what types of customers you are going to target?

Indeed, when you start your business or when you wonder how to make a business plan, it will be important to know what type of customers you want to reach out to.

In the context of SEO, to the extent that I am going to start, I will not be able to address point blank let’s say, to large companies, for example from the CAC 40. Large structures, clearly, it will be inaccessible.

Because what’s more, getting into the selection process is a whole lot of things and in any case, it’s going to take time. Therefore, the big boxes later perhaps, but not immediately.

Initially, what I will really focus on will be start-ups, especially those that have raised funds. Because they will have funding.

Also generally speaking, start-ups that are doing well and already have money that they want to invest in SEO to increase their organic traffic. Because I love start-ups and I think that even beyond SEO, I could give them a lot of advice.

The other element that I’m really going to try to focus on is going to be VSEs. Because they already have a successful business, but do not necessarily have Internet skills, particularly in terms of SEO. And there clearly, I can give them my expertise, I could help them increase their organic traffic. Basically, these are the two types of customers that I will prioritize.

Besides, why do you need to prioritize clients? Quite simply because at first, you started with very few resources. So the objective will be to try to allocate your resources, your time, as best as possible, to obtain clients who will potentially last in the long term. And this as quickly as possible.

That’s why it’s actually interesting to know from the start which types of clients seem to you to be the most affordable and, above all, those who will also allow you to have a significant margin. If we consider two customers, one with an average margin and the other with a slightly larger margin, prioritizing the one with the larger margin will be interesting, because it will allow you to have more silver. As a result, you will be able to grow your business even faster!

33) Is your market segmented?

I’ll take the example of SEO, it will be simpler. The SEO market is clearly segmented, I would even say almost fragmented, in fact. On the one hand, there are the SEO agencies themselves, for which this is the core business. There are several on the market, at least in France. And on the other side, there are, let’s say, freelancers. So there you have it, on one side there are the agencies and on the other the freelancers.

34) Have you defined priority targets?

This goes back a bit to what I said before. When you are going to get clients, really try to initially focus on those who are the least difficult to obtain, with the best remuneration, therefore the best margins for you from the start. It’s important to prioritize because it will allow you to accelerate faster.

35) Will you face a network of priority prescribers?

Right now, I don’t know anything about it, I don’t even know what a network of priority prescribers is. So sorry. If this ever concerns you, look, but right now I don’t know.

36) What are the commercial means to implement to achieve your turnover objective?

Indeed, I am going to mix commercial means with marketing. Of course, when you’re in a company that’s just started, you do absolutely everything. So all domains in quotes are mixed.

We are not in a big company, where there are people who do the commercial aspects, some the marketing and others the finance. There, as a start-up, you will do a little bit of everything. So the commercial aspects, I will mix them with marketing.

Basically for me, the right way to obtain new customers is with inbound marketing on one side and outbound marketing on the other. I’ll explain to you what it is.

Inbound marketing in a very simple way is when customers will come to you to see your business and use your service. Outbound marketing is when you are the one who contacts customers. So you understand that in terms of approach, they are two different things.

I am someone who believes enormously in inbound marketing . And SEO is inbound marketing. Content creation is also inbound marketing.

The advantage with inbound marketing, it’s a huge advantage, is that when you start it and you do it well, it allows you to have customers on a regular basis, customers who will come non-stop. knock on your door asking you to work with them.

Outbound marketing is different. Because it is you who will take the time to pick up the phone or send an email. In short, prospecting to get a new client. So you should do inbound marketing from the start. And that’s exactly what I’m going to do. Because for me, that’s really the most crucial element.

In summary, inbound marketing from the start, in terms of content creation, and in parallel a little outbound marketing, the first three months.

Outbound marketing can be useful, effective, but the thing is that inbound marketing, from my point of view, is much more powerful. And that’s why I recommend putting it in place from the start.

So here are the different commercial means.

37) Is your marketing process defined?

The answer is no, I don’t have a process per se. Maybe it’s already clear in your head.

Yes, I know roughly how I am going to approach a client. Most of the time when doing SEO, one of the good entry points is the customer audit. Because it will allow you to see what technical problems there may be on the client’s website and therefore help them quickly resolve them. Afterwards, why not sell another service, annexed to SEO.

So there you have it, my marketing process is at that level. But objectively, it would be worth exploring on my part.

38) How will you organize your sales force?

So there, it’s the same. I think it’s good to ask yourself this kind of question. In a structure, with a team of 2 or 3 people, everyone will do a little of everything at the beginning. Except if you decide from the start to split the tasks with a person who will only do sales. Since I am a solo entrepreneur at the moment, the sales force will be me.

39) Have you planned a forecasting and reporting system?

Indeed, when you start a business, when you start an activity, the idea will be to follow your information, financial or otherwise. So having a reporting system is important. I think I have good Google Sheet and Excel skills in general. So this will be the kind of reporting that I will do when it requires a, say, manual aspect.

But above all from an automatic point of view, to the extent that I am going to work on my site, I am going to use a system called Google Analytics, which can also be coupled with Google Search Console. It doesn’t really matter.

But basically, on Google Analytics, you will see the sources of your traffic, your income and all that. So it’s going to be extremely effective to have a reporting system.

40) Do you need a marketing function?

So for now, my point of view on the subject will be partisan. But I almost want to say that no matter what you do, no matter whether you are a plumber, a pastry chef, whether you are a consultant or whether you are setting up your own business, marketing is very important. And to show you, I’m just going to give you one item.

For example, imagine two people with the same skills, and wanting to enter the same sector. They have the same money at the start. It can be said that at this point they are identical.

Now one of them is going to have much more developed marketing skills than the other. I can assure you of one thing, it is that with equivalent skills, the person who is good at marketing will explode their business much more quickly than the other.

So really take that into account. Marketing is not something to be taken lightly, especially not today. After saying that, I’m also going to put things into perspective. Let’s take the same example. There are two people who want to create a business on the same activity. One of them is very good at his core business. The other no. The person who is not good at their core business is, on the other hand, very good at marketing.

What’s terrible right now is that the person who is not good at their core business, but good at marketing, will do better in the short term. In the medium to long term, it is the other who will do best, quite simply because word of mouth will work. And since its customers will be satisfied, it will increase its business.

What I mean by that is don’t see marketing as some sort of superfluous element. It clearly shouldn’t be. Right now, to create a successful business, marketing from my point of view is more important today than ever.

And tomorrow it will be even more so. You will perhaps say to me “From what you say, the form is more important than the substance”. The thing is that when you put together a box, the shape and the content must be prioritized. There is no form more important than the substance, or substance more important than the form. Both have to be good.

41) Have you calculated your communications budget?

Bankers may ask you this question. With the company that I am going to set up in SEO, I am not going to bring an amount of money strictly speaking. On the other hand, I’m going to spend some time there. Because communication is really important, it’s really crucial at the start.

So yes, I will spend time there. Budgetarily no, but it is possible at certain times that I use certain tools. Some of these tools will be free, others will be paid.

Don’t worry, I will have the opportunity to show you concretely how I do it.

42) What communication tools do you have?

I have already answered a little but indeed, there are tools which will be more or less important. Afterwards, I don’t know exactly which ones. Because depending on the business, there may be things that we prioritize more or less.

Depending on your sector, you can prioritize social networks like Instagram, for example, others prefer Pinterest, or platforms like Linkedin.

In short, depending on your sector, whether you are BtoB or BtoC, and what the customer expects, the tool will vary. So for me, this question is not very relevant.[fusion_menu_anchor name=”D” class=””][/fusion_menu_anchor]

D) Protect your know-how and your product

Sometimes depending on your sector of activity, especially if you do R&D, you will spend time doing research, which can be extremely expensive. And so that just means that in the end, you’re going to have to protect what you’ve done. Because otherwise, there will always be smart people who will be there to steal your technology. Or your know-how.

43) Can your technological knowledge be subject to legal protection?

Don’t take this lightly. If this is your case, take the time. It’s true that it’s not the most glamorous time when you’re doing entrepreneurship, but it’s really important to protect, legally in any case, your business, to avoid the slightest glitch afterwards. Because sometimes things can go very wrong.

44) Can your solution establish itself as a standard in the sector?

Yes. Indeed, the more innovative a solution is, let’s say, the more important it is to protect it. Simply because when you arrive on the market, you potentially explode what is being done, and that can create tensions among other players. So keep that in mind. And that’s all I wish you.

If you have a solution like that, I say congratulations. This is exactly what we should try to do.

45) Are you going to have to convince other technological players?

Yes. Of course, there are certain technologies that are ultimately combined with others. And the problem is that if these actors do not agree to implement your solution, well it will simply not be viable.

