When a company, especially an SME, becomes aware of the urgent need to carry out a Business Plan, there are several ways to carry it out: self-taught, information collected from the Internet, standard software, universities, external consultants and other mechanisms of greater or lesser importance. lower reliability of success.
Why is it necessary to carry out a Business Plan?
- The globalization of the markets has produced a vertiginous advance of the great international consortia. In addition to this, we are living in a time with growing tax burdens, environmental protection and significant changes in the technological, economic, labor, political and social environment. Many small and medium-sized companies (SMEs) find themselves cornered within this new scenario, indeed, a large number are forced to give up. Examples abound, it is not the fault of globalization. The opportunities for SMEs are found precisely in this advance of multinationals, be they new companies or a radical change in the strategy of the survivors. The recurring mistake is the "scared rabbit effect", that is, the fixed and fearful gaze in the face of diminishing opportunities,Instead of systematically concentrating on new niche markets, the Business Plan is a kind of roadmap that shows you the way to the business. Enables executive changes in direction and speed of development.
Expected benefits
- In processes of strategic change of an established company, in the formation of a company, as well as in mergers, incorporation of new partners, sale of companies, etc., both banks and investors are obliged to check the possibilities of generating profits, if not also if the founders or current owners know where the company is, where it wants to go and how its objectives should be achieved. It is a means of help for a precise realization of the business description, taking into account the aspects relevant issues that affect billing. Contains a precise description of the means required by the company to achieve the objectives set. Creates consensus among partners about the direction of the business, reducing internal friction. At the same time, human resources, suppliers,Clients and allies know the current and future direction of the company, which facilitates communication, information and agreements. It contributes in obtaining the necessary capital and specifies how it should be financed. It generates a system of "checklists" and balances for the concentration on the essentials It enables a control of the company through comparison points It contributes to the objective analysis of HR and thus to finding the singularities and strengths of the collaborators.It enables a control of the company through comparison points It contributes to the objective analysis of HR and thus to finding the singularities and strengths of the collaborators.It enables a control of the company through comparison points It contributes to the objective analysis of HR and thus to finding the singularities and strengths of the collaborators.
Do all Business Plans allow meeting these objectives?
Although most Business Plans are similar in their structure, with more or less emphasis on financial, commercial, marketing or productive aspects, the differences can be abysmal especially in that:
- The disposition to a change of thought must be created within the company. Success is directly proportional to the strategy behind it. The type of advice received for its realization, must achieve "extract" the best of all areas of the company and concentrate it towards the most effective objective. The consultants are experienced in the business world and in advising other entrepreneurs, as well as using a methodology that gives dynamism in terms of rapid adaptation to changes.
Business Plans according to ESC ©
Strategy is the way, how and why the human being or a company uses their skills, strengths and means towards a goal. In an even more specific sense, strategy teaches how to use these skills, strengths, and means most effectively.
"The difference between a good and a bad strategy cannot be that great," say many skeptics, conservatives and fearful of a change of thought. The difference in effect is exemplified with David and Goliath, where the "weak" David defeats a substantially "stronger" Goliath. Why? Simply because he used his forces most efficiently and also at the most effective point. David did not know anything about ESC ©, but the principles are similar and applied to the company in Business Plans according to ESC ©.
ESC © - for a tailored suit and the assistance of the “change pilots”
A scientific study recently carried out in Germany: out of every 100 successful companies - especially SMEs - 81 of them work according to the knowledge of EKS® or strategies derived from it, such as ESC ©. The «theory of cybernetic management» was matured in Germany by the systems researcher Wolfgang Mewes in the 50s and 60s and saw the light in the 70s. The movement of his students - today consultants and entrepreneurs - already exceeds 120 thousand and is close to a million companies that have applied it successfully around the world. Gevert & Reinhardt Ltda. - today strategic allies of the Construction Training Corporation - in a version adapted to the universe and mentality of Latin America, introduced it in the region in 1991 under the abbreviation ESC © (= Strategy of Concentrated Senses).
The Business Management Development Center - CGDE -, the services division of the Construction Training Corporation, offers companies from all economic areas advice in carrying out Business Plans through the ESC © methodology.
The phases for carrying out a Business Plan according to ESC © consist of:
1. Present situation and special strengths. Basic condition for success: finding your own special strengths!
2. Most promising field of action for success. The greatest strength is worth nothing if there are no people willing to pay for it.
3. Most promising target group for success. Discover which Target Group has the greatest need for the company's offer.
4. Main Bottleneck of the Target Group. With the solution of the most burning problem, the Target Group is given the greatest utility.
5. Innovation Strategy. Maintain or create advantages through continuous improvement.
6. Cooperation Strategy. Nobody wins alone; what others know how to do better and more efficiently, they should also do.
7. Constant Basic Need. The goal is to become the best "problem solver" in the Target Group.
Three types of advice of your choice, to carry out your Business Plan:
I. Basic
- Strategic diagnosis (interview 3 hours)
- Assessment of the diagnosis by the consultant (3 hours)
- Basic coaching according to ESC © to carry out the Business Plan on their own (15 hours distributed by mutual agreement).
II. Professional
- 1-day strategic diagnosis workshop according to ESC © with company executives
- 5 subsequent meetings of approx. 3 hours to clarify doubts and create pending consensus after the workshop.
- Draft Business Plan drafting, 1 meeting for draft discussion with executives for eventual minor corrections and subsequent delivery of the Business Plan in written form.
III. Foundation of new company
- 1-day strategic workshop according to ESC © with the founders of the company
- 5 subsequent meetings of approx. 3 hours to clarify doubts and create pending consensus after the workshop.
- Draft Business Plan drafting, 1 meeting for draft discussion with executives for eventual minor corrections and subsequent delivery of the Business Plan in written form.
Optional: Subsequent specific consultancies / coaching for the implementation of the Business Plan
Other Optional
- Subsequent specific advice / coaching ESC © for the implementation of the Business Plan Specific advice / coaching in:
- Regulate the Succession
- Complements to the Business Plan in Fundación de Empresa
- Business Management
- Business Strategy
- Secure the Future
