So
far on business plan preparation, we have examined several key areas on
this page. We have looked at issues about conceptualising your business
idea, your market and marketing plan, costing your products, what kind
of business may be good for you, the financial planning, etc. Having put
such areas in proper perspective, it is important we delve into another
very key aspect that determines whether a business is strong enough to
take off or the idea will only remain a dream.
Today, we shall look at the amount of
money a business requires to run very well. The required capital,
whether for a start-up or an injection to rejuvenate an existing
business, is the amount of money that is needed to bring life into a
business. In a new venture, it is the right amount needed to start the
business in order for it to launch out without any avoidable hiccup. In
an existing business, it is the money needed to reorganise, repackage,
rebrand and re-launch a reengineered business.
Before you step out to open your
business for customers, it is important you identify how much you will
need for each aspect of the business structure so that you can safely
tell the actual amount the business will need to run its operation
smoothly. It doesn’t stop there, knowing the amount you need to spend in
order to make the business run well will help you to identify where the
money will come from. If you fail to answer how much money you will
need as capital for the business and how the money will be made
available before you launch out, soon you may hit a brick-wall that may
sound the death knell of the business.
The required capital needed to do a good
business is in two parts: capital investments and working capital. We
shall analyse this carefully for proper understanding.
Without the right equipment being put in
place, it is risky to start your business. Also your business must be
sited in appropriate location where you have to spend good money on
making the business premise suitable for your activities. The capital
investment in your business is the money you spend on the business
premise and the amount spend on physical or fixed assets – machines,
tools, vehicles, furniture and other fittings, computers, etc.
A very instructive decision is about
where you are going to operate your business from. Do you need to buy a
property, construct a factory and office block or rent a whole apartment
that you can amend to suit your business purpose? Perhaps you may have
to lease a suitable property. Whatever your choice and, depending on
your type of business, you may have to cut down on capital investments.
This often makes many people to start their businesses from in their
home. But there are some businesses that can be started where you live
(at home) and there are some that you dare not start at home.
The unassailable fact is that your
business needs good and appropriate premises to operate from. This will
be a function of the level and manner of business you will be doing and
the kind of clients you will be interacting with. If your business has
to take on the competition and flex some muscle, it means your location,
office setting, ambience, quality of fixtures, and the likes, have to
measure up. This will require you spending good money!
Careful analysis of the above may lead
you to identifying the factors that go into choosing an appropriate
location to start your business. Such factors as size of space needed,
expansion possibility, accessibility to customers, layout
specifications, whether clients must come in or you are the one to go to
them, etc. should be well thought out before you make final decisions.
The analyses may lead you to categorising each factor as highly
important, important, or not important.
In the same vein, it is important you
analyse your business needs carefully to know the kind of equipment you
have to put in place and to know the amount of money you need to invest
in these assets.
Though it is possible to add to or
improve the quality of equipment your business requires to operate very
well, industry demand or level of competition in the market may mean
that there is limit to how far you can manage. In this regard, it is
your duty to be wise in reducing the initial amount to be invested on
assets to the barest minimum but also ensuring you have in place the
fundamental assets that will keep your business competitive.
To acquire these assets, you need money –
some sort of sinking fund that you may not be able to recover until
several years before your business turnover and profits can cover it.
The money for the equipments should be available or you need to adopt
other strategies in order that you can work round the challenges.
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