It’s not that it won’t be viable, but it’s that it will never exist on the market. So sometimes, there are certain sectors where it can be extremely decisive to check this type of thing.

46) Is your innovation at risk of being quickly outdated?

Again, this is not a question that applies to SEO at all. But overall, if you do research and development (R&D) for two, three, four years, and you finally realize that when you put the product on the market, 6 months later there is no longer anyone buying your product, it’s a shame.

So it’s true that technology is moving at such a speed today that sometimes it’s a little difficult to predict what the next move will be. But simply put, it’s better to say “stop” rather than launching into something that ultimately won’t lead to anything. Or something obsolete.

47) Have you quantified your R&D needs?

If you are in technology, R&D, you will have to quantify it. Your banker or your business angel will be interested in it.

48) Will your production tool initially be sufficiently calibrated?

I don’t really know how to understand this question. In any case, the interpretation that I make of it is that if you have a business, for example in ready-to-wear, and you have machines that create your items, your new products, well from at a certain level, your machines will reach a sort of limit.

So that means that potentially, you will have to invest again if you want to increase your volume. Knowing that in certain sectors, if you don’t reach some kind of critical mass, it’s not actually worth it. So okay, I don’t know if that’s the way I should interpret it, but that’s how I understood it.

49) Do you know how to arbitrate between internal production and subcontracting?

What I recommend to you, in quotes, is that depending on what you do, if you have a core business, a core activity, it must remain internal. On the other hand, anything that is potentially supportive, or anything that is not essential and does not directly intervene in your core business, yes, you can subcontract it. But obviously, the fact of internalizing things, the fact of subcontracting, generally, it’s a bit on a case by case basis. Business by business. You really have to ask yourself questions. And there is no obvious answer to these kinds of questions.

Finally, the last part will be finding the funding.[fusion_menu_anchor name=”E” class=””][/fusion_menu_anchor]

This is the moment where we will talk about finances and where your banker or your business angel could potentially challenge you.

50) What is your overall financial need?

In addition to your business strategy, you also need to think about the financing plan. In many cases, to start your business, you will need resources. So resources can be linked to debt.

But there may also be resources which will be linked to your equity, therefore for example to your money or your savings. You can also use what some call “love money”. Love money is simply asking for money from loved ones.

That’s basically it. So, understanding your financial needs is important because it simply prevents you from asking for too much when ultimately, you are not going to need as much. So there you have it, this can really be an important thing for bankers.

51) What distribution between equity and debt?

That’s important at the moment. Your banker will challenge you on the subject. If, for example, you were planning to take out a bank loan, putting 0 of your personal contribution, I tell you, there is very little chance that it will work.

I’d be really curious to know the name of the banker with whom it would have worked, since most of the time it doesn’t happen.

Investors always expect you, as a business creator, to put your hand in your pocket too. It’s a question of credibility. And they too, the investors, will say to themselves that if they lose money, you lose money too.

52) Is your business a consumer or generator of income?

There are ultimately businesses where, in terms of earnings, it will be complicated. If that doesn’t speak to you, I’ll give you examples.

Take for example the case of supermarkets. Supermarkets are types of business that have a positive WCR (Working Capital Requirement). This simply means that supermarkets will receive money from customers.

For example, when you go to the supermarket, you pay the structure directly for the different products you buy. So the supermarket receives the money immediately from its customer. On the other hand, the supermarket will pay its suppliers a long time later. It could be in 30, 60 days.

And what does that mean from a cash flow point of view? This means that we will always have a cash flow which will be positive. So the supermarket will generate income. This is going to be extremely interesting. And the bankers absolutely want to know it. For what ?

Simply because if it is the opposite and you are a consumer of income or in other words, you have a negative WCR, that will mean that it is your bankers who will finance your lack of cash flow. And overall, they don’t really like it.

The thing with this is that it will really depend on your type of business. Ultimately, there are very few businesses that will be extremely revenue-generating, like the supermarket. So, be aware of this, because cash flow is essential. This must be taken into account.

53) What will your cash flow needs be in the first year of activity?

As I told you earlier, cash flow is really important. Indeed, money in general is the sinews of war. I don’t plan to give you finance lessons. But understand, the issues around cash flow are important.

There will be many challenges. Good investors will really challenge at this level. Because if you don’t have cash flow, if you can’t generate cash flow, it’s going to be extremely complicated to make your business last over time.

Afterwards, there may be activities where the WCR is negative, say structurally. But in this case, you have to have financing arrangements and others.

54-55) What will be the collection time for customers? Could you provide payment deadlines from suppliers?

It goes back a bit to what I just said, with the supermarket stories. In fact, I took for supermarkets, the cases where the cash flow was positive. Let’s take a reverse case. Let’s say you want to set up a company, in ready-to-wear fashion for example. With ready-to-wear, you are going to need working capital from a structural point of view.

For what ? Quite simply because in fact, for a collection, between the start and the moment when your client will pay you, the time will be very long. The problem with that is that when you create your collection, you will request products from suppliers.

And these will have to be paid for. You can set deadlines with suppliers, but you will have to pay them at one point or another. Here, your suppliers will ask for their money before your end customers have paid you. So that will mean that you will be in the negative.

So. When you are a start-up or an entrepreneur in general, the ability to negotiate the payment deadline of customers or that of suppliers can be a kind of lever on which you can pull, to try to improve your situation by Treasury.

56) After how many months will your cash flow be positive on a recurring basis? ?

When I told you that cash flow is a bit of a cakewalk, we weren’t there yet. What does it mean ?

Basically, this means that there will be what we call in finance, cash flow tables, which will allow you to see when you are going to spend and when you are going to receive money. You will be able to make forecasts thanks to this. And above all, it will allow you to know how many months you think everything will be positive.

57) What is the forecast amount of your cumulative financing requirement before reaching the cash flow break-even point?

It’s the same principle. You are asked how long it will take you to be positive. Basically that’s it. And once again, where it is problematic, and I am not at all enthusiastic about it, is in terms of sources of income and forecasted income, when we are an already established company.

When you are, for example, a sort of large liner, it is possible to have forecasts on income. In any case, in a much more serene way. But when you are a start-up, it is absolutely impossible.

So, the problem is that we are always making big assumptions. Sometimes there are things that work well, other times not. And the only good way to do it is to test. That’s why I’m not a big fan of all this.

58) When do you expect to break even?

It’s the same principle. Break-even point, break-even point… This is the cream of business plans.

59) Is the profitability generated over a three to five year horizon sufficient?

Here we are on things that I don’t necessarily like with the business plan, but that you must do if you ever ask for money from a banker, the BPI (bpifrance creation) or whoever you want. Because once again, the profitability generated will depend on the income that you are going to set. And when you start a company, you never know how much income will come. Just because you look at the numbers from a statistical point of view and a global point of view doesn’t mean that’s going to be the case. So we are on something very nebulous from my point of view.

There you have it, we’ve gone around with these many questions that others will call checklist. It took longer than expected. I am sorry. The idea for me was to dig deeper into the topics to try to show you exactly what questions it might be interesting to ask when making a business plan. The questions I presented to you are much more relevant than a curve that always rises. This is what will allow you to finally ask yourself the really good questions that can be useful for your business.

So there you have it, thank you for reading until the end. From the next articles, we will get into the pragmatic and thatwill be, of my point of view, much more interesting for you and for me to show you all that.

1 thought on “Business Plan | 60 questions to ask yourself”

This was very helpful,and informative, especially for those that are new to writing business plans it makes it more understandable and practical

Create a professional business plan

Using ai and step-by-step instructions.

Secure funding

Validate ideas

Build a strategy

3. Why is a business plan important and who should write it?

A business plan is important because it summarizes both your vision for the company and your blueprint for the company’s operating success. The business plan is a written guide that details the startup and the future direction of your company.Who should write the plan? You, the entrepreneur. No one else knows your business idea and goals better. Yes, there are services that can do the work for you, however, you are the one who must present this business idea to bankers or other investors. Therefore, it is best if you are very familiar and comfortable with the plan.

Although there’s no set format, a good business plan typically includes:

Cover page— Identifies your business
Table of contents— Organizes information for the reader
Executive summary— Provides a “big picture” view of the plan, highlighting the factors that will lead to success
Business background— If it is a brand-new business, include your background and skills
Marketing plan— Relates the business’s marketing strategy
Action plan— Summarizes how you will create and deliver your product or service
Financial statements and projections— Illustrates how the business will perform financially based on the plan’s assumptions
Appendix— Includes statistical analyses, marketing materials, and résumés.
4. If I am not planning to apply for a bank loan, why do I need a business plan?

