Welcome to your
Scotia Plan Writer for business®

To begin your business plan:
Tell us, what business sample most closely resembles your own business?
Lady with strainer

Getting Started

As a small business owner, you've spent a great deal of time considering your business' future and what you hope to achieve.

So why should you write a business plan?


Because writing a business plan can give you:

 

  • an opportunity to consider, and plan for, the right work-life balance for you
  • a user-friendly guide to your business for employees, investors, suppliers, and advisors
  • a yardstick to measure your business' progress
  • a method for identifying opportunities and challenges
  • a tool for thinking through future staffing and financing needs
  • a foundation for a loan application

 

Most important, writing a business plan is a way to help you succeed. That's because writing a plan forces you to answer tough questions about every aspect of your business, including the close relationship between it and your personal life.

Getting Started

What You Can Expect

The most important user of your business plan is you. The information, insights, and strategies you outline will have a direct impact on your own life.

So if you come across a section that you're convinced has no relevance to you and your business, skip it. And, if you're going to be the only user of your plan, feel free to use bullet points and lists instead of complete sentences.

A typical business plan has the following elements:

 

  • The Executive Summary highlights key information and insights from your entire business plan. It's the last section that you'll write, and the first one people will read.
  • Business Description presents background information, defines what's important for you and your business, establishes specific milestones for measuring success in the future, and introduces your product or service.
  • The Marketplace section positions your business in a larger context, identifies and examines your competition, and describes the type of customer your business targets.
  • Sales & Marketing focuses on your business' strategy for attracting and keeping customers.
  • Business Operations outlines how your business works, including supplier and staffing issues.
  • Financial Information considers your personal financial plan and provides financial statements for your business.

 

The Scotia Plan Writer for business™ helps you complete these key elements, while allowing you to customize your finished plan using Microsoft Word to edit and add material.

Menu(open menu dialog window)
Use the menu, available on the top right, to navigate through the tool. It will track which sections of the plan you've completed, and which you'd still like to work on.

Getting Started

Planning Tips

The Scotia Plan Writer for business is designed to help you focus on what's important for you and your business. Here are some tips to help you get the most out of writing your plan:
  1. Before you begin writing, collect relevant materials. These may include:


    • articles you've collected about your industry and your competitors
    • agreements with customers and suppliers
    • résumés of you and your team
    • contact information for your lawyer, banker, accountant or bookkeeper, and insurance agent
    • details of what you personally own and owe
    • tax returns
    • recent financial statements
  2. While the Scotia Plan Writer for business is designed to let you move freely about your business plan, we suggest working through the plan in the order presented—from Business Description through to Financial Information, writing your Executive Summary last.
  3. Try to keep your plan as brief as necessary, while making sure you've covered the key facts.
  4. Consider completing one section of your business plan per day, rather than undertaking the entire plan in one sitting.
  5. Don't worry if you are unable to complete some parts of the business plan on your first attempt. The fact that working through your plan may initially produce more questions than answers is exactly what makes the process so valuable.
  6. You can adapt your business plan for a wide range of readers, from employees to suppliers, investors to advisors. The Tailoring Your Plan component in Using Your Plan explains what sections and materials are most appropriate for different audiences.

Business Description

Like planning a trip, planning for your business begins with two questions:

1. Where are you now?
2. Where would you like to go?

The first section of your business plan is designed to help you answer these questions.

 

  • In Business Overview, you'll give general information about your business.
  • In Personal Goals, you'll state your personal aspirations.
  • In Business Vision, you'll define your business' overall purpose.
  • In Business Objectives, you'll establish specific short-term and long-term goals you can use to measure your business' progress.
  • In Product, you'll describe what your business is selling and what makes it unique.

Business Description

Business Overview

This section presents basic information about your business. Some information you enter will be used to fill in a cover letter and a cover page, if you decide to print them as part of your final document.

 

Helpful tips:

1. If you’re ever unsure, check out the "help"
2. You can save as you go using "save" so you can return later

Both of these can be found in the top right of each page.
General Info
Business/Banking Info
* If you don’t have any shareholders, you may skip this field.
Enter the names of owners or major shareholders.
Name of Owner(s)/Major Shareholders % Ownership
Business Background

Business Description

Personal Goals

As a small business owner, you are your own boss. The plans you make now for your business can help you achieve your personal goals, whatever they may be.

 

It's essential to keep in mind what's important to you and what you want to achieve in both your business and your personal life when writing your business plan.

Personal Goals
Briefly describe what you want your business to make possible for you. In defining your short- and long-term goals, consider these questions:

Business Description

Business Vision

Brief, compelling, and easy to grasp, your Business Vision can be a valuable tool for communicating what makes your business tick to advisors, investors, employees, suppliers, and even customers.

