hi to all – this assignment is to do project plan for any business in Sultanate of Oman. please choose any type of business and write on it as the instruction given exactly . make sure no copy or plagiarism . i need it very professional work. – i have attached 2 files . pdf file is the assignment . word file is the instruction how to write the report – number of words 2500. – used Harvard reference style
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MEMBERS NAMES AND ID NUMBERS:
Submitted to: Faculty Name
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Table of Contents
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Business and owner details
Owner (s) Name:
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1.1 Business summary:
Explain your business idea what you are going to sell, where and to whom. Explain your business name
and why you chose it. Describe what type of business you have chosen to be sole trader, limited
company etc. Explain why you have chosen that structure.
1.2 Business aims:
List three to five goals that you want to achieve through your business. For example, you might want to
earn enough money to support your family or get your goods stocked in a particular store. You should
divide your objectives into short-term (one year), mid-term (three years) and long-term (five+ years).
1.3 Financial summary:
Describe your financial goals for your first year the turnover you hope to make and the amount of cash
you hope to have left in the business at end of your first year of trading (these should be the amounts
you worked out in your cashflow). State what money you need to start your business. Explain where you
will get the money from (for example, the bank, The Princes Trust, family) and whether you are
contributing any money yourself. If you are not, explain why not.
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1.4 Your business name:
This is a catchy phrase that goes with your business name and logo for example, Cadburys Crème
Egg how do you eat yours? Not all businesses need a catchy strapline. If you decide to have one it
should emphasise the key selling point of your business, the bit that makes you stand out. It should
be short, simple and catchy and strike a chord with your customers.
1.6 Elevator pitch:
This is a quick two minute summary of your business. Its the few sentences that you choose to tell
potential customers when you have all but two minutes to leave an impression. Your elevator pitch
should clearly state what your business does, who its for and why its different.
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2.1 Why do you want to run your own business?
Why have you decided to start your own business? Why is it the right choice for you and why are you
determined to make it a success? Why do you think you have the skills, knowledge and experience to
make it work?
2.2 Previous work experience:
Describe any experience you have in the activity of your business or in running another business. For
example, if you have worked in the field or if you have helped your family to run a business.
2.3 Qualifications and education:
Explain any qualifications you have which you think will help you to run your business.
Describe any training courses you have been on which will help you to run your business. These might
be business skills courses or courses to develop industry skills, for example, in carpentry or hairdressing.
Give details of any training you plan to do in the future.
2.5 Details of future training courses you want to complete:
Describe your plans to take a course (s).
2.6 Hobbies and interests:
Explain any activities you do in your spare time which will help you to make your business a success.
2.7 Additional information:
Any relevant information
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Products and services
3.1 What are you going to sell?
Is your business going to sell a product, a service or both?
3.2 Describe the basic product/service you are going to sell:
Its functions and features. If your product is hard to explain its a good idea to include a picture.
3.3 Describe the different types of product/service you are going to be selling:
For example, if you were selling t-shirts, you might stock certain colours and sizes. If you were going to
be a plumber you might have two services, one for commercial properties and one for domestic.
3.4 If you are not going to sell all your products/services at the start of your business, explain why not
and when you will start selling them:
You may start your business after having done market research on a sample of products/services. You
may want to wait until you have a regular income before expanding the range of products/ services you
3.5 Additional information:
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4.1 Are your customers:
Your customers might be both individuals and businesses.
4.2 Describe your typical customer:
For example, if they are individuals, broadly how old they are and how much they earn. If they are
businesses, what sector they are in and what size of business they are.
4.3 Where are your customers based?
For example, are they in Oman, in a particular region or worldwide.
4.4 What prompts your customers to buy your product/service?
Describe your customers needs.
4.5 What factors help your customers choose which brand to buy and which business to buy from?
Identify customers choice criteria.