The fact that a bank or lending institution requires a well-executed business plan is a secondary consideration. The primary purpose of the business plan is to guide the owner or manager in successfully operating the business. Preparing the plan forces the writer to consider all aspects of the business and to confront any problems the plan highlights. For example, a monthly compilation of all known costs, over time, will indicate the revenue necessary to support these costs, plus a profit. This leads to the question of whether or not this revenue number is reasonable. If not, it may cast doubt on the viability of the venture itself. The business plan is a vital management tool that enables the manager to anticipate situations before they become problems — or worse yet, emergencies.

5. How do I determine my startup costs and other expenses?

It is wise to find out what startup costs you will incur before starting the business. Many a budding entrepreneur takes his or her life savings, or will borrow on the equity on their home before figuring these financial factors, only to find that they don’t have enough money. There are many web sites and other resources (including SCORE offices and Business Information Centers) that provide guidelines and worksheets to help determine costs for your business. Each item on your proposed budget sheet should be researched. Closely estimated costs can be obtained from utility companies, trade associations, and networking with other business people who may have already gone through this experience. Do not start buying until the investigation shows this venture is viable and you have all the information needed.

6. What do I need to know about financial statements?

First, you need to know which financial statements are important. They are:

Balance Sheet—shows the financial conditions of your business at a point in time
Statement of Operations (Profit and Loss Statement)—shows whether you made a profit during a specific period of time
Cash Flow Statement—shows what happened to your cash position during a specific period of time

You should have a basic understanding of each of these statements. When compared with statements from prior periods, you can determine whether something is happening in your business that needs your special attention.

Your accountant can prepare these statements for you from the business data that you supply. There are also a number of computer software programs that will help you generate these statements from your input of regular transactions—such as sales, collections, purchases, payments and payroll.

A SCORE counselor can help you understand these statements and may be able to direct you to a workshop on this subject. In addition, most community and business colleges teach courses in financial statement analysis.

7. Why is it important to do a monthly cash flow analysis?

Your businesses cash-flow cycle may differ substantially from the income statement projections. Even if the projected income statement shows a profit, it is possible that the cash flow for the same period is actually negative.The analysis of monthly cash flow can indicate whether your business will collect sufficient cash to pay operating expenses. It will point out specific months during the year when the business may experience operating cash shortfalls and, therefore, either require additional capital or excess cash reserves for payment of expenses. It will also show when you may be able to make debt reductions and when there is excess cash to make major purchases or expand operations. By developing a monthly cash flow projection, you can time cash needs and quantify the amount needed. The cash flow projection is an important management tool and must be developed with very realistic expectations. Sufficient cash is critical for a business to pay its expenses and to enable it to expand. If your monthly cash flow projections indicate frequent cash shortfalls, you should review the type of products and services that you offer, the mix of sales, the pricing and terms of the sale, and your short-term borrowing needs.

8. How can I obtain cash to maintain and grow my business?

Develop a positive business relationship with your bank. Seek your banker’s advice even at times where you are not seeking funds. You may find that every time you go to your bank you speak to a different loan officer, so you should know them all.When the loan officer gets a promotion, you must start all over again with another person. If you want the bank to take an interest in your business, then you have to take an interest in theirs. How?

Know your banker— Take an interest in your banker as a person. Ask your banker to hold on to your account if he or she is promoted. When you go to see your banker, have your business plan and financial papers ready. Make it easy for your banker to see what you want and why. The bank wants to minimize its risk with regard to you and your business. This is where you have to sell yourself.
Know your bank— Know and understand your bank’s annual report. Know your bank’s business direction and plan. Know the bank’s lines of authority. Get on the bank’s mailing list. It’s an easy way to keep up with bank news.
Go to a bank-sponsored seminar— Go to your bank’s seminars on commercial lending. This will teach you how your bank operates in terms of lending policies. By doing this, you also prove that you have an interest in what the bank is doing. Finally, it affords you the opportunity to meet and make an impression on the loan committee.
9. Why is location the most important aspect of my business?

A good location can make the difference between a profitable and a bankrupt business. There are many questions to consider when choosing a business site. Use the questions below as a checklist for potential locations and then compare several sites.

Are there parking facilities?
Is transportation available and convenient?
Is the quality of police and fire service adequate?
Will it be a quality site for the future—not just five years from now, but in 10, or 25 years?
Is nearby housing readily available for management and employees?
Is there nearby competition? Are those sites better or worse than yours?
What is the general business climate in the area? Is this a prosperous market?
Are merchandise and raw materials available? Are your suppliers easily accessible?
How is the traffic flow—can your customers reach you quickly and inexpensively?
Is your building suitable to your kind of business—will it need any major renovations?
Is there an adequate community infrastructure for utilities (sewer, water, power, gas, etc.)?
What is the tax burden—town, city, county, state? Will this impede your business and growth?
What are the costs of operation in this location—will it be too high to offer you an adequate profit?
10. Why is competition important?

No business operates without direct competition. There also may be indirect competition, which has a significant impact on customer’s buying decisions in your market. Direct and non-direct competitors try to convince customers to buy their products or services instead of yours. It is in your best interest to learn more about the companies that are trying to reduce your take-home pay. List the strengths and weaknesses of each competitor. Talk with friends, visit your competition, call for information about their products and analyze how they advertise. Next, take a sheet of paper and list the major competitors. Give each a rating, on a scale of one to 10, for product quality, process, advertising, price and customer satisfaction. You can add other ratings that you feel are important.Your business can become more profitable by adopting practices you admire in competitor operations and by avoiding their mistakes. Some of your competitors have been in business successfully for many years. Certainly, as a new or relatively new business, you can learn a lot from them.

11. How can I better market my business?

To market your business, you must define your customer. To maintain consistent sales growth, you must become knowledgeable about your market. Develop an outline of your “typical” consumer:

What exactly is your market?
Where do the consumers come from (i.e. city centers, suburbs, tourists, international)?
What are customers buying patterns?
Why should they buy from you? Factors could include convenience, price, quality, service, etc.
Should you try to appeal to a niche market segment or the entire market?
Have you missed a new customer segment or special market?
How large is the potential target market (in units or dollars)? Is it growing, stable or decreasing? What percentage of the market do you have?

Research will provide answers that are not available from your business records and a financial analysis. Conduct research through trade associations, your local chamber of commerce, libraries or even ask for the help of a SCORE counselor. Pay attention to how competitors market to their customers. Perhaps, some of their marketing strategies can be adopted for your business, or you may find examples of what not to do.

12. What makes a successful marketing strategy?

When creating a marketing strategy, keep in mind the four P’s of marketing:

Product— What good or service will your business offer? How is that product better than those offered by competitors? Why will people buy/want it?
Price— How much can you charge? How do you find the balance between sales volume and price to maximize income?
Promotion— How will your product or service be positioned in the marketplace? Will your product carry a premium image with a price to match? Will it be an inexpensive, no-frills alternative to similar offerings from other businesses? What kinds of advertising and packaging will you use?
Place— Which sales channels will you use? Will you sell by telephone, or will your product be carried in retail outlets? Which channel will economically reach your market?

The marketing strategy should summarize your findings about the key target buyer description, market segments the company will compete in, the unique positioning of the company and its products compared to the competition, the reasons why it is unique or compelling to buyers, etc.

13. What do I need to know before creating a marketing brochure?

A marketing brochure can be long-lasting or short-term. It can represent your business to potential customers and it can be a referral piece for existing customers. Decide the purpose of and goals for the marketing brochure before you begin to design and write. Remember, this brochure represents you and your business, so be sure its look and feel complements your business.

Here are few tips for when you are ready to begin:

State your message up front—T he selling message should appear on the cover of the brochure. For instance, “The XYZ Company—Consultants on Doing Business Overseas.”
Include artwork— If you have space limitations, one large photograph or graphic is better than several small images that might not clearly portray your services or products.
Photo captions— Photo captions are read twice as often as the main copy.
Create a keeper— Make your brochure worth keeping. Include a calendar of events in your specific industry or some data that will be useful to potential clients in the future.
Quality is key— Your publications reflect you and your business. Using one to four colors in the brochure will make it stand out over one that is black and white. A good quality paper stock is also important (and comes in many colors and shades if you choose to use black ink). Remember to consider the weight of the paper stock in relationship to mailing costs.

It is wise to have your brochure professionally designed. Even if you have computer graphic skills, design is best left to professionals.

