WeCare Ghana Social Enterprise

I do not believe in the word Work hard
I see so many people working hard and their lifes dont change. What i observed is Rich people dont work hard..They Think smart and hire individuals that work hard to build their Companies

We Care Personal Assistants (PCA)s provide the companionship many of our clients need to maintain their self-worth and dignity.

Family members may not be readily available to provide care or visit their loved one, especially if they are raising a family or do not live in the same area. WeCare Socialenterprise
WeCare Ghana Social Enterprise

Digital Storytelling: WeCare Socialenterprise

1. Stories are the new currency. In a world where attention is scarce, stories are the most powerful way to capture and hold people's interest.

2. People buy into stories, not facts. When people make decisions, they're not simply weighing the pros and cons of each option. They're also looking for a story that resonates with them on an emotional level.

3. Stories are more memorable than facts. Studies have shown that people are more likely to remember a story than a list of facts. This is because stories are processed in a different part of the brain than facts.

4. Stories create empathy. When we hear a story, we're able to put ourselves in the shoes of the characters and feel what they're feeling. This creates empathy, which is essential for building relationships and driving sales.

5. Stories inspire action. When people are inspired by a story, they're more likely to take action. This could mean anything from buying a product to voting for a candidate.

6. Stories are contagious. When people share a story, they're essentially endorsing it. This can help to spread the message of your story even further.

7. Stories are powerful marketing tools. When used effectively, stories can help you to increase brand awareness, generate leads, and drive sales.

8. Stories are a powerful way to build relationships. When you share stories with your customers, you're building trust and rapport. This can lead to repeat business and referrals.

9. Stories are a powerful way to inspire change. When you share stories that resonate with people, you can inspire them to take action and make a difference in the world.

10. Stories are a powerful way to live a more meaningful life. When you tell and listen to stories, you're connecting with your humanity and enriching your life.

Storynomics is a powerful framework for using stories to connect with people, build relationships, and drive results. If you want to be successful in today's world, you need to learn how to tell stories.

http://www.diva-portal.org/smash/get/diva2:1111663/fulltext01.pdf

We do: We provide entrepreneurs with the skills and online networking opportunities they need to find funding or partners for their projects and buisness. WeCare Socialenterprise

provide online mentoring for Entrepreneurs from different, locations all over Africa who are looking to Startup or expand their business opportunities.

collaborate, with individuals from different backgrounds, cultures, and perspectives,

probide our members, access to a wealth of ideas and experiences that can enrich their entrepreneurial journey.

: Social Entrepreneurship Buisness Education programs.

: To become the Best Social Organization in Ghana.

: To Educate, Equip and train Young Men and Women in the areas of Social Entrepreneurship.

: To plant the seeds of social entrepreneurship among younger generations, instilling in them a belief that they can shape their Communities.

: We do this through our Education programs, workshop, Projects and social activities.

: Africa has an employment crisis, many Young women and men are out of job and they lack the necessary skills to get a good job or start a business while solving social Challenges.

Email: [email protected]

: https://www.tiktok.com/?_t=8hyzzUyINAf&_r=1

Founder/ Ceo Shirazi Amina

Co Founder / Prince Benson

Location: Denmark / Ghana

Email: [email protected]

: https://www.tiktok.com/?_t=8hyzzUyINAf&_r=1

VISUALISING YOUR FUTURE

These exercises are to help you create a clear picture of what you want your life and career to look like. Many of us yearn after the opportunity to make a change and try something different. People often know as much about what they don’t want in life, as what they do. WeCare Socialenterprise

Or sometimes, they have no clear picture of what it is that they are after. These exercises are to help you identify and articulate what you want out of your career and what your priorities are in life.

Visualising exercise
You will need at least 20 minutes for this exercise in a quiet and uninterrupted environment. Take your time and indulge yourself in the process.

1. Dream
Sit somewhere comfortable where you can relax properly. Spend some time making sure you have a still mind and your muscles are relaxed. Start to deepen your breathing and notice the noises around you.
Imagine yourself in the future. In that state, ask yourself:

 What does success look like for me?