Business Vision
Consider stating your Business Vision in the following way:
"We are committed to providing our key benefit(s) in a way that promotes our value(s) so that we can accomplish our goal(s) as measured by our metric(s)."
For instance, a florist might say,
"Beyond Flowers is committed to providing unique flower arrangements in a way that demonstrates respect for our customers' personal styles, so that we can grow our open definition dialog window: sales and build our reputation.
We will measure our success by an increase in the number of repeat customers and referrals."

Business Description

Objectives

Objectives help you track your business' success according to plan. Your objectives might set targets for sales, profitability, even hours of personal time per week - whatever is most relevant to you, your business, and success as you define it.

Objectives
When setting objectives, remember:

Business Description

Product

Product
Your open definition dialog window: competitive advantage is the hard-to-imitate aspect of your business that provides an edge over the competition. What makes your product or service unique? (open dialog window to learn more about Competitive Advantage) Learn More

The Market Place

As a business owner, you spend a lot of time focusing on details, like how to satisfy a specific customer or negotiate with a certain supplier. But your business also operates within a much larger context.

By thinking carefully about the marketplace in which your business runs, you'll be better prepared to seize opportunities and deal with challenges.

 

  • In Industry, you'll explain factors and trends that affect your business, discuss your industry's future, and estimate the size of your market.
  • In Competition, you'll identify your competitors, and translate their strengths and weaknesses into opportunities for your business.
  • In Customers, you'll describe the type of customers you're targeting, and consider the factors that make them choose your product or service.

The Market Place

Industry Factors & Trends

Every industry is shaped by a range of factors that affect how customers behave and businesses operate. As you consider industry factors and trends, pay special attention to those you think present special opportunities or challenges for your business.

Describe factors and trends affecting your industry, and consider their implications for your business. Issues to think about include:


Demographic: These refer to the basic characteristics your customers tend to have in common, like age, income level, geography or gender. (open dialog window to learn more about Demographic Factors and Trends) Learn More

Social: These are fads or shifts in popular opinion. If you sell desktop calendars, the fact that electronic business organizers are sweeping the nation is an important social trend. (open dialog window to learn more about Social Factors and Trends) Learn More

Economic: These indicate the state of the economy, on both a local and national level. Is the national economy booming? Is your community suffering through a recession, according to your local Chamber of Commerce and the local press? Does your industry tend to cycle between booms and busts, rising and falling with certain economic conditions? (open dialog window to learn more about Economic Factors and Trends) Learn More

Technological: These demonstrate how technology is affecting your industry. For instance, how is the Internet changing who you compete with? How is it changing the way customers research their purchases? Are your suppliers automating their processes? Has your industry been characterized by the same processes for many years, displaying a low rate of technological change? (open dialog window to learn more about Technological Factors and Trends) Learn More

Regulatory: These describe the role government or other rule-making bodies play in your industry. Rules about how businesses must operate often mean that not everyone who wants to can be your competitor. (open dialog window to learn more about Regulatory Factors and Trends) Learn More

Environmental: Many industries have a unique relationship to the environment. Some are seasonal, like patio furniture retailers that do most of their business in the spring and summer. Others like farmers or tourism businesses, can be especially dependent on the right weather conditions. (open dialog window to learn more about Environmental Factors and Trends) Learn More


Where possible, include sources for your information. That way, you'll be able to return to them easily when you update your plan in the future.
Industry Outlook
Industry reports, trade associations, business magazines, and the Internet can all be valuable resources when predicting the future of your industry.
Where possible, include sources for your information. That way, you'll be able to return to them easily when you update your plan in the future.

Where possible, include sources for your information. That way, you'll be able to return to them easily when you update your plan in the future.
Market Size
Imagine you have no competition, and customers' only option is to buy your product or service. How many customers would you have? How much money would your business make? That's the size of your market.

A very small market may mean you'll have to fight tooth and nail with your competitors for every sale. A very large market may lead you to target a relatively narrow group of customers.
(open dialog window to learn more about Market Size) Learn More

The Market Place

Competition

Every dollar a customer spends is a choice made between you and your competitors. That's why your competitors' weaknesses can translate into opportunities for your business. Likewise, their strengths can be challenges your business will have to defend itself against.

If you're starting up or run an established business, understanding your competitors can help you spot the most under-served customers and the greatest opportunities for success.

If you’re winding down, identifying competitors may help you find potential buyers for your business.