14. How can I improve customer service in my business?

Develop a strategy that puts the customer first. Customers will receive the best possible service when employees are empowered to make this happen. This is not to say that you should be lenient with your policies, but have a degree of flexibility. Just remember, a lost customer could spread the word of their discontent, resulting in more lost customers.Review the most common reasons for poor customer service. Use these insights as a way to improve your customer service:

Too many rules— Employees lack creativity in problem solving. Rules are followed and good solutions are not developed because employees do not want to jeopardize their jobs.
Lip service, not customer service— Customer service is really only a name for customer complaints. Time is spent trying to fix problems rather than preventing them from occurring in the first place.
Unempowered employees— Approval is needed by a manager for small problems that can easily be solved by a good employee. This problem leads to long lines and time-consuming waits by the customer, who then refuses to come back-business operations turns a small problem into a large one.
Unmotivated employees— Personnel are not encouraged to please the customer because there is no merit in it for them.
Bad communication— Coordination of functions does not exist-one person may write an order while another picks it off a warehouse shelf and someone else delivers it to the customer. This can result in miscommunication, incorrect goods or services, and time delays.
Arbitrary policies— Policies that are followed blindly without room for situational allowances may result in angry customers. For example, a store’s return policy of 30 days prevents a customer who, with good reason, could not get back to the store in time from receiving a refund. That customer will refuse to do business there anymore.
15. Is there anyone who can answer questions specific to my business?

SCORE “Counselors to America’s Small Business” provides free and confidential business advice and mentoring services to entrepreneurs nationwide. SCORE is a nonprofit association consisting of 10,500 business counselors who donate their time and business expertise to guide small businesses via face-to-face mentoring or online counseling.SCORE, a resource partner with the U.S. Small Business Administration (SBA), has assisted millions of start-up and growing businesses since 1964.

SCORE "Counselors to America's Small Business" is America's premier source of free and confidential small business advice for entrepreneurs. Formed in 1964, SCORE provides a public service to America by offering small business advice and training.

Table of Contents

6 Min. Read

35 Common Characteristics of Successful Entrepreneurs

15 Min. Read

How to Identify Your Strengths and Weaknesses

Determine if you have what it takes to be an entrepreneur

4 Min. Read

Entrepreneur Quiz: Do You Have What It Takes to Succeed?

Know the difference between a business venture and a startup

7 Min. Read

What’s the Difference Between a Small Business Venture and a Startup?

The LivePlan Newsletter

Become a smarter, more strategic entrepreneur.

Your first monthly newsetter will be delivered soon..

Unsubscribe anytime. Privacy policy .

The quickest way to turn a business idea into a business plan

Fill-in-the-blanks and automatic financials make it easy.

No thanks, I prefer writing 40-page documents.

Discover the world’s #1 plan building software

Pricing Customers Get a Demo
Platform Data Reporting Analytics Collaboration Security Integrations
Solutions Strategic Planning Organizational Alignment Business Reporting Dashboards OKRs Project Management
Industries Local Government Healthcare Banking & Finance Utilities & Energy Higher Education Enterprise

11 Strategic Planning Questions Asked By Business Leaders [With Answers]

Ted Jackson

Ted is a Founder and Managing Partner of ClearPoint Strategy and leads the sales and marketing teams.

Get answers to the top 11 strategic planning questions asked by business leaders. This guide provides direction for effective strategic decision-making.

Table of Contents

After years of helping organizations simplify their strategy and reporting processes, it has become clear that many organizations struggle with similar strategic planning questions. Because all these questions are important—and the answers tend to help organizations get a better grip on their strategy—we decided to share the ones we hear most frequently below.

ClearPoint Strategy is designed to simplify this process by providing a comprehensive platform that addresses these questions efficiently. With ClearPoint , leaders can automate data collection, customize reports, and gain valuable insights , ensuring their strategic plans are robust and adaptable.

See ClearPoint Strategy in action! Click here to watch a quick DEMO on the software

Here are the top strategic planning questions asked by leaders, along with our expert answers to help guide your strategic decision-making.

11 Common Strategic Planning Questions Asked By Business Leaders [With Answers]

1. what time frame should our strategic plan cover.

Your strategic plan should look as far into the future as you’re comfortable looking. But keep in mind, you need to be confident that your company’s environment will be stable during the period of time you choose.

In the 1980s, Japanese automotive companies were looking out 40 years into the future—but this probably isn’t realistic for your organization. Most companies feel comfortable with a three- to five-year strategic planning horizon so long as they review their plan on a regular basis.

2. Who should be part of the strategic planning process?

The strategic planner is typically the leader of this process. They will also need the help of a cross-functional team that includes members of the board or leadership, along with representatives from finance, human resources, operations, sales, and any other critical functions.

That said, we recommend not limiting the planning process to just senior management. If you want the plan to work, it must engage everyone to some degree. So while the leadership team may be more involved in final decisions, those decisions should be based on input gathered from managers and their teams.

What are their thoughts on the future of the business? What do they think your company is doing well, and where does it need improvement? What projects are people working on and how are those contributing to the big picture? Including this type of feedback in your deliberations is the best way to gain buy-in around the strategic plan.

Claim your FREE Strategic Plan Review eBook for better organizational direction

3. how often should we review progress on our strategic plan.

The frequency of plan review varies depending on the goal of the review:

Monthly , to check progress on key themes or goals.
Quarterly , to check progress for your entire strategic plan.
Annually , to ensure your strategic plan is still valid (see question #3).

We recommend setting up these meetings at the beginning of the year to ensure you hit these cadences. At the same time, determine the appropriate participants for each and send out invites.

Monthly meetings might include a director from each department; quarterly meetings require a smaller set of leaders; and annual strategic retreats are usually reserved for the highest levels of leadership. Getting these meetings on the calendar early not only reserves the times, but also sets an expectation for preparedness.

4. When should we change or update our strategic plan?

As mentioned in #2, an annual review of your strategic plan helps ensure the key elements in your plan are still valid. If there’s been a significant shift in the marketplace, for example, you may need to reevaluate your high-level goals and objectives.

Or, you may need to add new projects, change or update how you’re tracking KPIs , or change your KPI targets. Periodic strategy refreshes allow you to keep the elements of your plan that are valid and adjust the parts that are not.

Get your FREE 41-page Strategy Execution Toolkit for enhanced strategic performance

5. do we need a strategic planning office.

Not necessarily. All organizations—even those with only two employees—need to spend time on strategy. If your company fails to prioritize strategic planning, it could get left behind during times of environmental uncertainty or in a tumultuous business market.

So while your organization may not be large enough to have an entire strategic planning office or department, you do need to ensure that at least one person in your company has time on their calendar dedicated to your strategic plan.

6. Do we have to use a Balanced Scorecard?

No. That said, the Balanced Scorecard has proven to be a powerful and time-honored way to plan and execute strategy. Regardless of whether you stick to the Norton-Kaplan methodology or use a variation, understanding the basic principles of a BSC—having clear goals, linking your projects to those goals, and setting up leading and lagging indicators—could help your strategy immensely.

And for any strategic planning model to work, you need to have the right goals and the right way to measure and achieve them.

Claim your FREE eBook with Balance Scorecard strategy maps for better strategic visualization

7. where do we start when it comes to devising a strategy.

Many companies aren’t sure how to begin developing a strategy—how do you see the best way forward? Here are two important questions to ask during strategic planning, both of which will yield important information that can help you chart a path:

Where are we now and where do we want to be?

As you get started with strategic planning, take the time to understand where you are now—your current business. Know the sales trends in every product/service area, the relative profitability of each of your products and services, the amount of money you have and will have/need in the foreseeable future, and your position relative to your competition, among other things.

And because strategic planning is essentially a roadmap for the future, you also need to clearly describe the ideal desired outcome for your business.

Project forward five years—what do you want your business to look like? The greater clarity you have about where you want to be at a specific time in the future, the easier it will be for you to create a great business plan, or blueprint, that enables you to get from where you are today to where you want to go.

What obstacles lie in our path, and how do we go about removing them?

Every strategic plan will face risks and potential derailments. Some of these risks can be foreseen (for example, the internal weaknesses you discover as part of a SWOT analysis ), while others cannot.

This is one of the most difficult steps in developing a strategic plan, but the long-term success of the company is worth the temporary discomfort of having candid conversations. Management teams should outline the known risks along with financial impacts, and articulate the mitigation plans to prevent or curtail them.

Sometimes, just identifying and removing one critical obstacle can turn your company into a more profitable enterprise.

Companies with written strategic plans in place see a 30% faster growth rate Draft yours with ClearPoint’s expert tools. We make strategy planning simple and effective.

