The content of a strategic business plan can vary. There is no established standard or ideal model.
However, due to the nature of the business activity, it must pay special attention to revenue and profit-generating operations, answering the questions what, when, how much, and how to do it.
As a consequence, it should contain
1 As for products and services
Product and service mix, unit and total costs, product launches, and planned enhancements.
2 As for revenue
Sales by product, market, and transaction. Sales prices, sales margins, and payment terms.
3 As for distribution
Sales, costs, incentives, and expected changes by channel
4 As for promotional effort
Promotional actions, allocated resources, and anticipated returns
5 As for production and delivery
Production volumes, product quality, delivery times, and foreseen improvements.
6 As for purchases and inventory
Input volumes and costs, supply alternatives, and stock levels.
7 As for finances
Working capital, investments, and funding. Financial costs and defaults. Profit by revenue, activity, period, and equity capital.
8 As for technology
Current status, planned upgrades, and projected investments.
9 As for human resources
Framework, wages and benefits, and likely adjustments
10 As for stratagems
Strategies, policies, and tactics to be employed.
At the same time, depending on the type of company and its purposes, the business plan may exclude some of that information and add others.
The fundamental is that it demonstrates the performance expectations and how the administration will evaluate them.
C. L. Eckhard, author of Pricing in Agribusiness: setting and managing prices for better sales margins.
Claudio Luiz Eckhard is a former professor, business consultant, and author of the books “Ajustando o Rumo”[Adjusting the Business Course], “Gestão pela Margem”[Management by Margin], “A Empresa Saudável”[The Healthy Company], and “Pricing no Agribusiness”[Pricing in Agribusiness].