Competitive Environment
Provide an analysis of your competition by...
Listing your main competitors. If you compete with many businesses, consider breaking your competition into categories based on what they offer, and present your main competitors in each cetagory. For instance, a tire retailer might compete with other tire stores, auto dealers, independent mechanics, and large hardware chains.
It can also be helpful to rank your competitors in terms of open definition dialog window:Market Share, from those you think do the most business to those you think do the least, or to group them as "large," "mid-size," and "small" competitors. This can help you understand how you competitors share the marketplace, and where you might be able to carve out a piece for yourself. (open dialog window to learn more about Identifying Competitors) Learn More
Describing your competitors' strengths and weaknesses. Consider factors including price, customers service, location, reputation, and the range of services or products they offer. (open dialog window to learn more about Competitors' Strengths and Weaknesses) Learn More
Competitive Opportunities & Challenges
Based on the strengths and weaknesses you've identified, outline key opportunities and challenges for your business. Consider the following questions:

Your business' success depends on your ability to attract customers and keep them satisfied. In fact, satisfied customers are one of the most effective marketing tools you can have, since they refer more customers to your doorstep. In this section, put yourself in your customers' shoes.

Customer Segments
Customer segments are the different types of customers your industry serves. Each segment is bound together by buying behavior, needs, demographics, tastes, or other characteristics

  • If you're starting up, breaking your market into customer segments will give you a sense of the different groups of customers you can choose to target.
  • If you run an established business, breaking your market into customer segments will get you thinking about other types of customers you might want to target.
(open dialog window to learn more about Customer Segments) Learn More
Target Customers
From your list of customer segments, identify your target customers—the type of customer your business focuses on—and their defining characteristics. Ask yourself:
  • What's most important to these customers when buying a product or service like yours? Is it price, quality, convenience, level of service or something else?·
  • How often do they buy? How do they prefer to make their Purchases—by shopping in person, online, or by telephone?·
  • How are these customers currently filling their need for your product or service?·
  • What about your offering will convince them to choose you? (open dialog window to learn more about Target Customers) Learn More

Sales & Marketing

Turning a perfect stranger into a happy customer takes more than a great product or service. People need to know about your offering, be willing to pay for it, and be able to find it.

In this section, you'll outline your strategies for attracting and satisfying customers.

 

  • In Positioning, you'll define how you'd like customers to think about your product or service.
  • In Pricing, you'll discuss the amount you charge customers.
  • In Promotion, you'll outline your plans for informing people about your product or service.
  • In Sales, you'll talk about how and where your product or service is sold, as well as customer service features you offer.

Sales & Marketing

Positioning

Your positioning is your business' answer to the question every customer asks when considering whether or not to buy: "What's in it for me?"

Positioning
By defining what customers value about your product or service or the way it is delivered, your positioning serves as the foundation for all your marketing efforts. The best positioning for your company:

  • appeals directly to your target customers, given what you defined as important to them in your Customers section.
  • sets you apart from the competition, in light of what you learned in your Competitors section.
  • is based on your open definition dialog window:competitive advantage, as defined in your Business Description section.


For instance, customers may believe that your product or service will save them time, save them money, make them feel important, or make them feel safe. (open dialog window to learn more about Positioning) Learn More

Sales & Marketing

Pricing & Promotions

Pricing
The amount you charge for your product or service is a deciding factor in:

  • what customers you attract.
  • how much you sell.
  • how much you earn on each sale.
(open dialog window to learn more about Pricing) Learn More
Promotions
How can potential customers learn about your product or service? When developing promotional or marketing strategies, consider what's most likely to get your target customers' attention.
(open dialog window to learn more about Promotions) Learn More

Happy customers are the key to any business' success. That's why it's important to think carefully about the processes, people, and customer service that surround every sale.

Sales

  • Where do you provide your product or service? In your office or retail store, online, on the phone, or in the customer's home?
  • Who participates in the sale? Do you have Sales representatives that visit prospective customers? Or do you sell through a broker or distributor? Are there salespeople in your store? Or do you do all your business' selling directly?
  • How do customers pay you? By using debit or credit cards, sending a cheque, or handing over Cash?
  • If your business extends credit to customers, what are your open definition dialog window:credit terms? How do you make sure customers are creditworthy and will pay on time?
  • Do you offer any discounts?
  • What are your policies regarding returns, guarantees, and warranties?
  • What sort of after-sale customer service do you offer? (open dialog window to learn more about Customer Service) Learn More

Business Operations

Attracting and holding onto customers is only half the battle. Making your business run as smoothly and efficiently as possible is the other.

In this section, you'll discuss how your business operates.

 

  • In The Team, you'll talk about the key people involved in your business - from your employees to your advisors.
  • In Suppliers and open definition dialog window:Alliances, you'll discuss other businesses that cooperate with your own.
  • In Planned Changes, you'll consider new premises, new open definition dialog window:equipment, other big Purchases, or other changes that you'll need to make to carry out your plan.
  • In Contingency Plans, you'll outline how you've prepared yourself and your business for unexpected challenges.