 What are some of the important areas of my life?

 What are the major activities that make up my day?

 What type of home am I living in and where is it?

 What possessions do I have?

 What work am I doing?

 Who is around me?

Create a picture in your mind.

Now imagine waking up one day in that future state. Visualise your whole day from the time you wake up to the time you go back to bed having finished for the day.

 How do you feel when you wake up? What happens for breakfast? Who else is around you? What do you wear? How do you get to work and where is it?

 At work, what activities are you involved with? Who are you interacting with? What do you achieve during the day? How did you spend your lunchtime?

 What happens after work? What happens when you get home?

 Think about all the sights, smells, sounds and feelings associated with your day.

 See yourself in the picture. Immerse yourself and enjoy the image.

 Ask yourself: What type of person am I? What type of qualities do I have? What do I
contribute?

2. Draw
Now bring that image to life by drawing a picture of what you saw and noticed. Remember that this is an exercise to capture what it is your head and it does not matter what your drawing skills are like. Try to capture the key elements of what was in your mental picture. Use colour if that helps to emphasise things. Include words or phrases if you want.
My future life and career
peopledecisions.co.uk
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3. Understand
Once you have finished your picture, note down your answers to the following questions:
 What are the most important elements of your life vision?
 What does your career look like?
 Who else is in the picture and what is your relationship with them?
 What are some of the key differences from your world now?
 What does the picture tell you about what needs to happen in your life now?
peopledecisions.co.uk
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What do you want?
Thinking about your future life and career picture, try to determine what is important that you want to be focusing on.

Think about:
 Things you want to be different from now

 Things you want to be the same as now

 The emotional needs you want fulfilled

 Areas of uncertainty you want resolved
Complete the following “I want....” sentences to capture all the things you want to focus on in your life and career. Write as many as you need to confirm and articulate the picture into some priorities.

I want.....
I want.....
I want.....
I want.....
I want.....
I want.....

Components of a Business Plan.

Business concept (what you do or what you intend to do) WeCare Socialenterprise

Business goals and vision (what you want to achieve)

Product/service description and differentiation (what you offer and what makes it different)

Target market (who you want to sell to)

Marketing plan (how you plan to reach your customers)

Current financial state (what you currently make in revenue—for existing business looking at expansion, or how much you already have on ground—for startups)

Projected financial state (what you foresee making in revenue)

The request (how much funds you are asking for)

The team (who runs your business)

A description of products/services
You will want to begin by talking about what your business does. – you present the problem, aggravate it, and then provide the solution to it. The solution being your product or service.

Summary of your objectives
Use bullet points for this section. Summarize your business’ main objectives.You can talk about the number of potential sales you are aiming for, market positioning, and your other intentions. Most importantly, make sure the rest of your plan shows that you can achieve these goals with ease.

Strong understanding of your market
This section should act as a taster menu for your market research and marketing plan. You need to show that you understand the market you want to move into, as well as past and current trends. Briefly cover your advertising and social media plans. You may also want to give an idea of how you want your brand to look online. As well as, detailing some buzzwords you want to associate with your business.

Potential for growth/ funding overview
In this section, you should lay out the amount of funding you are looking for (if you need funding), how you plan to spend it, and what kind of profits you are looking to make. You should look at including 1 year, 3 year, 5 year, and 10 year profit predictions. You should also keep these figures realistic and make sure that they are backed up throughout the rest of the document.

Your competitive advantage
In this section, you should explain how you are able to offer something your competitors can’t and how you are planning to eat into their market share.

Company Description
You will want to use this section to introduce your company to the people reading your business plan. By the time they finish reading this section they should understand your company’s mission statement, its structure, what it plans to do, and how it plans to do it. This section will be more detailed than your executive summary, and it will cover all the essential information about the day-to-day running of your company.

Details about your company e.g. location
Start this section by talking about where the company is going to be based. This will be very important for investors (and you), as it will affect what kind of tax will be paid on profits. Then you should talk about whether your business will have a physical location, or whether it will function in another way.

