Guide to structure and contents of a business plan plus advice and help |
|
|
|
|
|
|
|
|
|
|
| Guide Contents:
Introduction
Front of
Plan
Body of
Plan Strategies Present Status Offerings Markets Sales Technology Operations Management Financials Funding Implementation Conclusion Appendices |
11. Financial ProjectionsAt a minimum, produce monthly projections for the first year covered by your plan plus quarterly (or annual) projections for the next two years. In the case of a complex or seasonal business, monthly projections may be required for 2+ years with less detailed projections for subsequent years. Projections for each forecasting interval should comprise fully-integrated income statements, cashflows, balance sheets and key ratios. Keep this section within four-eight pages* by ensuring that only high-level financial projections are included in summary tables. Place all detailed schedules in appendices.
Financial projections must not be prepared in isolation from the rest of the plan. For example, the results of market research should flow into your sales projections which, in turn, should drive the revenue forecasts. Under no circumstances should you do the detailed financial projections and then write a plan to suit. By all means, do some high-level financial planning* at an early stage to get a feel for the basic figures and sensitivities but don't let the plan become a financially-driven document without any strong market basis. For further tips and traps, refer to the white paper on Preparing Financial Projections. Also, review the white papers dealing with Making Cashflow Forecasts and Managing Working Capital.
The presentation of financial projections is covered in five sub-sections as follows: Note: Free-Plan, a 150-page Word-based template based on this business plan guide, can be downloaded for free here.
11.1. Key AssumptionsUse this section to review and pull together the key assumptions used in the financial projections. Relate your assumptions for sales, costs, manpower etc. back to the plans/schedules described in preceding sections. Also, specify the assumptions used for capital expenditure, external funding and working capital. For further insights into working capital, see the white paper on Managing Working Capital. The following table indicates the diversity of assumption variables that may need to be considered in order to produce projected P&Ls, cashflows and balance sheets for a business.
Place the details relating to assumptions in an Appendix. 11.2. Projected Income StatementsIntroduce the projected income statements (profit & loss accounts) using a short paragraph or bullet points highlighting the key expected outcomes for sales and income. Use simple tables to summarize the key figures and place all detailed analyses in appendices. As shown below, simple charts (pasted from a set of Exl-Plan projections) can show trends and patterns very clearly. ![]() ![]() More detailed projections can be placed in an appendix for Finance. 11.3. Cashflow ProjectionsYou should present monthly cash flow projections for the first year, or longer depending on the importance of cashflow and time needed for your business to become cashflow positive. Many readers of your plan - bankers, venture capitalists and other investors - will pay far more attention to the cashflow projections than to the income statements. They will seek to establish that the business will not run out of cash before it reaches profitability - more businesses fail for lack of cash than for want of profit. For more guidance, check the white papers on Making Cashflow Projections and Managing Working Capital. See also the Checklist for Improving Cashflow. ![]() Less detailed projections (quarterly or annual) may suffice for subsequent years as per the specimen table below. ![]() ![]() Use text and bullets to highlight and explain any key values or trends shown in tables or charts. Place the detail in an appendix for Finance. 11.4. Projected Balance SheetsWhen presenting projected balance sheets, you will need an opening balance sheet which is based on audited figures (for last year) or estimated data (for current year). The projected balance sheets must link into the projected income statements and cashflow projections*.
![]() 11.5. Sensitivity AnalysesPresent the key results of 'what-if' analyses based on "best" and "worst" case scenarios. As a general guide, be conservative even when presenting the "best" case. When planning scenarios*, take account of possible project start-up delays, sales volume shortfalls, lower price levels and higher costs. For example, what would be the financial outcome if sales volumes and prices are both 90% of targets but direct and overhead costs are each 110% of planned?
Indicate breakeven points and explore the consequences of incrementing volumes, prices and costs (e.g. by 10%, 15%, 20% etc.). Only present high-level summaries - relegate the details to an appendix for Finance or retain them in your working papers. 11.6. Ratio AnalysesHighlight the key financial ratios and their trends over time. Compare your projected ratios with industry norms and justify any significant deviations. ![]() Additional
Help
|
| Help with Financial Projections |
![]() |
Exl-Plan - Comprehensive Financial Projections |
| Requires: Excel 5, 7, 8, 95, 97, 2000 or XP
with Windows 95/98/Me/NT/2000/XP Price: Free to US$ 309.00 |
|
| Details Trial Downloads Buy Now |
| Business Plan Guide, Invest-Tech Limited, 27 Ardmeen Park, Blackrock, Co. Dublin, Ireland | |||
| International
Tel: +353-1-283 4083 |
International Fax:
+353-1-278 2391 |
E-mail: info@planware.org |
WWW: http://www.business-plan-guide.biz/ |
| © Copyright 2001-2008 Invest-Tech Limited. All rights reserved. | |||