Business Operations

The Team

Provide profiles of key members of your team, including yourself and any employees you may have.
The Team




If you're starting up or you run an established business, discuss your plans for filling vacant positions or growing your staff. Consider these questions:

  • Why are you hiring?
  • Will hiring help you reach your Personal Goals
  • Does hiring make economic sense for your business?
  • What specific skills will these new employees need to possess?
  • Where do you intend to find new employees?
  • How much are you willing to pay them?
  • How will you train them?
If you're winding down, outline any succession plans that provide for management or ownership of the company after your departure. As you draw up your plans, you may want to get professional advice from a lawyer, an accountant, and your banker.

Business Operations

Suppliers & Alliance

Suppliers

Suppliers who are able to meet your needs reliably and at the right price are essential to your business' success.


If you run an established business, list your key suppliers, the type of product or service you buy from them, and their open definition dialog window:credit terms. Be sure to think about what would happen if you lost one or more of your key suppliers.

  • How easily could you replace them?
  • What other suppliers would you turn to?
  • Also, consider how and when you order and receive products or services from suppliers.
  • Can anything be improved?
If you're starting up,list the kinds of suppliers you'll need, and describe how you intend to find potential suppliers and establish relationships with them.(open dialog window to learn more about Suppliers) Learn More
Alliances

Alliances are special relationships you have with other businesses that complement your products or services with their own. Often, they can help your business reach new customers or better serve existing ones.


List alliances your business has or is considering, detailing the purpose and terms of each. (open dialog window to learn more about Alliances) Learn More

Business Operations

Anticipating Changes

It's likely that your business plan involves adding to or changing some aspect of your business. Such decisions can have a significant impact on your business' financial position, and it's crucial to consider them carefully.
Anticipating Changes

If you run an established business, detail any major additions or changes you are planning to make.

If you're starting up, think about what you need today and what you may need in the future.

Consider:

 

  • How much you expect each purchase to cost.
  • Your reasons for making each purchase, including how it will move your business closer to its goals. If you run an established business, try to show why your current infrastructure is unable to support your requirements.
  • Where you are in the buying process. For instance, have you begun contacting potential suppliers? Do you have quotes for them?
  • How are you paying for these changes?
  • Do your planned changes raise any regulatory issues? For example, do they require new permits or business licenses? Will they affect business taxes and levies? Consider the municipal, provincial, and federal levels of government.
  • If you require financing, what is the total amount you will need to borrow?

You may wish to pursue open definition dialog window:term financing or leasing for such Purchases. Your accountant or banker can help you consider such alternatives. You can learn about Scotiabank's wide range of lending products at Online Tools.


Business Operations

Contingency Plans

As a business owner, it's important to plan for potential changes - in your marketplace, in your community, or in your life. You'll have a much greater chance of succeeding in even the most difficult times if you have a contingency plan.
Contingency Plans

Begin by outlining arrangements you've made or intend to make, to ensure you, your family, your employees, and your business will be able to adapt to potential changes. These may include:

 

  • Personal insurance, like disability and life insurance.
  • A will.
  • Business insurance, like commercial property, interruption, and general liability insurance.
  • Credit insurance.
  • Employee insurance, like worker's compensation insurance. (open dialog window to learn more about Worker's Compensation) Learn More
  • Succession plans that provide for management or ownership of your business in the event you or other key members of your team unexpectedly decide to leave the business or are unable to work.

Finally, turn your attention outward. Ask yourself about sudden challenges that could confront your business. Think about...

 

  • Competitors. What if a major new competitor moves next door?
  • Suppliers. What if a key supplier fails to deliver?
  • Customers. Are you dependent on one or two large customers? Do any of your customers account for a significant portion of your total open definition dialog window:sales? What if one of your best customers leaves, or something happens that significantly affects the demand for your product or service?
  • Labour. What if you can't find employees with the skills required, or there's a strike?
  • Industry trends and factors. What if there are regulatory shifts (e.g. a new local government is elected), economic shifts (e.g. interest rates are raised), or environmental developments (e.g. a weather-related disaster strikes)?

Financial Information

This section rethinks the business plan you've just written, using numbers instead of words. It can help you assess the current and future health of your business, and measure your business' success.

We've done our best to make financial statements understandable. That said, if accounting is not your area of expertise, you may want to work with an accredited accountant or bookkeeper to complete this section.


Especially if you aren't familiar with financial statements, it's a good idea to have your Financial Information section reviewed by a reputable accountant or bookkeeper before you share it with others.

 

  • In Personal Finances, you'll outline what you personally own and owe and consider your plans for your long-term financial well-being.
  • In Business Finances, you'll present financial statements that describe the past, present, and future of your business.
  • In Financial Highlights, you'll have the opportunity to draw key conclusions that will appear at the beginning of the Financial information section in your printed plan.

There are a number of great accounting software programs on the market that can help you complete your Financial Information. If you currently use accounting software to prepare your financial statements, you may use it instead of the templates included here to prepare this section of your business plan.

Financial Information

Personal Finances

As a business owner, your personal finances are closely tied to your business' finances. When your business succeeds, so do you.