8. What is the difference between a strategic plan and an operational work plan?

A strategic plan is built off a long-term vision for your company’s future. It typically looks out three to five years, involves your key goals, and is broad-reaching across your organization.
An operational work plan tends to be an annual plan for a division or department. It is built with a budget in mind and lists the key activities you commit to executing in a particular year.

Linking your operational work plan to your strategic plan is the ideal scenario. That way, the issues your department or division is focused on for the year are in line with your strategic plan.

This approach also allows for each department to see how their efforts directly impact your strategic goals, which adds an invaluable motivational element.

9. How many measures should our strategic plan include?

At each level in your organization—the enterprise level, division level, and department level—we recommend having 20-30 measures. We’ve found that a number in this range helps each level stay focused on what’s important, and review key data in meetings without distraction or fatigue.

Of course, 20-30 measures in every division described above could leave your company with hundreds of measures, but don’t worry—the goal is never to review every single measure in the organization at the same time. You should plan on reviewing only the information critical to your strategy in your department or division every quarter.

That said, use common sense. If one of the measures at the division level above you or the team level below you is red, you might want to look at it before your review to make sure that it doesn’t impact your team.

10. How do we make our strategic plan flexible to allow for changes?

The best way to make your strategic plan flexible is to have a clear distinction between your goals, measures, and projects, as this enables you to make changes, additions, or deletions more easily.

Goals should be updated every one to five years, and measures should be updated every six to 24 months. Projects can be adjusted on a quarterly basis, with completed projects being rolled off and new ones added. At this time, you may also need to make changes to some aspect of a project, for example changing the end date or adjusting the budget.

11. How can we organize and track strategic planning information and data?

Your strategic plan should touch a variety of departments and divisions. Even if you’re extremely well-organized, keeping track of all the data coming from different individuals and in different formats is very difficult.

Some organizations attempt to use Excel or PowerPoint, but both of these tools fall short when it comes to strategy management. Excel was designed to track data, make tables, and run calculations, but it wasn’t designed to track progress over time, show qualitative analysis (comments), or link strategy elements together.

PowerPoint is great for creating presentations, but you have to build a new deck for every monthly meeting. If you plan to use either of these tools, you can count on putting in hundreds of hours per meeting doing manual calculations, formatting graphs, updating versions, etc.

Automating the process with software like ClearPoint helps tremendously and will, in the long run, save your company a great deal of time and energy. Tracking and reporting tasks that would otherwise take days, takes only minutes with ClearPoint .

Many of our clients have also found that managers are more inclined to stay on top of their metrics simply because the software is so easy to use. When you can produce more informative strategy reports in less time— and get people excited about metrics to boot—it’s a win all around.

What other key questions do you have about strategic planning? Contact us —we’d love to add your question to our FAQ list!

Claim your FREE 40-page eBook to lead effective Strategy Review Meetings

Transform your strategic planning with clearpoint strategy software.

Are you ready to streamline your strategic planning process and make data-driven decisions with ease? ClearPoint Strategy offers a powerful platform to help you organize, track, and execute your strategic plans efficiently.

Our software simplifies the complexity of strategic planning, allowing you to focus on achieving your long-term goals. Experience the benefits of automated tracking, customizable reports, and real-time collaboration.

Book a demo today and see how ClearPoint Strategy can revolutionize your strategic planning and drive your organization's success!

Book your FREE 1-on-1 DEMO with ClearPoint Strategy

What are strategic planning tools.

Strategic planning tools are methodologies and frameworks used to help organizations formulate and execute their strategic plans. Common tools include:

- SWOT Analysis: Identifies strengths, weaknesses, opportunities, and threats. - PEST Analysis: Examines political, economic, social, and technological factors. - Balanced Scorecard: T racks performance across multiple perspectives. - Porter’s Five Forces: Analyzes the competitive environment. - Growth-Share Matrix: Assesses the potential of different business units or products.

What are strategic planning models?

Strategic planning models are structured approaches used to develop a strategic plan. Common models include:

- Balanced Scorecard: Aligns business activities to the vision and strategy of the organization. - OKR (Objectives and Key Results): Sets clear, measurable goals and tracks their outcomes. - VRIO Framework : Evaluates resources and capabilities to achieve sustained competitive advantage. - Blue Ocean Strategy: Identifies new market spaces with little or no competition. - Ansoff Matrix: Helps plan growth strategies by exploring market and product development options.

How does strategic planning affect the productivity of a business?

Strategic planning affects the productivity of a business by:

- Providing Direction: Ensures all efforts are aligned with the organization’s goals. - Optimizing Resource Allocation: Allocates resources efficiently to priority areas. - Enhancing Focus: Helps employees focus on key tasks that drive success. - Improving Decision Making: Provides a framework for making informed, data-driven decisions. - Monitoring Progress: Regularly tracks performance to make necessary adjustments.

Why is strategic planning important in healthcare?

Strategic planning is important in healthcare because it:

-Improves Patient Care: Ensures resources are directed towards enhancing patient outcomes. - Enhances Efficiency: Streamlines operations to reduce costs and improve service delivery. - Supports Compliance: Helps meet regulatory and accreditation requirements. - Guides Innovation: Encourages the adoption of new technologies and practices. - Ensures Sustainability: Plans for long-term growth and financial stability.

What does strategic planning involve?

Strategic planning involves:

- Setting Objectives: Defining clear, achievable goals. - Environmental Scanning: Analyzing internal and external factors that impact the organization. - Strategy Formulation: Developing strategies to achieve the objectives. - Implementation: Executing the strategies through detailed action plans. - Monitoring and Evaluation: Tracking progress and making necessary adjustments to stay on course.

Latest posts

Streamlining Strategic Planning with AI

Top 5 Change Management Challenges & How to Navigate Them Successfully

Strategic Planning in Times of Change: A Roadmap to Success

How It Works
Integrations

8 Critical Questions Every Business Proposal Must Answer

Sooner or later you’re going to write a business proposal, either because someone asked for it, or because you want to make a persuasive case that leads to a sale. Where do you start? What should you include? What are the rules? Since one of the goals of a business proposal is to persuade a potential customer to do business with you, it is important that you answer all questions.

Notice I use the word "persuade."

Not only are you trying to drum up business by introducing yourself to potential customers, but you are also trying to make a first and last impression on your prospect. So you want to ensure the proposal does its job- acting as a formal and much more dignified selling tool.

Let’s First Understand the Basics

There’s a lot of confusion on what a business proposal actually entails, so before we get to the questions your proposal must answer, let’s first learn the basics of a business proposal.

A business proposal is a document sent to a prospective client, outlining the products or services you’re offering and explaining why you’re the best. At the bare minimum, its primary objective is to provide a compelling solution to a problem faced by a client ( https://www.inc.com/encyclopedia/business-proposals.html )

That being said, a successful proposal usually results in a contract. But because there is usually a significant distinction between a proposal and a contract, your proposal should be laid out in a question and answer format.

However, there is an exception. If your proposal is in response to an RFP or RFQ, it may contain formatting instructions that you have to follow. In this case, a question and answer format may not be practical ( https://www.clientpoint.net/types-of-business-proposals/ ).

Key Questions to Answer in Your Proposal

Writing a business proposal is easy- there are no set rules or pre-requisites for format, presentation, length or even subject matter. But finding the right answers to the right questions is critical if you want to attract sufficient attention from a potential client. We compiled a list of the typical questions your business proposal must answer:

1. Who are you and What Are Your Qualifications?

Go ahead, brag a bit- this is the section where you get to convince your potential customer that you are the most qualified person for the job. You can start by presenting your company and mission in a way that relates to your client’s needs. Feel free to include a brief story that will give your customer a feel for your brand and help build trust. The function of this section is to grab the attention of the customer so he will read the whole proposal and not just skip to the pricing details, like most clients do.

2. What Are the Client’s Problems?

The secret behind writing a winning business proposal is understanding what the customer’s problems are and offering the best solution to these challenges. This part is paramount because you cannot expect to seal a deal if you don’t know what the client’s problems are ( https://www.clientpoint.net/ultimate-business-proposal-checklist/ ). Most customers will decide whether they are going to read the rest of the proposal just by going through this section. So take this opportunity to show your client that you fully understand their needs and are aware of the issue they want to solve.

3. How Do You Plan To Solve the Problems?

This is the million dollar question your proposal has to answer. In this segment, you need to outline how you’re going to tackle the project from the beginning to the end. Get into the nitty-gritty of the steps you’ll take, highlighting anything notable that sets you apart from the competition. Ensure that you make it realistic with accurate statistics and sound projections, so the client knows exactly what they are agreeing to upfront. This section simply speaks into the details the project will be responsible for, and addresses each and every need in the most comprehensive way.

