Cooperative business plans
There are pros and cons to using a template. The actual plan should say only what it has to say. A lot of the information will come from your feasibility study.
How many units you plan to sell? If the premises are leased state the cost of rent and length of the lease; if they have been purchased, state the value of the property. Very few businesses can get into full production and sales immediately.
Setting up a cooperative business plan
Make the plan your own. The steering committee should now be ready to hold a fourth member exploratory meeting. Getting past the blank piece of paper is the most difficult part of the whole process and the sooner it is done the better. A business plan should not be written and then thrown into the back of a filing cabinet. Directors and managers should use the operational plan to lead and inspire members and staff. Premises Describe the location, size and capacity of premises and any warehouse facilities. Registrations and licences List the registrations and licences that the co-operative has. Another way of looking at what the executive summary says is: What is the problem? For instance, a co-op made up of hay farmers may want to approach overseas markets that need large volumes of hay for their livestock. The list: To provide a structure within which to establish what needs to be looked into. You may wish to explain if there is a backup supplier available. What is going right and what is going wrong? Construct the business plan Read the business plan Do you believe it? Every time you find something worth putting in the business plan do so. How many units you plan to sell?
List any intellectual property protection sought to avoid duplication by competitors. Are the costs on target? These will be used to paint the picture of the capital needs and potential sources of funds to meet the asset needed. Plan for staff selection and recruitment, duties and salary policies, performance monitoring, training, health and safety policies, technologies, record-keeping, banking, taxation, accounts payable and receivable, meeting legal obligations, finding suitable premises and office equipment, use of professionals, service to customers, orders and delivery management, promoting innovation, further research and development, meeting schedules, developing a co-operative culture, appropriate management style, working with members and directors, conflict resolution, compliance with regulations and inspections, and alliances with other co-operatives.
Business plan for small business
Describe the legal nature of your cooperative and explain how decisions are made, such as requiring a vote by all of the members for major decisions. Insurance Describe the insurance that the co-operative has and will be getting. What is the solution? A steering committee should be formed to determine if there is data to support the feasibility of the cooperative. Explain the types of companies you plan to approach. For instance, a co-op made up of hay farmers may want to approach overseas markets that need large volumes of hay for their livestock. Prompts: Do you need financing? The business plan is a road map to launching a cooperative and will allow the Board of Directors to know where they want to be and how to get there. Explain how they are different to others available in the marketplace, and why customers will buy products or services from your co-operative instead of from a competitor. Get advice from everybody. Prompts: What is the purpose of the co-op?
It is not where you start it is where you finish. Having this study prepared in an expert manner will insure the business plan is on solid footings moving forward.
What will be the outcomes? Management The management section explains the structure of your organization, board of directors, identify management and explain why you are particularly suited to the industry you are pursuing.
based on 75 review