Many owners improve their business' chances of success by contributing personal resources in the form of loans and open definition dialog window:cash contributions.

 

That's why it's crucial to develop a personal financial plan that you periodically review in conjunction with your business plan, planning your personal finances and goals with your business'.

 

There are a number of elements to a personal financial plan, from how you manage your open definition dialog window:investments and finance your mortgage, to education, retirement, and will and estate planning.

 

Scotiabank offers a range of tools to help you develop and implement a personal financial plan that will help you achieve your goals—and, in turn, help your business succeed. You can learn more about these tools at Get Growing for Business or speak to your Financial Advisor at your local Scotiabank branch.

Financial Information

Personal Finances Report

About You

About Yourself (Owner)


About You

About Yourself (Owner)


About You

About Yourself (Owner)


Assets

About Your Personal Assets


Assets

About Your Personal Assets


Assets

About Your Personal Assets


Liabilities

About Your Personal Liabilities


Liabilities

About Your Personal Liabilities


Liabilities

About Your Personal Liabilities


Real Estate

Real estate owned (including personal)


Real estate owned (including personal)


Real estate owned (including personal)



Add another residence
Real Estate

Real estate owned (including personal)


Real estate owned (including personal)


Real estate owned (including personal)



Add another residence
Real Estate

Real estate owned (including personal)


Real estate owned (including personal)


Real estate owned (including personal)



Add another residence
Income

Your annual personal income


Income

Your annual personal income


Income

Your annual personal income


Expenses

Your annual personal expenses


Expenses

Your annual personal expenses


Expenses

Your annual personal expenses


Financial Information

Business Finances

If you run an established business, financial statements from the last few years will communicate where your business is coming from. The more years of historical information you provide, the deeper the insight you'll give into your business' financial position and how it has changed over time. If you already have completed financial statements, you may either attach them in this section of your business plan or enter your business' information into the templates provided.

3 financial statements complete the picture of your company:

Whatever life stage your business is in, projected financial statements - or "Pro Forma" statements - can help you work through various "what if" scenarios for your business, and allow you to plan where you want your business to go.

Note: If you are seeking financing for your business, some lenders or investors may require Audited or open definition dialog window:Review Engagement statements prepared by an accredited accountant.

Financial Information

Balance Sheet

A open definition dialog window:Balance Sheet is a snapshot of your business' financial position, taken on a specific day. By drawing up Balance Sheets on the same day each year, you can track your business' progress over time.

Whether you're starting up or you run an established business, create projected Balance Sheets that reflect your business plan. That means estimating your assets, liabilities, and equity for coming years.

A Balance Sheet is divided into 3 sections:

If you run an established business, include past Balance Sheets for your business, ideally for the last three years.

If you're starting up, create a Balance Sheet by detailing assets and liabilities your business already has.

Financial Information

Balance Sheet Report

Current Assets
Please enter your open definition dialog window:Current Assets in the table below:
Change Date Range 31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015 Notes
open definition dialog window:Cash Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Investments Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Accounts Receivable(open dialog window to learn more about Accounts Receivable) Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Inventory(open dialog window to learn more about Inventory) Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Prepaid Expenses(open dialog window to learn more about Prepaid Expenses) Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Current Assets 0 0 0 0 0
Please enter your open definition dialog window: Fixed Assets (net of depreciation(open dialog window to learn more about Depreciation) ) in the table below:
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015 Notes
open definition dialog window: Land and Buildings Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Equipment Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Net Fixed Assets 0 0 0 0 0
Please enter your Other Assets in the table below:
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015 Notes
Intangible Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Long-Term Investments Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Other Assets 0 0 0 0 0
Total Assets
TOTAL ASSETS
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015
0 0 0 0 0
Liabilities
Please enter your open definition dialog window: Current Liabilities in the table below:
Change Date Range 31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015 Notes
open definition dialog window: Short-Term Debt Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Accounts Payable Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Taxes Payable Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Current portion of
open definition dialog window: Long-Term Debt
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Current Liabilities 0 0 0 0 0
Please enter your open definition dialog window: Long-Term Liabilities in the table below:
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015 Notes
Long-Term Debt Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window: Owner/Shareholder’s Loans Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Long-Term Liabilites 0 0 0 0 0
Total Liabilities
TOTAL LIABILITIES
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015
0 0 0 0 0
Please enter your Equity in the table below:
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Equity
TOTAL EQUITY
0 0 0 0 0
Total Liabilities and equity
TOTAL LIABILITIES
AND EQUITY
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015
0
0
0
0
0

Financial Information

Income Statements

An open definition dialog window: Income Statement is a summary of your business' performance over a specified period of time, normally one year.

It starts with your business' revenues (also called sales) and subtracts the expenses incurred to generate those revenues. The result is your business' net profit or loss.

If you run an established business, include Income Statements for your business, ideally for the last three years.

