BUSINESS PLAN TEMPLATE
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Non-Disclosure Statement
This document contains information, which if disclosed to third parties
could have a detrimental effect. Such information is provided in
confidence under a non-disclosure arrangement and should not be
disclosed to any third party without express written permission from
<Insert Organisation Name>
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Contents
1
Executive Summary .................................................................... 6
2
About the Social Enterprise .......................................................... 6
3
4
5
2.1
Key Facts ............................................................................ 6
2.2
What the Social Enterprise does ............................................. 7
2.3
Personal and Organizational History ........................................ 7
Business Strategy ....................................................................... 7
3.1
Vision, Mission and Values ..................................................... 8
3.2
Aims and Objectives ............................................................. 8
3.3
Purpose of Business Plan ....................................................... 8
3.4
SWOT and PEST ................................................................... 9
Marketing .................................................................................. 9
4.1
The Target Market ................................................................ 9
4.2
Marketing and Communication Strategy .................................. 9
4.3
Routes to Market .................................................................10
Business Operations ...................................................................10
5.1
Premises and Office Space ....................................................10
5.2
Furniture, equipment and other resources ..............................11
5.3
Legal Requirements and Quality Standards .............................11
5.4
Suppliers ............................................................................11
5.5
Managing Risk.....................................................................11
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6
7
8
9
Measuring what matters .............................................................11
6.1
Stakeholders.......................................................................12
6.2
What the Social Enterprise wants to change............................12
6.3
Measuring Change ...............................................................12
6.4
Communicating Impact ........................................................12
Management and Personnel.........................................................12
7.1
Management Team ..............................................................12
7.2
Governance ........................................................................12
7.3
The Team ...........................................................................12
7.4
HR Policies..........................................................................13
7.5
Training and development ....................................................13
Funding and Finance ..................................................................13
8.1
Financial Management..........................................................13
8.2
Income Generation and expenditure ......................................13
8.3
Financial Sustainability .........................................................14
Appendices ...............................................................................14
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General Notes

Keep the plan to about 20 or less pages excluding appendices

Do not use jargon or acronyms that the readers will not understand
1 Executive Summary
This is the section that is most often read and the reader will only read
further if they are interested in finding out more, so this section must be
inspiring and is possibly one of the most important parts of the business
plan. The Executive Summary should not exceed 2 pages and be the first
section in the business plan and contain summarize the main point that
are detailed in the full business plan and include:

Brief introduction to the Social Enterprise

Brief outline of the main products and services being provided

Brief outline of the social and environmental impact of the Social
Enterprise

The purpose of the business plan e.g. Startup, growth etc.

Time frame that the business plan applies to e.g. 1 year, 5 year

Summary of financial forecasts for the Social Enterprise.
To ensure that the summary is easily understandable have it read by
someone that is unfamiliar with the enterprise.
If you the plan changes remember to update the executive summary
2 About the Social Enterprise
2.1 Key Facts
In this section enter details about the Enterprise including:

The name of the Social Enterprise

The legal structure (include details if planning to change in
the future)
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
If applicable the registration number and registration date
with Companies House

If applicable the registration number and registration date
with OSCR

How long the Social Enterprise has been in existence

Trading address, telephone number email address of the
Social Enterprise
2.2 What the Social Enterprise does
Give details of what products and services that are provided by the
Social Enterprise and what sector or business operates in.
2.3 Personal and Organizational History
Provide details about you, your team including details of
achievements to date. Include here

Your skills and expertise

The skills and expertise of your team

The motivations behind the Social Enterprise idea

Successes to date
3 Business Strategy
The focus of this section is to show that you have a vision for the Social
Enterprise and that there are strategies in place to achieve it. The
information provide here should include

The Social Enterprises, vision, mission and values

The aims and objectives of the Social Enterprise

The purpose of the business plan e.g. start up, growth etc

PEST and SWOT
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3.1 Vision, Mission and Values
These should be short and inspiring statements used to
communicate why are we doing it and how are we going to do it.
Vision: This is the principle for which the Social Enterprise has
been created. Normally the vision statement is not changed
e.g. To ensure that all the people in the UK have the best chance to
maximize lifelong learning opportunities.
Mission: This is a statement how the vision will be delivered and
may change over time.
e.g. Create individual supported learning plans
Values: This is a statement details ethical principles and beliefs
that the Social Enterprise will adhere to.
3.2 Aims and Objectives
The aims should be a short statement about what you want the
Social Enterprise to achieve
e.g. The aim is to establish learning establishments throughout
Scotland
The objectives are specific statements about how the aims will be
achieved in the short to medium term
e.g. Open centres in 2 community centres per local authority,
employ qualified tutors
3.3 Purpose of Business Plan
Business Plan scope. Typical scopes for a business plan are:

