Читать книгу Writing Winning Business Plans - Garrett Sutton - Страница 9
Оглавление“By failing to prepare, you are preparing to fail.”– Benjamin Franklin
Writing a winning business plan is necessary whether you need outside investors or not. The process of writing a winning plan forces you to invest significant time and energy into thinking about your business and doing your homework. Consider the case of new business owners, one without a plan and one with a plan…
Bud and Leif
Bud and Leif are competitive friends. Their friendship was based on a never ending quest to determine who could do athletic activities, brainteasers or whatever competition came to mind the fastest, the longest or by whatever winning standard they came up with.
Bud and Leif were both single and just about to finish college. The last three summers they had worked together for Max’s Lawns, a local lawn mowing service. They both liked the business and both unconsciously realized that due to their competitive streaks, they couldn’t co-own a lawn service together. This was certified when their girlfriends refused to double date due to their adolescent competitive behavior. In no uncertain terms both women agreed they’d be doomed if they ever went in business together. They both privately knew that their girlfriend’s intuition was spot on.
With college graduation approaching and no real prospects each decided to start their own lawn mowing/snow removal service.
Bud was first out of the starting gate. He had learned enough from Max’s Lawns to get started. You needed a truck, some equipment and plenty of flyers to announce your new introductory discount prices.
Leif was more cautious. He decided to stay on with Max’s for the summer to learn even more about the business. He bought and read books on how to start and operate a lawn care/snow removal business. He spent time analyzing the local market to see where the price points were. He learned that by discounting at the start of operations you may always be seen as a discount provider. He learned that the low end of the market place is not always the best place to be.
Leif went to business classes put on by the local SCORE* group and asked questions about incorporating and workmen’s compensation issues. He sought out the help of his uncle’s friend, who had run his own lawn mowing/snow removal service for nearly thirty years before retiring. He took in all the information he obtained and began to formalize it into a cohesive business plan. (*Service Corp of Retired Executives, a part of the Small Business Administration (www.score.org).
Leif and Bud got together for darts and beer in late July. Bud was crowing about how well his business was going. He had borrowed $20,000 from his father to get it started. He now had twenty new clients on his discount, introductory plan. He and a co-worker were busy. Leif asked him how much his workmen’s compensation costs were running him. Bud drew a blank. Leif explained the need for workmen’s compensation on your employees in case they get injured on the job. Bud said he would look into it. Bud, ever competitive, chided Leif on how long he would stay with Max. Leif replied until he was ready. As Bud left that night he felt the victor in this competition. For his part, Leif sensed the benefit of developing a plan and implementing it when he was ready.
Two months later Leif and Bud ran into each other. Leif asked Bud how the business was going. Bud was dejected. His worker had been severely injured on the job. He didn’t have workmen’s compensation coverage on the employee. So the worker’s attorney was suing both he and the homeowner to cover the large medical bills. The homeowner was furious at being sued, and was now suing Bud for indemnification. The homeowner was also telling all of Bud’s other clients that Bud was without coverage. They were canceling their contracts. Worse yet, Bud had failed to incorporate so now all his personal assets, meager as they were, were exposed to the worker’s claims. He was nearing bankruptcy, which would prevent him from getting back into business for an uncertain amount of time.
Leif was sympathetic to Bud’s plight. But it served to further remind him of the benefits of planning instead of running head long into doing. He had learned that a business plan is not only a road map, but a checklist of things that must be done in their proper order. A checklist is found in Appendix “A”. By analyzing and planning, Leif had learned the importance and the risks of failing to incorporate and obtain insurance coverage. By going step by step through the business plan process he was alerted to many different types of business risks before he got into business.
What did Leif and Bud learn?
Bud didn’t plan to win. Even though taking action is the most important part of starting a new business, failing to educate yourself on at least the basics of owning a business in a particular field forced him to painfully gain a real world education of what happens when you don’t do your homework.
Leif plans to win, so he began by first preparing himself to be a business owner. He kept a job not for the paycheck, but for what he could learn, and he surrounded himself with advisors who had experience and a track record of success. Which of the two would you invest in?
Let’s take a look at Rich Dad’s Cashflow Quadrant to explain how Bud is operating in the “S” or self-employed quadrant and Leif is operating in the “B” or business quadrant. People in the “S” quadrant want to do things their way (solo players). They believe they are the only people with the ability to get the job done. They often achieve strong early results and then come to the painful realization that rather than the business of their dreams they actually created a job for themselves. By building a business that relies solely on their time and ability, people in “S” quadrant cannot remove themselves from their business without losing cash flow. The only way to grow is to personally work more and more. This difficult trap could have been avoided if they would have planned differently at the beginning.
People in the “B-quadrant” want to work less and less to make more and more. Like the “S-quadrant” person, they typically work very hard during the early stages of a business, but they work on very different things than someone in the “S” quadrant. They focus on creating assets that deliver passive cash flow or can be sold. “B-quadrant” people build teams of employees, advisors and mentors that grow businesses without them (team players).
As you begin formulating your winning plan, be wary of some of the common traps new entrepreneurs fall into:
Trap #1: Failing to plan is planning to fail
Effective planning means more than writing goals on a piece of paper. It means taking personal responsibility to prepare you emotionally and practically to be a business owner. Unrealistic assumptions and poorly written plans communicate a lack of preparation to investors.
Trap #2: Plan your exit – do you want a business or a job?
Many novice entrepreneurs create businesses that become their jobs rather than provide the freedom and passive income they dreamed of. As a result of poor planning, many new businesses generate little to no cash flow and require the full time effort of the owner. If your dream is to have both personal and financial freedom, plan to build a business that can at some point run itself and provide excessive cash flow. Recognize that it often takes many years of blood, sweat and tears to get to that point.
Trap #3: Many novices want to “do it their way”
By failing to educate themselves in the basics of operating a business, new entrepreneurs fail to surround themselves with a competent team of employees, advisors and mentors. They are solo players instead of team players.
Trap #4: A winning business plan is not an academic exercise
Many businesses fail despite having beautifully written plans complete with optimistic projections. A business plan is not a school term paper. Yes, to get your plan read it needs to be virtually perfect in appearance, format, layout and grammar. Unfortunately, in the real world, earning an “A” in appearance and forgetting to emphasize the thought and substance of a plan often results in an “F” in the area that matters most – a business with excessive cash flow that serves a purpose greater than money.
Trap #5: I have the best product!
The world is full of great products and short of great entrepreneurs. Successful businesses require great people first, great systems second and great products third. Think about companies like Microsoft (Bill Gates), Dell Computer (Michael Dell) and McDonald’s (Ray Kroc). Their success is a result of the passion of their entrepreneurs and the uniqueness of the business systems they created. In many cases, wildly successful companies have products that are high quality but not the best in the market. They achieve their growth because they have superior people and business systems with sustainable and unique advantages.
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Rich Dad Tips
• A great product doesn’t make a business successful. Great people make a business successful.
• The problem with being a solo player is that you are an individual competing against a team.
• If you’re the smartest person on your team, your team may be in trouble
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