The ten frameworks above are considered a generic requirement no matter what the nature of the project. If, as in the case of framework #8, there will be no BEA as such in your particular proposal, then a framework for say, ‘minimum number of subscribing members’ can be presented in a sporting club business proposal thus giving it credibility.

Certainly though its intent is project-related and would detail the specific project under review including a launch date and proposed end state for an ultimate achievement. The Business Plan details what costs and resources are estimated to be involved. It should include details that will demonstrate any social responsibility reward of some kind, or a tangible return on investment and at what point, if any, a break even is reached.

Most critically, the Business Plan must demonstrate that the concept is feasible, (able to be done) and that the project thereafter retains the makings of being viable, (able to be sustained logically in the long term) and must demonstrate objectivity throughout. Upon successful achievement the business plan forms the basis of say a marketing plan.

So, differing profiled frameworks may be required dependent upon the nature of the project. But for the primary party, the frameworks detailed above, once expanded into a set of sub-structure framework elements, will provide evidence that the project has been challenged to a depth that supports or satisfies a third party’s investment consideration.

By addressing the detail required in each of these frameworks and the sub set that follows, the planner is challenged to provide compelling evidence (if to nobody else but themselves), that they be convinced that the project has worth. If the project cannot show objectivity to the majority of frameworks detailed, it may be flawed. And as many worthy entrepreneurs will testify, it is usually only when the ‘house’ has been sold to defray the costs of an insolvency, that objectivity in hindsight is finally reasoned, duly challenged or most likely found to be wanting. Yet had such frameworks been challenged at inception, or at least early on in the implementation phases, an altered approach, or abandonment due to a lack of project viability, could have averted the disappointment that followed.

Business Plan Sub Structure Framework Elements & Prompt Guides

1. Pre-planning Assessment

Third parties need to be given as much information as possible about your project in order that they can assess the proposal they are reviewing. They need to be primed regarding the nature of the project, its history and status in the industry. They should be assisted through the evaluation processes by being prepared and enlightened about any technical aspects of the proposal that may be foreign to them. They must also be convinced that the project can be managed competently by the parties presenting the proposal, since they may not be involved in the operational day-to-day activities of management and so need to rely upon the competence of those intimately involved.

If however, third parties are being offered an active role in your project, these activities must be highlighted so that their investment and involvement obligations can be assessed. They need to know what their participation in the project will entail.

Photographs and visual aid material should be included in a synopsis of the project so that explanations can be kept brief in the planning frameworks. The sub elements are designed to include details of strategic decision-making justifications & outcomes, and reference to visual aids prevents lengthy or often tedious explanations.

In providing detail within the sub structure frameworks, the guidelines below will ensure your project proposal demonstrates that an in-depth investigative process has been followed. And what is assured is that investors can more easily commit to your project and participate willingly without scepticism overriding their support.

1.1 Initiating Parties

• Identify the parties responsible for preparing the primary proposal.
• Detail their interest, shareholding, responsibility or liabilities.
• Include their academic, technical qualifications and experience.
• Including age, gender, and family profile can sometimes be useful.
• Testimonials and character references are often pertinent.

1.2 Project Introduction & Profile

• Give the project a title that suits the proposal.
• Identify the driving forces behind, or in support of the project.
• Itemise the early research findings that fuelled the concept ideals.
• Detail the market gaps or needs the product or service will satisfy.
• Indicate the project duration, an end state and proposed outcomes.

1.3 Situation Analysis

• Outline the industry culture, generic terms and trading mindsets.
• Detail background or historic events that influence the industry.
• Demonstrate specific appeal or any general public acceptance.
• Highlight shortfalls in competitive service, distribution or quality.
• Detail the barriers to entry and any industry growth statistics.

1.4 Pilot Budget Estimates

• Detail the total funding or involvement profile being requested.
• Indicate any funding dates or involvement requirement milestones.
• Outlay how any binding offers or guarantees are to be structured.
• Highlight any resources or equipment being donated to the project.
• Estimate the value of any assets remaining at conclusion of project.