By Emy Treurniet at April 28 2019 00:21:10
Some of the questions a growth business plan might ask you are: _ Are you comfortable that the market wants and is willing to buy your product or service? _ Is your product or service priced so it is competitive in your market? _ What's different about your product or service? Why would a customer purchase it over someone else's? _ Is your market big enough to support your business? What about 15 years into the future? _ If you wanted a better lifestyle, what would your business need to do to give you that lifestyle? _ How much sales would your business need to generate to give you that income? _ How much sales would your business need to generate to give you the income you want 15 years into the future? _ What will be the cost of your labor and material? _ What will your expenses run? _ How much will it cost to overcome the capacity constraints that will occur as your business grows to meet your income requirements? _ Will your profit give you the income you want in the future and at the same time maintain a healthy business for you as well?
Identify Weaknesses and Strengths _ It is important to assess your strengths and weaknesses and how they will affect you when it comes to competing with the established players in your local catering industry. You may bring competitive advantages to the business such as catering experience or local food and hospitality industry connections. You may also identify personal weaknesses that you can work on improving or weaknesses that your company will face when compared to your better established competitors.
Service Operation _ If a service is offered, describe it. Will the work be done by company personnel or subcontracted? Who are the subcontractor(s)? If on_site or in cyberspace, what employee qualifications, equipment, and technologies are needed? How will quality be assured? What performance levels are anticipated per employee? Possible Data Sources: local Chamber of Commerce; yellow pages; trade associations.
Fundamentals, Cycles & Trends (FC & T's): Your plan, if done in advance and thoroughly, should provide and excellent foundation from which to work. Even the best plan still has to react to outside forces that will influence your best intentions. Identifying certain fundamentals, cycles and trends that may impact your company is a prudent way to being able to develop a contingency "plan B" in the event an outside force rears its head. A series of key FC & T's should be monitored throughout the year so that if required, your plan can react. Certain FC & T's may include wholesale pricing, weather, commodity markets or labor market impacts that are out of your control. In my opinion, developing contingency plans in advance for these outside forces at least gives you a fighting chance to react favorably.