4. How Long Will Your Proposed Project Take?

Be clear with your prospective client, how long it will take for you to complete the project. Here, you should ensure that you set out realistic expectations so that both of you are on the same page right from the onset. While you might be tempted to underquote the time frame, it’s usually not a good idea. Don’t promise what you may not deliver. If you’re offering a product, time frames might not be applicable, so feel free to omit them. The format of a proposal is usually very flexible, so tailor it to suit your business.

5. How Much Will it Cost?

Cost is a fundamental component of your business proposal. In fact, it’s almost certainly what the client is going to spend most time combing through. How you outline this part depends entirely on what solutions you’re offering. An itemized fee summary may be sufficient if the solution proposed will serve for a short period; otherwise, a fee schedule for periodic milestones may be appropriate if the solution will serve an extended period. If there are any legal/contractual issues to be addressed, such as licensing or permits, include this information here.

6. What is the Return on Investment?

This is the section many people miss. Maybe, it’s assumed that the client will immediately see the return on investment, but that’s highly unlikely. A proposal is your final sell- so don’t be afraid to detail to your prospect what they have to gain by choosing your business. If possible, spell it out so that the client can fully comprehend how your solution will either make money or save money. Being able to demonstrate the return on investment adequately, can almost win you a deal majority of the time ( https://www.entrepreneur.com/encyclopedia/return-on-investment-roi ).

7. Who Will Work on the Project?

For you to clinch a deal, the people you plan to use cannot be left to speculation. This is the section where you get to some level of detail explaining the team members behind the project. Start by identifying each team member and writing a short resume for each. This will not only help the client know the team, but the individual members as well ( https://www.inc.com/geoffrey-james/how-to-write-a-winning-proposal.html ). However, be careful to keep the jargon to a minimum. You want the client to have a clear and concise document. Perhaps, the best way to present this part is to use bullet points.

8. What Is Your Company’s Experience with Similar Projects?

This is your final chance to leave your client with a testimonial from a customer who has had a favorable outcome with your solution. The good thing about testimonials is that they have the power to influence even the most hesitant customers. Let’s call them the trust signals of a proposal. With a testimonial, you have the chance to make a strong final impression on the customer. Not only will it double your chances of closing, but you can as well be prepared to make your potential client smile and then give you a call.

Happy proposal writing.

___________________________________

Win more clients by creating impressive digital business proposals, quotes and contracts with ClientPoint Software

If you really want your business proposals, quotes and contracts to stand out and give you the best chance at winning new clients, use ClientPoint Software. It makes creating and formatting professional business proposals, quotes, and contracts fast and easy. Click here to get a free demo of ClientPoint Software or call us at 888-972-7375 .

Click here to read a case study of how ClientPoint Software helped a business double sales.

Headquarters

6790 Embarcadero Lane Suite 100 Carlsbad, CA 92011

Contact Info

Privacy Policy
Master Subscription Agreement
ClientPoint Brand Style Guide

More From Forbes

6 questions to ask yourself before purchasing an existing business.

Share to Facebook
Share to Twitter
Share to Linkedin

Helen Zad , Administrator of Active Plus Home Health and Divine Grace Hospice, and Host of Femme Fatale by Helen Podcast.

Owning your own business is often seen as the American dream. If you’re looking for an easy way to achieve this goal, consider purchasing one. While there are certainly advantages to buying a business rather than building one from scratch, it’s not a decision to be made lightly. You must take several considerations into account.

In my experience, there are six important questions that can guide your decision-making process if you feel ready to buy a business.

1. Am I sufficiently familiar with this particular field?

Successful businesses have competent leaders at the helm. A business owner who doesn’t understand the industry/sector’s nuances is ill-equipped to support growth. When looking into purchasing an existing business, consider whether the company’s field is an area you have experience with and understand well. Beyond providing more confidence in your purchase, being knowledgeable can help you better guide the business toward success.

2. Who is the customer?

It’s important to get an understanding of the business’s current customers . Does it serve a handful of large clients or many individuals? This information is vital for gauging financial stability. For example, if most of the business’s revenue comes from one or two large customers, could losing one of those customers be catastrophic?

You also need to understand customers’ current feelings about the business. Are they satisfied with what they’re getting, or are there pain points the business isn’t addressing? This could be an opportunity to change your product or service offerings to retain customers and even gain new ones. If the customer base is overwhelmingly unsatisfied, then you may decide to refrain from buying the company.

3. What is the state of business?

Before committing to a purchase, do a deep dive into the business. The last thing you want is to inherit time-consuming—and potentially catastrophic—issues. So doing your research is important. Does the company have any ongoing legal issues or liabilities? How is its financial health ? Knowing the answers will better equip you to make the right decision about purchasing the business.

4. What’s the total cost of purchasing this company?

When you’re considering buying a business, it’s important to learn as much as possible about the purchase price. There are a variety of ways to learn about a business’s purchase price. Ask the seller for detailed information about the price of the business, associated expenses and any terms of the sale. You can also do your own research online or through public records.

The price of a business can also vary depending on what method is used to determine its value. For example, value could be based on yearly sales or assets held in the company, such as goods and licensing deals. So make sure you get estimates from various sources before making any decisions.

Remember that not all costs are upfront. There may be taxes, fees or repairs that you will need to pay after buying the business, as well as ongoing costs like salaries or rent. Be sure to ask about these costs so you can budget appropriately, and consider looping in your lawyer to make sure everything runs smoothly and you are protected.

5. What is the long-term growth potential?

Keeping a business profitable is an ongoing process, even with an established company. If you’re thinking about purchasing a company, you have to know whether it has staying power and can lead to a better return on your investment. You also need to consider the financial stability of the business.

The best way to determine the business’s growth potential is by looking at historical industry data and forecasting of future trends. You also need to assess the company’s competitive landscape and its ability to capitalize on growth opportunities. Examine competitors’ performance in the market. What are the gaps that the business you want to buy could fill? If the company in question is already growing faster than others, think about the opportunities for further expansion. This can help you determine whether buying the company makes sense for your long-term goals.

6. How do I grow the company?

Don’t lose sight of the point of buying a business: ensuring everyone involved has lasting success. This means having a plan to grow the company to keep it profitable. One of the easiest strategies for growth is capitalizing on your marketing efforts .

Marketing is the backbone of any company, but strategies can vary drastically in effectiveness. If you don’t know where to start when searching for new customers to attract, your competition may be the best source of inspiration. Look at the company’s website, which will usually have a page about the company and its products or services. The website might also list current clients or customers, as well as the company’s marketing materials. Finally, don’t ignore your competitors’ social media channels . This is hands down the best way to get an honest account of their clients’ feelings toward the existing brand, including pain points the business you’re buying could solve.

Deciding to buy a business is no simple matter. By considering these questions, you will gain a better understanding of whether purchasing a particular business is right for you. No matter what conclusion you come to, be sure to celebrate your ambition and keep that entrepreneurial spirit alive!

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Editorial Standards
Reprints & Permissions

Ukraine war latest: Ukraine blows hole in another Russian bridge; Kursk offensive puts 'new constraints' on Putin's war plans

Ukraine has attacked a second Russian bridge in the Kursk region in a week as it continues its offensive across the border. Analysts say the incursion has put pressure on Russian forces across the frontline and forced Vladimir Putin to decide how to defend the border long-term.

Sunday 18 August 2024 12:30, UK

Ukraine blows hole in second Russian bridge
Kursk offensive puts new pressures on entire Russian frontline, analysts say
Safety 'deteriorating' at Ukrainian nuclear power plant
Ukrainian drone sparks fire at Russian oil depot
Russia launches third ballistic missile attack on Ukrainian capital this month
'We could lose': Russian state TV commentators gloomy over Kursk
Sean Bell: Humiliated Putin will respond ruthlessly to Ukrainian masterstroke
Michael Clarke : Pokrovsk in real trouble as Russian troops advance
Listen to the Daily above and tap here to follow wherever you get your podcasts
Live reporting by Brad Young

We can now bring you video of the Ukrainian strike on the second bridge in Kursk this week.

A plume of smoke can be seen erupting from the construction in footage published by the Ukrainian air force.

The attacks on bridges crossing the river Seym, one in Zvannoe and the other in Glushkovo, are thought to be attempts to hamper Russian attempts to resupply its troops in the region.

We've had more details from Belarusian President Alexander Lukashenko on his movement of troops to the Ukrainian border.

Minsk has deployed nearly a third of its armed forces along the entire border, the Belta state news agency reported.