Whether you're starting up or you run an established business, create Pro Forma, or projected, Income Statements that reflects your business plan.

That means estimating your sales, cost of goods of sold (for non-service businesses), expenses - including depreciation, interest, and income taxes - and profit for coming years. (open dialog window to learn more about Projected Income) Learn More

Financial Information

Income Statement Report

Sales
Sales Table
Change Date Range 01/02/2014 01/02/2015 01/02/2015 01/02/2015 01/02/2015 Notes
Sales Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Cost of goods sold table
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015 Notes
open definition dialog window: Opening Inventory Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Add open definition dialog window: Purchase Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Add open definition dialog window:Direct Costs Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Less open definition dialog window: Ending Inventory Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Costs of Goods Sold 0 0 0 0 0
gross profit table
open definition dialog window: Gross Profit
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015
0 0 0 0 0
Expenses
Expenses
Change Date Range 01/02/2014 01/02/2015 01/02/2015 01/02/2015 01/02/2015 Notes
Owner's Salaries Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Employee Wages(open dialog window to learn more about Employee Wages) Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Accounting and Legal Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Advertising and Promotion Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Automobile and Travel(open dialog window to learn more about Automobile and Travel) Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Bad Debts Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Business Taxes, Fees, Licences Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Rent Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Insurance Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Bank Charges Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Utilities Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Other Office Expenses Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Depreciation and open definition dialog window:Amortization Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Expenses 0 0 0 0 0
Net Profit Before Income Taxes
Net Profit Before Income Taxes
31/01/2014 31/01/2015 31/01/2015 31/01/2015 31/01/2015
0 0 0 0 0
Imagine you have no competition, and customers' only option is to buy your product or service. How many customers would you have? How much money would your business make? That's the size of your market.

A very small market may mean you'll have to fight tooth and nail with your competitors for every sale. A very large market may lead you to target a relatively narrow group of customers.
Estimate the size of the market for your product or service. Be sure to cite sources of your information. Learn More
Enter text here

Financial Information

Cash Flow Report

Cash Receipts
Select Your Year:
Select your month groupings:
Cash Receipts
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
open definition dialog window:Cash sales Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Collection of
Accounts Receivable
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Loan Proceeds Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Owner's Equity Contribution Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Sales of open definition dialog window:Assets Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Cash Receipts 0 0 0 0 0 0 0 0 0 0 0 0
Cash Receipts
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
open definition dialog window:Cash sales Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Collection of
Accounts Receivable
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Loan Proceeds Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Owner's Equity Contribution Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Sales of open definition dialog window:Assets Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Cash Receipts 0 0 0 0 0 0 0 0 0 0 0 0
Cash Receipts
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
open definition dialog window:Cash sales Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Collection of
Accounts Receivable
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Loan Proceeds Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Owner's Equity Contribution Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Sales of open definition dialog window:Assets Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Cash Receipts 0 0 0 0 0 0 0 0 0 0 0 0
Cash Disbursements
Select Your Year:
Select your month groupings:
Cash Disbursements
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
Direct Costs Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Purchase of
Material Assets
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Purchase of
open definition dialog window:Fixed Assets
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Owner's Salary Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Employee Wages Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Accounting and Legal Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Advertising and Promotions Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Automobile and Travel Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Business Taxes, Fees, Licences Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Rent Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Insurance Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Payments on Loans/Mortgages Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Interest Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Bank Charges Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Utilities Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Other Office Expenses Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Income Tax Payments Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Owner's Draw or Dividends Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Cash Disbursements 0 0 0 0 0 0 0 0 0 0 0 0
Cash Disbursements
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
Direct Costs Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Purchase of
Material Assets
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Purchase of
open definition dialog window:Fixed Assets
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Owner's Salary Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Employee Wages Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Accounting and Legal Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Advertising and Promotions Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Automobile and Travel Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Business Taxes, Fees, Licences Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Rent Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Insurance Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Payments on Loans/Mortgages Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Interest Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Bank Charges Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Utilities Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Other Office Expenses Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Income Tax Payments Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Owner's Draw or Dividends Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Cash Disbursements 0 0 0 0 0 0 0 0 0 0 0 0
Cash Disbursements
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
Direct Costs Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Purchase of
Material Assets
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Purchase of
open definition dialog window:Fixed Assets
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Owner's Salary Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Employee Wages Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Accounting and Legal Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Advertising and Promotions Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Automobile and Travel Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Business Taxes, Fees, Licences Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Rent Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Insurance Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Payments on Loans/Mortgages Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Interest Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Bank Charges Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Utilities Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Other Office Expenses Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Income Tax Payments Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
open definition dialog window:Owner's Draw or Dividends Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only. Enter numbers only.
Total Cash Disbursements 0 0 0 0 0 0 0 0 0 0 0 0
Totals
Select Your Year:
Select your month groupings:
Totals
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
Increase (Decrease) in Cash 0 0 0 0 0 0 0 0 0 0 0 0
Opening Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0
Closing Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0
Totals
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
Increase (Decrease) in Cash 0 0 0 0 0 0 0 0 0 0 0 0
Opening Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0
Closing Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0
Totals
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Notes
Increase (Decrease) in Cash 0 0 0 0 0 0 0 0 0 0 0 0
Opening Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0
Closing Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0

Financial Information

Ratios

Financial ratios - calculations that relate one item in your financial statements to another - can be valuable tools for assessing your business' financial well-being. We've included some of the more common ones below.