Talk about the different types of locations your business will need to function – i.e. a physical store, a warehouse, a server farm, etc.

How large the company is
In this section, you will want to talk about two things- what your company is worth and how many people you will need to employ (or already employ) to keep it running. These two topics go hand in hand, as you will have to prove that your business will be able to make enough money to support its payroll. You do not need to cover the management structure of your business here.

What your business actually does
In this section, you will want to present your mission statement for your company. This should include why your company exists, what its role is (are you a B2B or a B2C business), and what its overall goal is. You should share your process in detail here. For example, if you are planning to sell hats, you should briefly talk about the process of getting the materials, making the hats, and how you plan to sell them at a profit.

What you hope to accomplish
Here you should expand on your company’s overall goal. Include any smaller goals, you have as a company – for example if you plan to have stores in multiple cities within 3 years.

In this section, you don’t have to show how you plan to make your dreams possible. But you should make sure that you do cover that in the rest of your business plan – investors will look for these answers and won’t be happy if they’re not there.

4. Your Company’s Profile
A company profile is a formal introduction of your business. It usually contains all you would want potential clients, investors, and the general public to know about your business. It is used as a marketing tool and it is your company’s unique selling point.

A complete company profile is expected to contain the vision, mission, and goals of the company, a detailed description of the product and service offering of the company, the profile of the founding members of the company, a brief story of how the company got started and what they intend to achieve. So also, information like company name, address, phone number, website and email et al must be part of your company profile.

Components of your Company’s Profile
Structure of your business (sole proprietorship, general partnership, limited partnership, or an incorporated company)
The date your business was established (for existing businesses)
The nature of your business (what are you selling, or what are you planning to sell?)
The industry you are in
Business vision, mission, and values
Background information on your business or its history
Business Objectives (short and long-term)
The Business team

5. Products and Services
A company discussing their products and services on a round table

In this section, you will want to outline the products and services you are planning to provide when you launch. As well as any products or services you plan to launch in the future. You should present your ideas about prices and profits in this section too.

A description
This section should include a description of the products or services you are offering or plan to offer when your company launches. By this point you should have made it clear why these products are necessary, so you will not need to waste space by explaining how they solve the problem you presented in your mission statement.

How the products and services will be priced?
This is one of the most important parts of this section. Here you will show how your business plans to make money. If this section doesn’t sell your business to investors, nothing else will. You should cover the price of your product, as well as breaking down the costs and profits of each item or service. Your expenses and markups should be clear to anyone, even if they are just skimming through the document.

A comparison of the products or services your competitors offer in relation to yours
In this section, you will need to explain what makes your business and your products different from your competitors. You should talk about what new things you bring to the market. And how you plan to improve on your competitors’ business plans.

This is particularly important if you are planning to charge more than your competitors. You will need to convince your investors that customers will want to choose your more expensive option.

Sales literature
Here you should include copies of any sales literature you plan to use. If you don’t have any yet then you should include some mockups of the final literature. This is not to be confused with the advertising you are planning to use.

Any intellectual property, such as trademarks, or legal issues you need to address
In this section, you will want to detail any trademarks that you have made in the name of your company as well as any other intellectual property you have a claim to or are planning to trademark. You should be honest in this section, if you have any legal issues you need to address as a company. It is better for your investors to find out about these things beforehand.

Future products or services you plan to offer
This is the section where you can prove to your investors that you are not just a one-hit-wonder and that you have the knowledge to evolve and keep your company making money even after the market changes. Here you should display any other products you plan to offer in the future.

6. Your Industry Analysis
In this section of your business plan, you will demonstrate that the industry’s market size is worth going after, who your main competitors will be if you decide to take a plunge, and how you will be able to carve out a niche for yourself and give your competitors a run for their money. Planning a business goes beyond analyzing the potential of your offer. You must analyze the following three factors as well:

The strengths and weaknesses of your business
The competition
Who your customers are, what they want, and how they want it
These are the major components of a business plan’s market or industrial analysis and it is also known as a SWOT (Strength, Weaknesses, Opportunities and Threats) analysis. This section of your business plan reveals the chances of your business to achieve success with its offers.