Outline the 3 to 5 year strategy

Startup

To take advantage of a new business opportunity
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3.4 SWOT and PEST
Any results from SWOT or PEST analysis on the proposed strategy,
can be include either as part of the plan or as appendices.
Remember that any analysis carried out is only valid at the time it
is carried out and the information in this section should be reviewed
regularly.
4 Marketing
Here you should provide details on how the Social Enterprise will market
itself and its products/services and include information on:

The target market

The marketing and communication strategy

Routes to market
4.1 The Target Market
This section contains details of the business sector that the Social
Enterprise is operating in and will include

The target customers (who will pay for the product/service)

The beneficiaries of the product or services provided (clients)

The size of the market and whether it is growing or shrinking

The competitors
4.2 Marketing and Communication Strategy

Explain the features, specifications and specs of the
product/service

The position on the Enterprise in the market

The marketing channels to be used

How you plan to make your products/services known in the
market place
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4.3 Routes to Market
Details of how the products/services will be sold and how will this
will evolve over time. Typical routes to market are:

Direct selling to customers

Tendering

Internet

Commercial outlets

Licensing
5 Business Operations
This section provides details of the practical aspects of delivering the
products/service and includes details on

Premises and office space

Equipment and resources

Legal standards

Quality standards

Suppliers and partners

Managing risk
5.1 Premises and Office Space

Office requirements

Production facilities

Storage

Size

Location

Purchase or lease
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5.2 Furniture, equipment and other resources

Office furniture, desks and chairs

IT infrastructure cabling, Internet access, PCs. Servers,
Software

What is already in place and what needs to be acquired
5.3 Legal Requirements and Quality Standards
Provide brief details of any specific legislation and certifications for
the services or products being delivered, that are required e.g.
registration with Care Commission, Hygiene standards
5.4 Suppliers
This section details shows:

Appropriate suppliers have been identified

A process for selecting and managing suppliers

Understanding supply chain management
5.5 Managing Risk
Risks are events that could have a positive or negative impact on
the operation of the Enterprise. The areas of risk that need to be
considered here are:

Financial e.g. running out of funds

Legal e.g. Lawsuit over intellectual property

Operational e.g. workplace accidents

Human resources e.g. loss of key staff member

Environmental e.g. Flooding
6 Measuring what matters
This section should cover the following

Stakeholders
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
What you are setting out to change

Measuring and monitoring the change

Communicating the impact
6.1 Stakeholders
Who has a vested interest in success of the Social Enterprise e.g.
customers clients
6.2 What the Social Enterprise wants to change
The title says it all.
6.3 Measuring Change
Provide details of how the changes will be measured. Remember to
include the baseline from which the change is being measured.
6.4 Communicating Impact
This gives an opportunity to show the achievements of the Enterprise
and how this impact will be communicated
7 Management and Personnel
The business plan must show that management and staff have the
necessary skills and experience to deliver objectives that this plan relates
to.
7.1 Management Team
Give details of the senior management team including name,
position, responsibilities and experience.
7.2 Governance
Details Board of Directors and their expertise
7.3 The Team
Without giving the names of individuals provide numbers, function
and responsibility of the employees in the Enterprise... This should
both salaried and volunteer staff.
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7.4 HR Policies
Demonstrate that the Enterprise has the necessary HR policies in
place and these should include policies on

Equalities

Volunteering

Health and safety

Employment contracts
7.5 Training and development
This is to show that Enterprise is willing to change and adapt to new
challenges or opportunities. This may also include mentoring
8 Funding and Finance
This section is about translating every aspect of the business plan into
financial terms and to ensure that the Social Enterprise is viable. The key
information required is:

How much finance is required for the plan

How much does it cost operate the Enterprise

What is the monthly cash flow required for the organisation

How is the price for the product/services derived

How much income will the Enterprise generate

How much profit and sustainability
8.1 Financial Management
It is important to show that within the enterprise that there is the
skills and expertise to manage any monies coming into and leaving
the Enterprise
8.2 Income Generation and expenditure
Show the different income streams that Enterprise will use and can
include
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
Trading (selling)

Contracts

Grant Funding

Donations or in kind support
It also necessary to detail expenditure costs of running the
Enterprise these costs can be

Capital costs e.g. purchase of equipment, premises

Overheads e.g. salaries, rent

Variable e.g. hire of temporary staff
Provide a profit forecast It is important to show that the Enterprise
is covering its costs
8.3 Financial Sustainability
Provide forecasts to show how the Enterprise will be financially
sustainable e.g. Trading, Contracts and Grant funding
9 Appendices
Include any additional materials that can backup the information that has
been provided.
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