In most cases, the usefulness of financial ratios depends on a clear understanding of the relationship between the numbers used and their implications for your day-to-day business.


That's why, unless you have a strong understanding of accounting principles, you may want to ask your accountant or bookkeeper to help you interpret your financial statements and financial ratios.

open definition dialog window: Current Ratio = open definition dialog window: Current Assets / open definition dialog window: Current Liabilities
The Current Ratio is a measure of liquidity. Liquidity describes your business' ability to meet current obligations, like paying supplier invoices or making upcoming loan payments, from assets that can be quickly turned into open definition dialog window: cash. Generally, the higher the Current Ratio, the more confident you can be of your business' ability to pay short-term obligations. A current ratio of less than 1:1 may mean your business does not have sufficient resources to meet its commitments in the near future and needs additional financing.

open definition dialog window: Return on Equity Ratio = Net Profit / Total Equity
The Return on Equity Ratio measures the return your business generates for owners who have invested in it. By measuring the percentage return to owners on their cash equity contributions, it is a general indicator of how efficiently your business makes use of owners' money.

open definition dialog window: Gross Profit Margin = Gross Profit / open definition dialog window: Sales
For non-service businesses, Gross Profit Margin captures the relationship between sales and open definition dialog window: cost of goods sold. A low Gross Profit Margin may indicate that your business is selling goods at too low a price, that demand for your product is weak, or that direct material, direct labour, or manufacturing overhead costs can be better controlled.

open definition dialog window: Net Profit Margin = Gross Profit / Sales
The Net Profit Margin is the percentage of each dollar of sales that remains after all expenses have been deducted. When compared to your Gross Profit Margin, Net Profit Margin can be an important indication of how your business manages its expenses.

open definition dialog window: Debt to Equity Ratio = Total Liabilities / Total Equity
The Debt to Equity Ratio describes the relationship between liabilities and equity. It compares the level of financing provided by creditors like suppliers and banks to the amount that owners have invested in the business.

Financial Information

Highlights

Here you have the option to give a summary of, or state key conclusions you've drawn from, your financial statements. These highlights will appear at the front of the Financial Information section of your finished plan.
Highlights
You may choose to include:

  • The level of open definition dialog window: sales your business will achieve.
  • The level of profits your business will achieve.
  • The timing and amount of financing requirements, along with how your business plans to obtain financing.

Now that the key components of your business plan are in place, you're ready ti transform them into a finished document.

In Executive Summary, you'll provide an essential quick reference for readers (including yourself) by summarizing the key findings of your plan.

In Presentation, you'll have the opportunity to add a customized cover letter, cover page, and table of contents to your plan.


Executive Summary

The last section you'll write and the first one read, the Executive Summary is a very important page of your business plan.


It serves as both an introduction to your plan and a wrap-up of your key findings, insights, and strategies. Well-written, enthusiastic, and to-the-point, it convinces readers to delve deeper.

 

Even if you're only preparing your plan for your own use, it's a good idea to write an Executive Summary, since it gathers the main points of your plan in one place.

 

Your Executive Summary should be brief. It may include:

 

  • A clear statement of what you hope to achieve by presenting your plan to the intended audience (e.g. to obtain financing from investors, to train employees, or to educate suppliers)
  • A short description of your business.
  • An introduction to your product or service and your open definition dialog window: competitive advantage.
  • Your business' goals for the future.
  • Key characteristics of your market and target customers.
  • Financial highlights.
  • Critical next steps for your business, like funding needs you anticipate or staffing gaps that need to be filled.
Presentation

Cover Letter:

When submitting your business plan to people outside your business, a cover letter can be a simple, effective way to break the ice, introduce your plan, and establish your professional credibility.


The Scotia Plan Writer for business™ includes a standard cover letter that you can customize to reflect the unique interests of your audience.


Who will you be addressing the cover letter to?
What would you like the salutation to be? "Dear <Recipient Name>" would be a typical salutation.

Home

Using My Plan

Congratulations! You're already to begin using your business plan to help you achieve success on your own terms.

  • In Tailoring Your Plan, you'll get guidance on what parts of your plan may be appropriate for different people.
  • In Looking Forward, you'll find tips for getting the most from your plan in the future.

Remember, different circumstances and different audiences require different things from your business plan.

 

In presenting your business plan to a new employee, for instance, your Executive Summary might be more focused on your Business Vision, and you may choose not to share your Financial Information.

