By Kadriye Rouw at April 28 2019 19:59:01
When you, and your partners if any, have all the core skills and industry knowledge you need to start right away without seeking experts, napkin notes may be enough to get going. Let's say you are already an expert in technology and social media. Then you, and your team, probably don't need a detailed plan to start developing a new app. You will draw on your knowledge and experience, and you understand that you might need to go back and do some more detailed and formal planning later.
It could be, for example, the risk of a change in the economic environment _ what are your contingency plans for that in terms of dealing with such a situation? There may be many other risks as well specific to your particular sphere of operation, but that ability to plan ahead for all scenarios makes for a robust business plan. When I have received business plans, the very best responses come from people who have looked at the risks and have an answer for every question. What you never want is to throw a scenario at your plan and have to answer "I don't know what I would do in that situation". You want to plan for every possible contingency, and certainly all the major risks to the ongoing success of your business.
The main thing to remember in this section is not to provide new data, but to explain in detail data that has already been provided and to provide the support for that data. When you sit down to compile all of the elements of your business plan, make sure you have each section able to stand on its own merits. This means you should not reference other sections sending the reader (your potential investor) back and forth between sections.
So here is how you would do it: Projected sales = fixed exp (足ꯠ) divided by 1_ƖǑ% + 27ǔ% + 12ǔ% + 25% (your new profit margin) = 造같 (new sales). You can do this for as many years out as you want. Obviously this is based on your first year's fixed expenses remaining constant and no consideration of depreciation, inflation, or taxes.