And that’s why the industry analysis is a very important section of your business plan, which must be carefully conducted and documented. This chapter covers everything you need to know about competition analysis, market size and target audience, market forces and trends, environment analysis and risk assessment.
Marketing Plan
Marketing team with a business planWe find that many entrepreneurs find this section the hardest to put together. If you feel like you are struggling, we recommend hiring a marketing expert to help you put together a marketing plan – as this will be a section investors pay a lot of attention to. It also answers your most important marketing questions about your customers/clients which include:

Where do they live?
What’s their age range?
What’s their level of education?
How many of them are there?
What are some common behavior patterns?
What do they spend their free time on?
Where do they work?
What technology do they use?
What ethnicity are they?
How much do they earn?
Where are they commonly employed?
What are their values, beliefs, or opinions?
Products and services and your unique selling proposition (USP)
What makes your product unique? Why should your customers spend their hard earned money on your product? What will keep them coming back for more? What makes your product better than your competitions’ products? These are the questions that you will need to answer in this section. This should be a customer-focused section that really shows how your customer will benefit from your product and interacting with your business.

7. Pricing strategy
Here, you will want to go back over your price point, your costs, profits, margins, and markups. However, in this section, you will want to compare these figures to your competitors and their products. If you are spending more on materials you will need to justify it – i.e recycled plastic is more expensive with fits in with your mission statement to be environmentally friendly.

If you can include exact details about your suppliers, then do.

Sales and distribution plan
In this section, you will cover how your product (or service) is going to get from the factory and into the customer’s hands.

Will you sell your products online? In your own stores?
Will you have it stocked in larger stores? If so, how will you pick out stores that align with your brand values?
What channels will you use to get your product out there? Will you sell via your website, a retailer, wholesaler, or a totally different channel?
How will customers pay for your product?
What will your return policy look like? Will you offer any guarantees? If so, what will they look like?
What happens after a customer makes a purchase? What type of customer support will you provide?
You will need to talk about batch numbers and how much that will cost upfront.

8. Advertising and promotions plan
This should be the longest section in your marketing plan. Here you will cover how you will build buzz before the launch of your first product. Then how you will keep the excitement and sales going. You should discuss how other companies have done this and show that you know the best way to advertise your target audience.

You should talk about promotions, what response you expect to see from them, and how you will make up any money lost.

Will you have a dedicated presence across many of the popular online channels (such as website, social media, relevant marketplace, etc) used today to gain brand awareness?
Will your marketing plan be primarily inbound focused (such as SEO, social media, blogging, etc), outbound focused (such as PPC, affiliate marketing, sales teams, etc), traditional focused (such as direct mail, brochures, and print advertising), or a mix of all three?
What are other low-cost yet effective marketing mediums that you will leverage to get attention?

What is your PR strategy? Why would the press be interested in your story?
Social media
Long gone are the days when a company can get away with pitching without a social media plan. The power of social media is strong right now, that with the right selection of pictures on Instagram companies can gain thousands of followers before anyone knows that they are selling.

While poor social media presence won’t destroy a business. A good social media presence can make one a success. When putting this plan together, you will want to make sure you show that you understand how your target audience uses social media, what social media they use, and when they use it.

For example, if you are planning to offer a B2B (business to business) service, then you should be present, posting, and advertising on Linkedin. If your social media plan focused on Instagram, your investors might be concerned that you hadn’t really researched your market.

However, if you were looking at selling products to moms with teenagers – then Facebook would be the right place for you. Its average user is a female between 35-45. If you do not feel like you understand the field of social media well enough then you may want to hire someone to help you put this plan together and implement it.

9. Operational Plan
Operational PlanThis will be the least glamorous section of your business plan (and probably the most boring section to write). But that doesn’t make it any less important. In this section, you will show your investors that you understand how your business will run on a day-to-day basis and that you are prepared for that. Here you will show your strategy and implementation plans.

