Fill in a short answer for each section, add your startup costs and your expected monthly revenue and costs, and the tool builds a business plan with a contents list and a 12-month projection. Print it or save it as a PDF, or copy the text into your own document.
The problem and solution section explains why anyone would pay you. Describe the problem in the customer's words, say how they solve it today, and then say what you do differently. If you cannot say it in a few sentences, the idea is probably still fuzzy.
Marketing and operations answer two practical questions: how will customers find you, and how will you deliver what you sell day to day. Name channels, not categories. 'Instagram posts three times a week and a Google Business profile' is a plan; 'social media' is not.
The running total is the number to watch. It starts negative because of your startup costs, and the month it crosses zero is your payback month. If it never crosses zero in twelve months, that is useful to know: either costs have to fall, prices have to rise or the startup costs need to come down.
Change one number at a time to see what matters. Lower revenue by twenty percent and see how far the payback moves. Plans that survive a pessimistic case are the ones worth showing to a lender, because they do not depend on everything going right.
The usual set is an executive summary, the problem and solution, the market, the competition, marketing and sales, operations, the team and a financial plan. This template uses that order. Lenders and investors may ask for extra sections, such as legal structure.
Month 1 revenue is the figure you type. Each later month is the month before it multiplied by one plus your monthly growth rate. Costs stay the same each month. Profit is revenue minus costs. The running total starts at minus your startup costs and adds each month's profit.
With startup costs of $12,000, revenue of $10,000 a month, costs of $6,000 a month and no growth, profit is $4,000 a month. The running total goes -$8,000, -$4,000, $0, so the startup costs are recovered in month 3.
It is a simple estimate built from the numbers you type, with flat costs and steady growth. Real businesses have seasons, taxes, hiring and one-off costs. It is not professional financial advice, so check the figures with an accountant before you rely on them to borrow or invest.
For a small business, five to fifteen pages is common. A one-page version is fine for your own planning. Lenders and investors usually expect more detail in the market and financial sections.
Related: Break-even calculator, Profit margin calculator, Business name generator.
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