 

That's why the Scotia Plan Writer for business™ is designed for flexibility once you publish your plan.

 

Using Microsoft Word, you can:

 

  • spell check your plan.
  • delete, change or add sentences.
  • print out specific sections of your plan, or the whole document.

Using My Plan

Tailoring Your Plan

By reading below, you can find ideas about which sections of your plan will be relevant to different people, plus materials you should consider including in an appendix to appeal to them. In each case, you'll want to tailor the Executive Summary to your audience.


Most readers of your plan will appreciate you keeping your plan as short as possible, even as you include the key facts they need.

Your banker will likely be interested in seeing your entire plan, to test your assumptions, ensure you haven't overlooked anything, and make sure any financial solutions he or she offers fit with your personal and business needs.

If you're seeking financing, your banker will likely pay special attention to your estimates for upcoming open definition dialog window: purchases in Planned Changes, and may require your Personal open definition dialog window: Statement of Net Worth.

In addition, he or she will carefully review your Financial Information, and may request Audited or Review Engagement financial statements prepared by an accountant. It's always a good idea to check with your banker to confirm what information they need before presenting them with your plan.

Your accountant may be especially interested in the Business Description section, and your goals and objectives in particular; Business Operations, which will give them insight into the operations behind your financial statements; and Financial Information.

Like your banker, your accountant will be able to serve you better if he or she understands both your personal and business needs.

Potential investors will want to see your entire plan, so they can make an informed decision about whether your business is the best investment for them.

When it comes to Financial Information, they may request Audited or Review Engagement financial statements prepared by an accountant.

While you may choose to withhold your Personal Goals and Personal Finances, consider including an Appendix that includes references for your professional advisors; résumés of your team; photographs of your product or service; and past advertisements and promotional materials.

Business/Personal Advisors may be interested in seeing your entire plan, so they can pose questions and offer insight. You may choose not to share personal sections of the plan - like your Personal Statement of Net Worth - with your business advisors.

To give your advisors the most complete picture possible, consider adding an Appendix that includes references for your banker, lawyer, accountant or bookkeeper, marketing consultant, and insurance agent; résumés of your team; photographs of your product or service; past advertisements and promotional materials; and competitors' advertisements, and other materials about them.

Your marketing consultant may pay special attention to the Business Description section (excluding your Personal Goals), especially your objectives and your description of your product or service; The Marketplace, which offers understanding about the environment in which your business competes; and open definition dialog window: Sales & Marketing, where your marketing consultant may offer suggestions for refining your strategies.

Consider adding an Appendix that includes: photographs of your product or service, past advertisements and other promotional materials, and competitors' advertisements and other materials about them.

Your lawyer may be most interested in Business Description, The Marketplace, and Business Operations, all of which may provide special insight into legal issues. Your lawyer may also want to see Financial Information.

Your existing employees may benefit from reading your entire plan, although you may choose not to share your Personal Goals and Personal Finances.

Prospective employees may be able to get a much better sense of your business if you share Business Description (excluding Personal Goals), Sales and Marketing, and an appendix that includes résumés of your staff, past advertisements and promotional materials, and photographs of your product or service.

Potential buyers of your business may have their interest piqued by the Business Overview and Product or service description in Business Description.

As negotiations progress, you might consider sharing The Marketplace, Sales & Marketing, Business Operations, and your business' Financial Information.

Using My Plan

Looking Ahead

After you complete your business plan, you're in a position to transform what you've learned into action.


Too dependent on a single supplier? It's time to find another. A new customer moved into the neighbourhood? It's time to knock on their door. Take decisive action to seize opportunities and overcome challenges you've identified.


Here are some guidelines to using your plan in the coming weeks, months, and years:


  1. Share your business plan with people you trust - your banker, colleagues in the industry, your advisors, our family. What questions do they have? Do they have suggestions about how you can improve your plan?

  2. Use your findings from your open definition dialog window: Cash Flow Projections to get cash in hand before you need it. The earlier you address financing needs, the better positioned you'll be to achieve your goals.

    Will you put more money in the business, seek outside investors, or apply for a loan? Talk to your banker about financing options.

  3. Measure your progress on a monthly basis. Your business plan is really a benchmarking tool - it's a way for you to see whether your company is meeting your expectations.

    How is your actual performance comparing to your projected Income Statements and your Cash Flow Projections? Are you on track to meet your Business Objectives? Are you staying true to your PersonalGoals?

  4. Use your business plan to communicate with suppliers, advisors, professionals, and employees. The better people understand your business, the better they'll be able to work with you.

  5. Review your business plan at least once a year, and consider revising it whenever significant changes occur in your personal life, inside your business, in the marketplace, or in the economy.

  6. Be sure to discuss changes in your plan with key advisors, like your banker, accountant, and lawyer.