Objectives
This is the place to discuss the fundamental goals of your business. For example, you want to be turning a profit after 6 months. You want to have 100 employees by the end of the first year. You would like to open a second store before the business turns 5.

Here, you should step out these goals with a point-by-point plan underneath them. Depending on the type of goal you might want to put a timeframe on the goals or use some other tangible measure of success. These goals should be related to keeping the business profitable – for example, talking about social media based goals in this section is irrelevant.

Timeline
There are two different types of timelines you need to consider in this section. Firstly, you should be looking at production timelines. These should include the timeline that covers you putting in an order for your product to the time when it arrives on the shelf.

This will give you an idea of how far in advance you will have to plan launches and how long restocking products might take. Secondly, if you are planning to expand or have set yourself tangible goals – you should have a timeline for achieving these goals set out.

Procedures
In this section, you will want to break down the day-to-day operations of your business. Talk about opening hours, holidays, seasonal variables. Cover any of the assets that the business has or will acquire. Cover the equipment the business will be using.

You will want to talk about your plans for product testing, for acquiring materials, and for meeting health and safety standards. You will need to outline how any physical premises will be run. Talk about whether they will need power, water, drainage, etc. You should provide a detailed cost analysis of everything that you have covered in this section.

The Production Process
You will also need to give details of your entire production process, and that means answering the following questions:
How long it will take you to produce a single unit or a predefined number of units?
What measures have been put in place to integrate customer feedback into your product or service? As in, have you allotted time to create and test prototypes, pricing, or delivery mechanisms?
How will you deal with major influxes in demand? That is, what procedures or steps will you have in place when you offer a sale and orders come flying in?
The Supply Chain
Let’s start with the workflow that you will have to deal with to make your ideas a reality. Some of the things you will want to touch on are as follows:

Suppliers: Who will be providing you with all the materials that you won’t be manufacturing yourself?
Facilities: Where will you house your inventory (if any), or which office will you use for your operations?
Personnel: How many staff will you require for your daily operations? What will their duties look like?
Equipment: What tools and technology do you require to be up and running or to take your company to the next level? (This could include everything from computers to office desks and everything in between).
Shipping and fulfillment: Here you will Here you will have to outline whether you will be handling all the deliveries on your orders or if you will be using a third-party fulfillment partner.
Inventory: Here you will highlight how much you will keep on hand, where it will be stored, and how you will have it shipped to third-partners if applicable. Also, an important detail to note is how you will keep track of everything going in and out.
Customer support: How will support requests, refunds, and customer complaints be considered and integrated in your business workflow?
In essence, this section should signal to the reader that you have a good handle of running your business. It also passes the message that you have a contingency plan in place to account for uncertainty in the marketplace. By taking this advice into account you will create a more convincing operational plan.

Management Plan
Project managers with a business plan This is the area of your business plan that you will have to update most frequently, particularly at the beginning of your journey when you are seeking funding. When you first write this business plan, this section may be a proposal to possible lenders. With you offering them stakes in your company, rather than sharing concrete facts about who owns what.

As you are gathering investors, you should make sure to update your management plan between meetings. You don’t want to bring people into a team with accidental false promises or with an incorrect idea about their position in the company.

Ownership
This is the section where you will outline who owns what parts of your business. If the company is very new then it may just be owned by you and your fellow founders. If you have put money into the business then you may want to list yourself as a stakeholder.

How you list yourself will affect the tax you pay on the company’s profits. If you are looking to draw investors into your business then you can use this section to show what percentage of the business is up for sale and the predicted profits for the future owner.

Management
In this section, you will be detailing the experience and the roles of the management team you have in place to run the business. The idea behind this section is that you want to reassure possible investors that the business is being run by experts in the field who know what they are doing.

An experienced management team is less of a risk for your investors. If you don’t have a team put together yet then you can just discuss the structure of the team you hope to build. Your investors may want to have a say in who you hire or how the team is structured.

If that is something you are open to, you can mention that in this section.