4.8 Additional information:
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5.1 Key findings from desk research:
It involves learning what other people say about your market and finding out basic facts. When writing a
description of your market, you should explain: how big the market is (for example, how many sales
take place in a year?); trends in your market (for example, are sales going up or down? Are people
changing how they buy the product/ service?) any important facts, statistics or events whether the
market is seasonal or dependent on other external factors (for example, the weather)
5.2 Key findings from field research customer questionnaires:
It is the best way of working out if it will be successful. You should ask potential customers to complete
questionnaires. If you are selling a product, you should also carry out test trading to see whether people
will buy your product. Explain how you chose the people who completed the questionnaire and how
many people completed it. Describe the main results. For example how many said they would buy your
product/service? How many would be new customers? How many customers would you be taking off
Questionnaires – When designing questionnaires: keep it short one page with about 10 questions. Ask
questions answered yes/no or with options, such as very happy, happy, unhappy, very unhappy. Ask
specific questions will people buy from your business, at your prices, in your location. Ask if people
buy from a similar business already and if so, which? Would they change to buy from you and if so, why?
Ask if you can keep customers details and contact them when you start trading. Include a copy of the
questionnaire in your business plan.
5.3 Key findings from field research test trading:
The aim is to see if customers will buy your product and at what price. It doesnt have to cost lots to do.
If you complete test trading, you should explain: where you did it and how much it cost; how many
products you tried to sell and at what price; how many products you did sell and at what price; the key
things you learnt; the key things you will change.
5.4 Additional information:
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6.1 Competitor analysis
Find out information about your competitors. Try to do this for at least five competitors.
You need to work out: who they are; where they are; what they sell; how much it costs; how big the
company is what their main strengths and weaknesses are
Table of competitors
and business size
6.2 SWOT analysis
Each part of a SWOT analysis is explained below. Try to think of three points for each category. Make
sure each point is specific to your business.
Positive things about your business that will make it stand out against competitors. These might be
specific to your product/service or more general, such as your location
All the things that could mean you struggle to make your business work. For example, areas that might
be affected by your lack of experience or by lack of money. For each weakness, explain what you are
going to do to address it, for example, more training.
External factors that you and your competitors can take advantage of, for example, changes in the law
or market trends
External factors that could affect how well your business and your competitors do. For example, a large
shopping mall opening up that might take away your customers. Explain how you will prepare for these
and how you will reduce their effect on your business.
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7.2 Unique Selling Point (USP):
Your USP is the thing that makes your business different from your competitors. It might be specific to
your product/service or it might relate to the way you run your business. It would be the reason that
customers stopped using a different business and became your customer. Be specific and avoid clichés,
such as, better quality products, better customer service or cheaper products. Consider how you will
show your customers that you are the better choice.
If you cant think of a USP you need to review and improve your business idea so that there is
something that makes you different or better than your competitors.
Unique Selling Point (USP)
7.3 Marketing strategy
State your marketing action plans in terms of promotions and distribution.
What are you going to do?
Why have you chosen this marketing
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How much will it
Operations and logistics
If you are making your product, how long will it take? If you are buying it, how long will delivery take? Is
there a minimum order? Do you have to pay upfront? How much stock do you really need to order?
8.1 Locations & Facilities
Where will you run your business from? Describe the space and explain why it is suitable. Working from
home may be easiest and cheapest but will it work and do you have permission from the owner or the
local authority? If you plan to rent premises, think about the cost, the type of contract, the facilities (for
example, telephone and internet) and whether it is convenient for your customers. If you are selling on
a market, when will you trade? How do you rent a stall? Is there a waiting list?
INSTRUCTIONS: Describe your companys physical locations. This might be your office, store locations,
manufacturing plants, storage facilities whatever is relevant to your business. How much space do
you have available, and how well will it meet your current and future needs?
INSTRUCTIONS: Describe any important software, hardware, or other information technology that you
use now or plan to use later to operate your business. That might include a point-of-sale system to take
payments, an e-commerce engine for your website, a CRM solution for managing your pipeline,
marketing tools for generating leads, and so on.