The exact number of soldiers was not specified, but Belarus' professional army consists of 48,000 and around 12,000 state border troops, according to the 2022 International Institute for Strategic Studies' Military Balance.

The president claimed Ukraine had stationed more than 120,000 troops at its border with Belarus.

"Seeing their aggressive policy, we have introduced there and placed in certain points - in case of war, they would be defence - our military along the entire border," Belta cited Mr Lukashenko as saying in an interview with Russian state television.

Yesterday, Kyiv said it had seen no signs of a Belarusian troop build-up at the border.

Belarusian defence minister Viktor Khrenin said on Friday there was a high probability of an armed provocation from Ukraine and that the situation at their shared border "remains tense".

Western leaders have left "handcuffs" on Ukrainians using their donated weapons because they fear playing to Vladimir Putin's agenda, military analyst Sean Bell says.

While the UK gave Ukraine free reign over its donated Storm Shadow missiles, so long as they hit military targets, the British government wants consensus with the US before they are used inside Russia - and "the US is rather cautious still".

Bell explains the argument made in the West - especially the US - is that they do not want to lend any credence to Putin's claims that Russia is fighting NATO or the West, rather than Ukraine.

" The risk is it plays to that agenda and Putin starts saying 'I'm actually in a war against the West' and therefore starts to respond accordingly."

Bell said: "But these handcuffs on the Ukrainians led to President Zelenskyy last night, in his nightly address, praising the West, particularly singling out the UK, for providing great weapons but also urging that the limitations are freed."

Belarusian President Alexander Lukashenko says Ukraine has stationed more than 120,000 troops at its border with Belarus.

Minsk has sent military formations along its entire border in response, Russia's RIA state news agency said.

Mr Lukashenko, one of Vladimir Putin's closest international allies, said the border is mined "as never before" and that Ukrainian troops would incur huge losses if they tried to cross it.

More detail now on Russia's overnight missile attack on Kyiv, which Ukraine says were "most likely" North Korean weapons.

Serhiy Popko, the head of the Kyiv military administration, said: "According to preliminary information, the Russians again, for the third time in a row, most likely used North Korean ballistic missiles."

South Korea, Ukraine and the United States have accused North Korea of supplying artillery and missiles to Russia, which both states have denied.

Meanwhile, North Korea condemned Ukraine's incursion into Russia and said it would always stand with Russia, state media reported.

The dictatorship blamed the US for the attack, adding it was pushing the situation to the brink of World War Three, KCNA news agency said.

"We strongly condemn the armed attack against the Russian territory by the Zelenskyy puppet regime under the control and support of the United States and the West as an unforgivable act of aggression and terror," North Korea's foreign ministry said.

North Korea has dramatically upgraded its ties with Russia in the past year with two summit meetings by their leaders who pledged closer cooperation in all areas.

In June, North Korean leader Kim Jong Un and Russian President Vladimir Putin signed a pact in Pyongyang on "comprehensive strategic partnership" that included a mutual defence agreement.

The Ukrainian air force says it has attacked a second bridge in Russia's Kursk region.

Footage posted on a commander's Telegram channel shows an attack on a bridge in Zvannoe, Kursk over the Seym river.

This is the same river over which another bridge was destroyed earlier this week.

Ukraine's destruction of infrastructure in the area is believed to be an attempt to hamper Russian supply lines or reinforcements.

Air force commander Lieutenant General Mykola Oleshchuk wrote: "Minus one more bridge! The aviation of the air force continues to deprive the enemy of its logistical capabilities with accurate air strikes, which significantly affects the course of hostilities."

Ukraine's offensive in Kursk has generated frontline-wide pressures on Russian forces, according to the Institute for the Study of War.

Vladimir Putin is almost certain to attempt to retake the Russian territory, which will require more manpower and equipment from elsewhere in the theatre, the US-based think tank said.

Long-term, Putin will be forced to make a decision about committing more resource Russia's long international border with Ukraine, imposing "constraints" on theatre-wide planning that "Russia previously did not face".

"The Ukrainian incursion in Kursk Oblast and the heightened Russian priority of maintaining the tempo of offensive operations in Donetsk Oblast will likely place greater strain on Russia's remaining operational reserves and likely begin to impact Russia's ability to sustain consistent offensive operations throughout the theatre," the ISW said.

"Further Russian redeployments to Kursk Oblast would also further weaken Russia's ability to sustain offensive operations in northeastern and eastern Ukraine."

The Russian military has already redeployed 11 battalions from within Kursk Oblast and four Russian force groupings from elsewhere.

This may be at odds with Putin's strategy of grinding attrition and indefinite, incremental territorial gains, but "persisting Ukrainian occupation of Russian territory would be a strategic blow to Putin's decades-long effort to cement a legacy of Russian stability, security, and geopolitical resurgence".

Russia has launched its third ballistic missile attack on Kyiv this month.

A witness heard blasts that sounded like air defence systems early this morning, before fresh air raid alerts sounded over the threat of more missiles heading towards the city.

Preliminary data showed all missiles were destroyed on their approach to the city, the military administration of the Ukrainian capital said.

"This is already the third ballistic strike on the capital in August, with exact intervals of six days between each attack," said Serhiy Popko, the head of the Kyiv military administration.

He added that Ukraine's air defence units also destroyed a number of drones launched by Russia.

There were no immediate reports of casualties or damage.

Ukraine's air force chief said its forces destroyed eight Russian attack drones and five out of eight missiles launched overnight towards the Kyiv, Sumy and Poltava regions.

A Ukrainian drone attack has caused a fire at a Russian oil reservoir, according to reports.

More than 70 firefighters rushed to tackle the blaze that covered 5,000 square metres in the Azov district of the Rostov-on-Don region, according to the Russian emergencies ministry.

Baza, a Telegram channel close to Russian law enforcement, said an oil depot was damaged in Rostov, while Russia's SHOT channel posted a video showing dark smoke rising from what it said was an oil depot.

Regional governor Vasily Golubev said debris from a destroyed Ukrainian drone sparked a diesel fuel fire at an "industrial warehouse".

Russia's air defence units destroyed five drones that Ukraine launched overnight targeting the Kursk, Belgorod and Rostov regions, Russia's defence ministry said.

Russia rarely admits direct hits by Ukrainian drones.

Welcome back to our live coverage of the war, as we continue to track Ukraine's surprise incursion into the Kursk region of Russia.

Kyiv has been calling for permission to use more Western weapons in Russia, as it seeks to improve Ukraine's future negotiating position and threaten the stability of Vladimir Putin's.

We'll be bringing you live updates and analysis throughout the day, but before we begin, here is a recap of the key developments over the last 24 hours.

Bridge attack: Russia's foreign ministry claimed Ukraine used Western rockets to destroy a bridge over the Seym river in the Kursk region.

Kursk: Volodymyr Zelenskyy heralded the achievements of his forces in Kursk, encouraging them to inflict "maximum damage on all Russian positions".

Ukraine's offensive in the region showed that escalating attacks against Russia was "nothing to be afraid of", a former foreign policy adviser to Mr Zelenskyy said.

Meanwhile, military analyst Sean Bell forecast that Vladimir Putin will not accept any negotiations involving the occupied Kursk territory, despite Ukrainian ambitions, and will instead deal with it "ruthlessly".

Western weapons: Washington appeared to be effectively blocking the UK from permitting Kyiv to fire Storm Shadow missiles inside Russia. The UK has been waiting for US approval for more than a month, a government source told The Times.

'Insane' propaganda: Kyiv dismissed "insane Russian propaganda" alleging Ukraine planned to carry out nuclear attacks. Moscow had accused Ukraine - without providing any evidence - of gearing up to attack the Kursk nuclear power plant and developing a "dirty bomb"; an explosive used to scatter radioactive waste.

Threat to nuclear safety: Safety at Ukraine's occupied Zaporizhzhia Nuclear Power Plant was deteriorating after a drone strike on a nearby road, the International Atomic Energy Agency said.