Board
The final part of your management plan should be about the board of directors at your company. Company’s that are in the early stages of fundraising will not have a board in place. This is nothing to worry about. Take a similar approach with this section to your ownership section.

Talk about the kind of board you would like to set up and how someone would earn their place on this board. Talk about the kind of people you want talking up those spots -you can talk about both experience and attitude. If you do have a board then you want to talk about their roles and experience in this section. Show possible investors that your board members will look after their money.

10. Business Growth Strategy
In this chapter, you will learn how to devise your short and long term business growth strategy. This is important because investors want to know your long term expansion plans and where your company will be in the next five to ten years.

How to Present your Business Growth Strategy
Explain the development options and opportunities in detail.
Review and document the financial requirements for each option.
Document the marketing strategies you will need to accomplish and nurture your chosen growth option.

Review the financial breakdown of internal or external capital and how the capital will be made available throughout the growth process.
Document a breakdown of other things that will be needed, expanded, or ditched.
Print your growth plan and review it regularly until you are ready to implement it.

11. Financial Plan
Financial team planning for the businessThis is another section that many entrepreneurs struggle with. It is very important to get the numbers in this section right, as you do not want your investors to think that you are trying to mislead them. If you don’t feel like you can put together a financial plan on your own you should hire someone to help you do it.

In this section, you are going to cover all the financial elements of your business. Including what kind of investment you are looking for, how much the day-to-day running of the business costs, and any new investment you think you will need over the next 5 years.

The amount of money to set up or maintain the business
This section will be different for every business, but you should have a clear figure at the top of the page that shows how much it will cost you to set up your business (or to maintain it in its current state).

Underneath that, you should have a breakdown of all the different costs that make up that final number. Try to keep this section to a page. If needed you can put more detailed notes in an appendix and refer the reader to that page for more complicated sums. You want to keep this section as clear as possible.

The amount needed for the next few years
Next, you will want to take a deep dive into how you think the day-to-day running costs of the business will change over the next few years. You should also discuss any big expense that you can foresee. For example, if your bakery business picks up, you might need to buy a second over to meet demand and hire an extra baker.

You may want to do a couple of sets of calculations showing how different rates of growth would affect the costs of running your business. For example, slower than expected growth, expected rate of growth, 5% faster growth.

How do you plan to spend funds?
This section is about mapping out what you will do with the money you are requesting and any money you make as a business. This will include loans, investments, grants, sales, and profits. You should talk about how you will be spending your money and how it will benefit the company or why it is essential you spend the money in that way.

For example, you may want to invest in electric vehicles for the company’s fleet. While the initial outgoings will be higher than buying petrol cars, the fuel costs will quickly make up for this.

Ongoing business expenses e.g. salaries
Finally, you are going to want to break down the ongoing costs of running your business.

Finally, you are going to want to break down the ongoing costs of running your business. These are costs that are unavoidable and shouldn’t be ignored when you are working out how much it costs to run your business. Three key examples of ongoing costs are salaries (the wages you pay your employees), taxes (the money you pay to the government), and rent on your buildings.

You should explain what the tax rules are in your state in this part of the document, as business taxes vary wildly across the country. This will be especially important for any international investors.

12. Projections
a team discussing their projectionsThe role of your projections section is to convince the people reading your business plan that your business is built to make money. You want to show possible investors that your company and ideas aren’t a risky investment. Instead, they are a great opportunity.

In this section, you will want to be optimistic but not unrealistic. Again, you do not want to bring investors in with false promises, as this could get you in legal trouble in the future.

Components of a Business Plan Financial Statement
Income statement
This beautiful composition of numbers tells the reader what exactly your sources of revenue are and which expenses you spent your money on to arrive at the bottom line. Essentially, for a given time period, the income statement states the profit or loss (revenue-expenses) that you made.

Balance sheet & Cash flow statement
This section is only for businesses that are already established and are looking for further investments. In this section, you will want to include as much financial information about your company as possible. This is in order to give investors the opportunity to see that your business is already making money and is not a sinkhole for cash.