8.3 Equipment & Tools
Explain who you have chosen, what they will supply and when you will pay them, for example, upfront
or within 30 days. Consider how your costs and prices will differ if you are buying or selling your
products wholesale. Include at least two quotes and a backup option in case they let you down.
Name and location of
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Reasons for choosing
What equipment do you need for example, a computer, a mobile phone, a sewing machine? What will
you use each item for, how much will it cost and where will you buy it from or do you own it already?
If being bought
New or second hand?
How will you get about for example, to pick up stock or to meet customers? How much will it cost? Do
you need a driving license? If you do and you dont have one, what will you do?
8.5 Legal requirements:
What laws apply to your business, for example, registering with the Council if you deal with food or with
Ministry for VAT if your turnover is over the limit? Do you need a trading license? Where would you go
to get legal advice?
8.6 Insurance requirements:
Insurance protects your business against risks. There are many types, for example, public liability (in
case someone sues because they suffer a loss they think is your fault), contents (to protect stock and
equipment), and goods in transit (to protect goods being moved in vehicles). Make sure you research
which types of insurance you need and include at least two quotes for each.
8.7 Management and staff:
INSTRUCTIONS: List the members of the management team, including yourself. Describe each persons
skills and experience and what they will be doing for the company. Its OK if you dont have everyone for
a complete management team yet. In that case, make sure to identify gaps in your team that you intend
to fill over time.
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INSTRUCTIONS: Describe any mentors, investors, former professors, industry or subject-matter experts,
knowledgeable friends or family members, small-business counselors, or others who can help you as a
Draw an organogram
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Costs and pricing strategy
Number of units in calculation
Total product/service cost
Cost per unit
Price per unit
Profit margin (£)
Profit margin (%)
Mark up (%)
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JJB expects to raise £110,000 of its own capital, and to borrow £100,000 guaranteed by the SBA as a tenyear loan. This provides the bulk of the current financing required.
JJB’s Break-even Analysis is based on the average of the first-year figures for total sales by units, and by
operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. These
conservative assumptions make for a more accurate estimate of real risk. JJB should break even by
the fourth month of its operation as it steadily increases its sales.
Monthly Units Break-even
Monthly Revenue Break-even
Average Per-Unit Revenue
Average Per-Unit Variable Cost
Estimated Monthly Fixed Cost
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Projected Profit and Loss
As the Profit and Loss table shows, JJB expects to continue its steady growth in profitability over the
next three years of operations.
Pro Forma Profit and Loss
Sales and Marketing and Other Expenses
Profit Before Interest and Taxes
Direct Cost of Sales
Total Cost of Sales
Gross Margin %
Total Operating Expenses
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Projected Cash Flow
The cash flow projection shows that provisions for ongoing expenses are adequate to meet JJB’s needs
as the business generates cash flow sufficient to support operations.
Pro Forma Cash Flow
Subtotal Cash from Operations
Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Cash from Operations
Additional Cash Received
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Subtotal Cash Received
Subtotal Spent on Operations
Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Current Assets
Purchase Long-term Assets
Expenditures from Operations
Additional Cash Spent
Subtotal Cash Spent
Net Cash Flow
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The following is a projected Balance Sheet for JJB.
Pro Forma Balance Sheet
Other Current Assets
Total Current Assets
Total Long-term Assets
£5,000 (£44,000) (£103,350)
Other Current Liabilities
Liabilities and Capital
Subtotal Current Liabilities
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Total Liabilities and Capital
The following table represents key ratios for the retail bakery and coffee shop industry. These ratios are
determined by the Standard Industry Classification (SIC) Index code 5812, Eating Places.
Other Current Assets
Total Current Assets
Selling, General & Administrative Expenses
Profit Before Interest and Taxes
Total Debt to Total Assets
Pre-tax Return on Net Worth
Year 3 Industry Profile
Percent of Total Assets
Percent of Sales
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Pre-tax Return on Assets
Net Profit Margin
Return on Equity
Debt to Net Worth
Current Liab. to Liab.
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