Business Plan Development: Analysis and
Evaluation of Existing Business Plans
NCPC Advanced Management Training – Part 3
Topics
• Business Plans – „Maturity Model“
• Recap: Recommendable Content
• Characteristics of an „disastrously
insufficient“ Business Plan
• Checklist for the Analysis and Evaluation of
Existing Business Plans
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Business Plans – „Maturity Model“
Contents/
Substance
There is an existing business plan.
The management obviously tried to
figure out where they want to go.
But: Only Text using a
„philosophical“ approach, poor
figures, no diagrams or schemes,
the reader gets the impression that
the management is not fully
convinced of their own
entrepreneurial approach.
The business plan feels „solid“.
It contains the required facts &
figures, essential diagrams and
tables. A conservative banker
will be satisfied. But: No active
entrepreneurial „fire“, no selfmarketing approach, no
euphoric mood, no noticable
„pioneer spirit“.
In addition to all required information, the
plan contains a number of well arranged
diagrams and graphics. Systematically
going from the general idea down to the
detail the plan shows that the management
is obviously fully conviced of what they are
doing. The plan is a perfect example for
active entrepreneurship and successful
self-marketing.
Reaction: Enthusiasm
and creative curiosity…
Reaction: Satisfaction…
Quality
Reaction: Sceptisism…
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Recap: Recommendable Content
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Executive summary
Introduction
The company
Products/Services
Market analysis
Industry analysis
Marketing strategy
Management
Implementation plan
Financing
Financial information
Risk analysis
Lists/directories
Supplemental material
Are all potential stakeholders of the company able to get a
clear overview of the company and its business environment?
Does the company‘s offer meet the requirements
of the market?
Will the management be able to convince potential
customers of the attractiveness of a long and
procreative partnership?
Will the management be able to translate visions and
ideas into markable and sustainable success?
How „solid“ are liquidity, capital resources and
future prospects? Does the company have any
chance to still exist in a couple of years?
Do they provide all the information that could be
helpful for any stakeholder to make their decision
about sponsorship or promotion?
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Characteristics of an „disastrously
insufficient“ Business Plan*
„… non-systematic…“
„… uninteresting details…“
„…incomplete…“
„… no/poor graphics,
schemes or diagrams…“
„… unconvincing…“
„… no entrepreneurial
„… boring…“
vision…“
rea
ct
„… figures: only
ion
:
„prophecies“…“
„… poor facts but a
„… goals: non-
lot of hope…“
measurable…“
* impressions from a banker‘s or investor‘s daily business
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Checklist A: Management Summary
and Introduction
Any reader gets a clear impression of the general
conditions and the business environment.
All basic information, key indicators and facts about local
and business parameters are included.
There are some systematic cross-references to further
details in other chapters of the business plan.
The introduction leads over to the clearly deviated vision,
mission statement and strategic goals of the company.
Any stakeholder will only take five minutes to have a first
impression of the company, its aims and future intentions.
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Checklist B: The Company
The plan contains all required information about the
organizational structure (org. charts, management levels).
Basic figures give the reader a clear impression of the size,
number of employees in different positions , the age, etc.
The company‘s position in the lokal market can be
perseived.
Its history, past and present activities as well as
past/ongoing projects/project samples become visible.
The reader gets the impression that the general risk to
cooperate with the company is low.
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Checklist C: Products and Services
All the company‘s past, present and future services are
included.
The service portfolio is well structured.
All services are clearly defined, comprehensable and
shortly described .
(cross-references to) Service or project samples clarify the
attractiveness of the offered services.
The service portfolio gives all stakeholders the impression that
the company is able to focus on clear core competencies.
The service portfolio inspires potential customers to combine
modular service elements to an individual request.
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Checklist D: Market and
Industry Analysis
All essential market data are included (e.g. volume, market
shares, number of customers).
The potentials of the market development can be assessed.
The relative position of the company within the
market/industry/industries can be evaluated .
The most attractive customers/potential customers are
listed (incl. explanatory statements).
The market description contains general market risks and
opportunities.
The reader gets the impression that the management has a
clear, well-founded and future-oriented idea of the market
development.
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Checklist E: Marketing Strategy
The plan gives a clear idea about the general marketing
direction (e.g. specialization on certain fields of consulting).
The marketing strategy mutaly corresponds to the vision,
misson statement and general stragegic goals.
The strategy shows a visible client segmentation approach (customer
groups, key accounts; incl. explanatory notes).
The plan highlights the range of past, present and future
operational marketing activities.
The reader gets the impression that the marketing strategy
is active, multi-channel-based and will make the most of
the market potencial.
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Checklist F: Management/
Human Ressources
The plan reveals the educational background of the
management.
It highlights the managers‘ previous experiences.
It shows a clear task/role allocation in management and staff.
The „role model“/recognizable task assignment covers all
functions an processes.
The plan highlights the company‘s human resource
development/promotion and employee retention approach.
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Checklist G: Implementation Plan
The plan highlights the following phases, steps and
activities of market development and utilization.
It contains measurable parameters (e.g. time, milestones,
revenues, client-oriented figures).
The reporting and controlling „system“ covers all standard and
deviation reports and is aligned to the right planning or life cycles.
Modern: essential project-type activities are shown as
network diagrams or bar charts, essential processes are
displayed by process diagrams.
The plan gives its readers the impression of a wellplanned, pro-active strategy implementation and service
delivery strategy.
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Checklist H: Financing/ Financial
Information included
Investments/capital expenditures
Operational Costs (e.g. staff, experts, rent, office material,
communication cost)
Income (e.g. services, projects, training)
Relevant for NCPCs: National and international
contributions.
Relevant for NCPCs: Explanatory ratios and figures (e.g.
self-finance and income ratios)
The financing part shows the solidness of the financing
concept and the management‘s sensitiveness for cost
accounting, Erfolgskontrolle and investment planning.
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Checklist J: Risk Analysis
The risk analysis shows a well structured list of identified
risks.
All risks have been assessed concerning their probability
of occurence/event rate.
All risks have been assessed concerning their dimension.
The risk analysis contains ideas/concepts for
countermeasures for all markable risks.
In certain risk categories, counteractive measures do not
only tend to reactive measures but to real risk prevention.
The risk analysis leaves the impression, that the
management obviously deals with active risk management.
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Checklist L: General Impressions
x.
x.
x.
x.
x.
x.
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