You should include these documents for the last 5 years or however long your business has been open if less than that:

A complete set of balance sheets
All your cash flow statements
List of company expenses
Income statements
Payroll details
Financial Outlook
In your financial outlook, you want to paint a similar picture of success. You want to use this section to show how your investor’s money could be put to work and make them even more money in return. You should prepare your predictions for the next 5 years.

You should devote more space to the first year, covering it with quarterly reports, rather than annual ones. We would also recommend that you put two 6 month reports in for the 2nd year. You should include the following information in your financial outlook.

Capital expenditure budgets
A complete set of balance sheets
All your cash flow statements
List of company expenses

13. Business Exit Strategy
You are not going to die with your business; neither are your investors. This is why you need to prepare an exit plan not just for yourself but also for your investors. An exit strategy is a method by which entrepreneurs and investors, especially those that have invested large sums of money in startup companies, transfer ownership of their business to a third party, or by which they recoup money invested in the business.

Some forms of exit strategies include, being acquired by another company, the sale of equity, a management-employee buyout, et al

Types of Exit Strategy
Initial public offering (IPO)
Selling your business
Acquisitions and mergers
Liquidation of assets
Management buyout
Family succession
11. Present your Business Plan with PowerPoint
Raising capital is one of the toughest challenges entrepreneurs face in business. Writing a business plan is one thing, doing a business plan presentation to investors is another thing and walking away with the needed capital is the ultimate achievement.

PowerPoint is an efficient way to present anything including a business plan. In the game of business presentations, one key fact that the audience look out for is the simplicity of the information shared. If you are dealing with investors, they would want to see the workability of the business idea and every other details of the project.

List of Equipment for a Business Plan Presentation
Lecture stick
Laptop or desktop computer or tablet PC
Whiteboard
Projector
Microsoft PowerPoint software
Appendices – Prototypes, statements, contracts, legal documents, etc.

Summary
A team with a business plan

Your business plan will help you to gain investors for your business, help you win grants, and get a loan from the bank. However, they don’t stop being useful after you have got the money. Your business plan will continue to be a document you refer to as your company grows.

When you are pitching your business to investors you need to be prepared for anything they could ask. If you put in the time now and follow the guide above, you will be prepared. Spending time on it now will pay off exponentially in the future.

7 Success Keys to Planning a Business That Wins
Many people only dream of building a business empire; others dare the consequences and take the leap into the business world. Statistics reveals that 90% of all businesses started fail in their first five years. Of these failed businesses, 80% were failures right from day one. They fail even before launching because the business was poorly planned. This reminds me of a quote from my mentor:

“A successful business is created before there is a business.” – Rich Dad

For your business to be successful, it has to be strategically planned correctly from the very scratch. It’s just like building a house; you must first plan the structural design before ever embarking on laying the foundation. The same is applicable to starting a business. Below are seven steps to planning a business that wins:

I. Plan a business that can grow with or without you
The first step to planning a business that wins is to make sure the business is modeled to grow with or without you. This is actually where most new entrepreneurs miss it; they build a business around themselves. They start a business to run it themselves; they cherish the idea of being your own boss and doing things their own way.

But building a business with you as the sole proprietor is a poorly planned business and it will not stand the test of time. The point i am trying to emphasize is this; you must design a business that will not lean solely on your shoulders.

II. Create a business that will be driven by your vision
The next step is to plan a business that will be driven by your visions and aspirations. Today, i see businesses without future plans and visions. In the process of designing your business, you must set target milestones to achieve. You must set five year and ten year goals for your business.

But formulating a vision for your business is not as important as making sure that this business of yours is driven by the vision. Your employees, team and the entire system of your business must share in the pursuit of your visions.

III. Create a business that will be bounded by your core values
The third step is to design a business that will be bounded by your core values. Your core belief and values must be instilled on your business. I will drive home my point with the following examples; Sam Walton believed in taking care of his employees and he made it his company’s core value. That’s why Wal-Mart implements a profit sharing plan with its employees.