Developing a Business Plan. 13 March 2013

Transcription

1 Developing a Business Plan 13 March 2013

2 Welcome and introductions 2

3 Contents 1. Brief introduction to Club Leaders 2. Business planning - what, why, who and when? 3. Developing your business plan 4. Structuring your business plan 5. Top tips on developing a business plan 3

4 Introduction to Club Leaders Club Leaders background Part of the Places People Play Olympic legacy programme Uniquely focused on helping club leaders on business aspects of club Tailored for sports clubs Delivered by PwC working with Sport England Available to all clubs and it s all free! What s going on Available to fewer clubs Where to find us Mentoring Seminars Online Resources Available to all clubs 4

5 Introduction to business planning 5

6 Objectives By the end of this seminar you should: Understand what a business plan is, what is its value and function and who you should involve in its creation Know how to begin developing a business plan using a simple framework Take away practical tips on how to structure an effective business plan to meet the needs of your business Know more about how the Club Leaders programme can support you in developing your business planning If you don t know where you are going, any road will get you there 6

7 Business planning - what, why, who and when? 7

8 What is a business plan? Sets out what tactics you will use to implement your strategy and achieve the objectives Spells out what needs to be done, by whom and by when but in itself is not action Focuses on the how rather than the what A business plan should: - contain objectives that can be measured - answer questions that stakeholders should be asking - identify and quantify risks and set out options to mitigate or manage these Do you know where your club will be in 1, 3 or 5 years time? 8

9 Why plan? For you: Helps you understand your business better Gives clear goals and direction shapes your thoughts Identifies where to focuses time and energy For stakeholders (members, funders, sponsors etc.): Demonstrates control over your business Grants are often awards of public (i.e. your) money Who would you award it to? 9

10 Who should be involved? Could be: Owners Management, committee, sub-committee Members Other staff/ volunteers with key skills External advisors Your NGB/CSP etc. 10

11 When to use your business plan Management/committee meetings Regular reviews AGM When making key decisions When applying for funding Your business plan is a living document 11

12 Developing your plan 12

13 A simple framework In its simplest form, there are four major areas of focus to consider when developing a business plan: 1) Where are we now? An appraisal of the club, status review, putting the business in context 2) Where do we want to be? A vision of the future, internal analysis of the business, environmental analysis 3) How do we get there? A framework for action 4) How do we know we are there? Mechanisms for monitoring 13

14 Building your business plan Define mission statement (Purpose, Value, Vision) Internal and External Review (SWOT, PESTEL) Identify strategic objectives Evaluate and choose strategies Identify resourcing implications Agree action plans Establish monitoring mechanisms Where do we want to be? Where are we now? How do we get there? How do we know we are there? 14

15 Vision Where do you want to be? Example mission statements A vibrant, healthy and progressive club that thrives on providing enjoyable tennis playing opportunities. Promoting and encouraging the playing and enjoyment of tennis for all ages, abilities and backgrounds for the community and the visiting public. To give good quality instruction in a safe and friendly atmosphere with well trained and highly motivated staff. To cater for any standard of client, so enabling all abilities direct access to this great sport and pastime, all of which is set in the beautiful countryside of Wiltshire. XX RFC is a community sports club driving rugby success, sporting participation and performance across all ages, genders, and cultures within our community, ensuring an enjoyable experience for members, families and our sponsors both on the pitch and in our community. XX Riding Centre is British Horse Society approved and offers superb equestrian facilities, well schooled horses and ponies and top class tuition at its 25 acre site in the heart of east London. 15

16 Internal and external review Where are you now? Before developing a strategy to help achieve your vision it is important to conduct some form of analysis to consider Where you are now? External Analysis (MACRO) External Analysis (MICRO) Internal Business Analysis 16

17 PESTEL Where are you now? External MACRO factors include wider environmental factors that may influence what the overall decisions you make: Political Economic Societal Technological Environmental Legal External Analysis (MACRO) 17

18 SWOT Where are you now? External Analysis (MACRO) External Analysis (MICRO) Strengths: What does your business do well? Weaknesses: What could your business improve? Internal Business Analysis Internal External Opportunities: What could your business change for the better? Threats: What are the main threats to your business? 18

19 Strategy How do you get there? Example of Vision Our Vision is to provide our members, guests and visitors with a quality golfing experience within a friendly and welcoming atmosphere... Strategy underpinning the vision The club will be managed by appropriately trained staff and volunteers Staff and volunteers will be appropriately recognised for their contributions to the overall club experience The club will regularly seek feedback of its members, guests and visitors and act upon the findings 19

20 Business planning How do you get there? Business plan implementing the strategy Club manager to be responsible for ensuring all staff are appropriately trained Review all staff training and highlight training needs by 31 December 2013 Ensure all staff have completed Exceptional customer service one day training course by 30 April 2013 New staff are to have completed all relevant training with 4 weeks of employment 20

21 How do you know when you are there Your business plan should be set out in a way that means you can measure how you are progressing against it You should review it at regular points to see how you are progressing with it Don t be afraid to change the plan if circumstances change, but also try to plan for changes Remember... Your business plan is a living document 21

22 Structuring your business plan 22

23 Structure your plan Does it flow and makes sense? Tailor to your audience Who will read it? What do they need to know? Logical Supports objectives Does it leave me with a good impression? Complete and relevant Positive Clear messages Can it be read and understood on its own? 23

24 Structure your plan an example Summary Introduction & business description Exec Summary Market & internal situation analysis Marketing & operational plan Main body of plan Summary financial data Resource requirements Detailed appendices & supporting data Appendices 24

25 Top tips Start your planning early - time disappears faster than you think Involve the right people and discuss the plan with anyone affect Be short and concise and only talk about what is relevant Get someone outside of the club to check it makes sense and reads logically Get help where you need it (e.g. NGBs, CSPs) Set realistic and achievable targets; don t make the plan overoptimistic Don t go overboard it needs to include information that is relevant to your club 25

26 Thank you This seminar has been prepared to give general guidance for sports clubs as part of the Sport England Club Leaders programme. It does not constitute professional advice and you should not act upon the information contained in these slides without obtaining specific professional guidance. These slides are not to be used outside of the Club Leaders programme unless delivered in conjunction with Club Leaders or with the written agreement of Sport England. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Sport England, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. The English Sports Council - Sport England 26