Be the first to get Breaking News

Install the Sky News app for free

COMMENTS

Top 10 Questions Every Business Plan Should Answer
Starting and building your own business can be overwhelming. And while many business owners cringe at the mere mention of drafting a business plan, it is a great exercise to get your business back ...
135 Business Plan Questions
135 Business Plan Questions. Embarking on the business journey of your dreams begins with a robust business plan. This plan is not just a document—it's the roadmap to your success, painting a clear picture of where you're headed and how you plan to get there. Whether you're a seasoned entrepreneur or a hopeful startup pioneer, the ...
50 Questions Your Business Plan Should Answer
Sadly, most investors don't read business plans. However, writing one is the only way you will be able to answer the following 50 questions.
PDF 75 Basic Questions Behind a Business Plan
A business plan is a written document that clearly defines the goals of a startup or existing business and outlines specific methods for achieving these goals. An effective business plan acts as the management and financial blueprint for developing and growing your business. Your business plan needs to detail how your business will be ...
6 Critical Questions Your Business Plan Must Answer
6. What do you need to get started? For many potential partners and investors, this is the bottom line. All businesses have to start somewhere, but that starting line varies dramatically from ...
30+ Business Plan Questions & Step-By-Step Business Plan Guide
8 Steps to Creating a Full-Proof Business Plan. A Journey Begins: Identifying the Problem. The Voyage of Discovery: Defining Your Customers. The Battle Plan: Reaching Your Customers. Understanding the Landscape: Identifying Your Competitors. The Strategy Map: Outlining Your Operational Plan.
Four Questions Every Effective Business Plan Should Answer
Four Questions Every Effective Business Plan Should Answer. By U.S. Small Business Administration. Published on December 7, 2021. Every successful business starts with a solid business plan. A business plan is a foundational document that lays out who you are as a company and where you are headed. It not only helps you set and track goals, but ...
How To Write A Business Plan (2024 Guide)
Describe Your Services or Products. The business plan should have a section that explains the services or products that you're offering. This is the part where you can also describe how they fit ...
15 Essential Questions To Answer In Your Business Plan
Business Plan - 5 Questions Your Business Plan Must Answer in 2022 - Boomy Tokan. In conclusion, creating a business plan is a crucial step for any entrepreneur or business owner. It is a roadmap that guides your business towards success, and answering these 15 essential questions is an important part of the process. By addressing these ...
A Business Plan Checklist: Key Questions to Answer
Why is the venture a good risk? 2. BUSINESS DESCRIPTION • What type of business are you planning?•. What products or services will you sell?•. What type of opportunity is it (new, part time, expansion, seasonal, year round)?•. Why does it promise to succeed?•. What is the growth potential?•. How is it unique? 3.
How to Write a Business Plan (Tips, Templates, Examples)
1. Executive Summary. While your executive summary is the first page of your business plan, it's the section you'll write last. That's because it summarizes your entire business plan into a succinct one-pager. Begin with an executive summary that introduces the reader to your business and gives them an overview of what's inside the ...
Business Plan Questionnaire + Free PDF Download [Updated 2024]
The business plan questionnaire can help you with how to write your business plan. It will give you a concrete set of directions for the future and allow you to further examine and learn about the market you are entering. Be sure to provide answers to the following questions in each key section of your business plan.
Five Critical Questions Your Business Plan Should Answer
A detailed and often-revised business plan should help you answer them. Getting these answers can help you keep your long-term goals in mind when steering your company toward short-term milestones ...
What to Include in Your Business Plan
Typically, a business plan should include the following elements: Executive summary. An executive summary highlights a business plan's essential elements. Readers should be able to understand ...
Business Plan Questions: How To Set Yourself up for Success
A good business plan gives you credibility and inspires confidence in your ability to implement business success. It helps you understand the competition. Crafting your business plan involves studying and understanding other players in the marketplace. This will put you in a better position within the competitive landscape.
The 5 Questions Every Business Plan Should Tackle
Jill Bigelow, PELV-ICE LLC: Every business plan should include the following elements: Problem being solved, addressable market size, team, marketing strategy, CAC (customer acquisition cost) if known, competition, financial slide (projections), Protectability/why your solution is better, the ask (what you are offering in exchange for investment).
10 Questions Your Business Plan Should Answer
Your business plan should spell out how you intend to reach your customers and maintain an ongoing relationship with them. Social media has created brand new ways to engage in two-way exchanges with your customers. Digital communications have greatly improved customer service for many businesses.
Ten Questions Every Business Plan Must Answer
Ten Questions Every Business Plan Must Answer. Are you getting ready to pitch investors? Then you need to make sure that your materials - your pitch deck, executive summary, and business plan - answer ten critical questions. Conversely, if you find yourself including a lot of material that isn't directly related to one of these ten ...
Questions Your Bussiness Plan Should Answer
Library sources for business plans, entrepreneurship, venture capital, census market research Small Business News & Information Sources Questions Your Bussiness Plan Should Answer
Business Plan
So, I decided to play the game as well. The 60 questions I am going to ask myself and make sure to answer them for my business concern SEO advice. On commence ! These 60 questions to ask yourself for your business plan will be organized into 6 main parts: The market. Your profile.
Top 15 Startup Questions Before Starting a Business
Know your banker— Take an interest in your banker as a person. Ask your banker to hold on to your account if he or she is promoted. When you go to see your banker, have your business plan and financial papers ready. Make it easy for your banker to see what you want and why.
11 Strategic Planning Questions Asked By Leaders
Strategic planning affects the productivity of a business by: - Providing Direction: Ensures all efforts are aligned with the organization's goals. - Optimizing Resource Allocation: Allocates resources efficiently to priority areas. - Enhancing Focus: Helps employees focus on key tasks that drive success.
8 Critical Questions Every Business Proposal Must Answer
Writing a business proposal is easy- there are no set rules or pre-requisites for format, presentation, length or even subject matter. But finding the right answers to the right questions is critical if you want to attract sufficient attention from a potential client. We compiled a list of the typical questions your business proposal must ...
6 Questions To Ask Yourself Before Purchasing An Existing Business
3. What is the state of business? Before committing to a purchase, do a deep dive into the business. The last thing you want is to inherit time-consuming—and potentially catastrophic—issues.
Ukraine war latest: Kyiv refutes 'insane Russian propaganda' warning of
Ukraine's foreign ministry describes "Russian propaganda" that its forces are planning to use dirty bombs or attack nuclear power plants in the Kursk region are "crazy". Russia's defence ministry ...

135 Business Plan Questions

Executive Summary

Company Description Considerations

Market Analysis

Organization and Management Structure

Service or Product Line Inquiry

Marketing and Sales Strategies

Funding Request Fundamentals

Financial Projections and Feasibility

Appendix and Supporting Documents

Frequently Asked Questions

How often should I update my business plan?

What’s the most critical part of a business plan?

Final Thoughts

30+ Business Plan Questions & Step-By-Step Business Plan Guide

8 Steps to Creating a Full-Proof Business Plan

30 Critical Business Plan Questions to Ask

Executive Summary

Market Analysis

Marketing and Sales Strategy

Operations Plan

Management and Organization

Financial Plan

1. Identify the Problem

2. Define Your Customers

3. Reach Your Customers

4. Identify Your Competitors

5. Outline Your Operational Plan

6. Define Your Business Structure

7. Create a Risk Management Plan

8. Create Budget and Financial Projections

How Can SurveySparrow Help You in Critical Business Planning

That’s All of It.

You Might Also Like

20 Email Survey Subject Lines That Make Readers Click

Top 10 Data Management Tools and Software

Top Market Intelligence Tools You Must Try (Free Tools Included)

SurveySparrow Pricing Vs SurveyMonkey Pricing - Which Is Better?

RELATED ARTICLES

Free! 5-Day Challenge - Find & Validate Your Ecommerce Idea!

The best advice in entrepreneurship

Tips to Make Your Small Business Plan Ironclad

How to Write a Business Plan FAQs

Be Professional and Legit

Know Your Audience

Invest Time Researching

Stay Realistic

How to Write a Business Plan—6 Essential Elements

1. Executive Summary

2. Business Overview

3. Products and Services

4. Market Analysis

5. Competitive Analysis

6. Financial Strategy

Startup Business Plan Template (Copy/Paste Outline)

5 Frame-Worthy Business Plan Examples

Get to Work on Making Your Business Plan

What financial information should be included in a business plan?

What are some common mistakes to avoid when writing a business plan?

Who should review my business plan before I submit it?

Ready to Write Your Business Plan?

About Jesse Sumrak

Related Posts

Don't Miss Out! Register Free For The 5-Day Challenge.

Business Plan Questionnaire

What Questions Should Be Asked in a Business Plan?

Executive Summary Questions

Company Analysis Questions

Industry Analysis Questions

Finish Your Business Plan Today!

Competitive Analysis Questions

Marketing Plan Questions

Operations Plan Questions

Management Team Questions

Financial Plan Questions

Appendix Questions

Business Plan Questionnaire Conclusion

How to Finish Your Business Plan in 1 Day!

Other Helpful Business Plan Articles & Templates

Five Critical Questions Your Business Plan Should Answer Answering these questions periodically can help keep long-term goals in mind while you adjust your immediate steps and actions.