TEMPLATE: Business Plan for a Creative Business

created by Monica Davidson, Freelance Success

How to complete:
This business plan consists of more than 150 questions divided into several
sections, which then form the narrative of a business plan. Work through the
sections in any order that you want, except for the Executive Summary, which
should be done last. Skip any questions that do not apply to your type of business.
When you are finished writing your first draft, youll have a collection of small
essays on the various topics of the business plan. Then youll want to edit them into
a smooth-flowing narrative for someone else to read.
The true value of creating a business plan, whether its designed for someone else
to read or not, is not in completing the plan - the value lies in the process of
researching and thinking about your creative business in a systematic way, and with
an eye to the way that traditional or non-creative business might be assessed. The
act of planning helps you to think things through, helps you figure out the areas that
require more study and research if you are not sure of the facts, and it helps you to
look at your ideas critically. It takes time now, but avoids costly, perhaps disastrous,
mistakes later. Also be sure to keep detailed notes on your sources of information
and on the assumptions underlying your financial data
This business plan is a generic model suitable for all types of creative businesses.
However, you should modify it to suit your particular circumstances. Before you
begin, review the section titled Refining the Plan, found at the end. It has tips for
fine-tuning your plan to make an effective presentation to potential investors or
bankers. If this is why youre creating your plan, pay particular attention to your
writing style. You will be judged by the quality and appearance of your work as well
as by your ideas.
It typically takes at least a week to complete a good plan. Most of that time is spent
in research and re-thinking your ideas and assumptions, which is where the value of
the process lies. Set aside time to do the job properly. Those who do never regret
the effort.
And finally, dont forget that business planning is a lifelong activity. Its not
something that we only do at the beginning, or when we need a loan. A business
plan is an organic, growing document that needs to be reviewed and refreshed
every 12 months or so.
Page 1 of 28
Business Plan
TITLE PAGE
(Feel free to design this and make it match your overall brand
OWNERS
Your Business Name
Street Address
Address 2
City, State, Postcode
Telephone
E-Mail
Website
Page 2 of 28
I. Table of Contents
Page 3 of 28
II. Executive Summary
Write this section last.
Try and keep it at two pages or fewer.
Imagine that you were having a five minute meeting with a potential investor or
bank manager. What would you like to say in that short amount of time?
Explain the fundamentals of the proposed creative business: What is your service?
Do you offer products as well? Perhaps youre a writer who can sell cpies of your
books or other written offerings.
Or are you a product supplier who can offer services too? Perhaps youre a visual
artist who makes goods, and can also offer training or studio tours?
Who will your clients or clients be? Who are the owners of this busiess? What do
you think the future holds for your business and your industry?
Make it enthusiastic, professional, complete, and concise.
If applying for a loan, state clearly how much you want, precisely how you are going
to use it, and how the money will make your business more profitable, thereby
ensuring repayment.
Page 4 of 28
III. General Business Description
What business will you be in? What will you do?
Mission Statement: Many businesses have a brief mission statement, usually in 30
words or fewer, explaining their reason for being and their guiding principles. If you
want to draft a mission statement, this is a good place to put it in the plan. Research
mission statements online to get a feel for how they are written.
Business Goals and Objectives: Goals are destinations - where you want your
business to be. Objectives are progress markers along the way to goal
achievement. For example, a goal might be to have a healthy, successful business
that is a leader in your field and that has a loyal client following. Objectives might be
annual turnover targets and some specific measures of client satisfaction.
Business Philosophy: What is important to you in business?
Who are your potential clients or customers? To whom will you market your
products? (State it briefly hereyou will do a more thorough explanation in the
Marketing Plan section).
Describe your creative industry. Is it a growth industry? What changes do you
foresee in the industry, short term and long term? How will your business be poised
to take advantage of them?
Describe your most important business strengths and core competencies. What
factors will make the business succeed? What do you think your major competitive
strengths will be? What background experience, skills, and strengths do you
personally bring to this new venture?
Legal form of ownership: Sole trader, partnership, proprietary limited company,
special purpose vehicle, co-operative? Which one are you, and why have you
selected this form?
Page 5 of 28
IV. Products and Services
Describe in depth your products or services (technical specifications, drawings,
photos, sales brochures, and other bulky items belong in Appendices).
What factors will give you competitive advantages or disadvantages? Examples
include level of quality or unique or proprietary features.
What are the pricing, fee, or leasing structures of your products or services?
Page 6 of 28
V. Marketing Plan
Market research - Why?
No matter how good your product and your service, your business cannot succeed
without effective marketing, and this begins with careful, systematic research. Even
if you feel that you know your intended market, do as much research as you can to
make sure youre on track. Use the business planning process as your opportunity
to uncover relevant information and to question your marketing efforts. Your time
will be well spent.
Market research - How?
There are two kinds of market research: primary and secondary.
Secondary research means using published information such as industry profiles,
trade journals, newspapers, magazines, census data, and demographic profiles.
This type of information is available online, in public libraries, industry associations,
chambers of commerce, from vendors who sell to your industry, and from
government agencies.
Start with your local library. Most librarians are pleased to guide you through their
business data collection. You will be amazed at what is there. There are more
online sources than you could possibly use. Your chamber of commerce has good
information on the local area. Trade associations and trade publications often have
excellent industry-specific data. Also go to your professional association or union if
you have one, and government departments that deal with your area of the arts.
Primary research means gathering your own data. For example, if youre thinking
of opening a shopfront then do your own traffic count at a proposed location, use
the web to identify competitors, and do surveys or focus-group interviews to learn
about consumer preferences. Professional market research can be very costly, but
there are many books that show small business owners how to do effective
research themselves.
In your marketing plan, be as specific as possible; give statistics, numbers, and
sources. The marketing plan will be the basis, later on, of the all-important sales
projection.
Page 7 of 28
Economics
Facts about your industry:

What is the total size of your market?

Current demand in target market.

Trends in target market - growth trends, trends in consumer preferences, and

trends in product or service development.

Growth potential and opportunity for a business of your size.

What barriers to entry do you face in entering this market with your new
company? Some typical barriers are:
o
High capital or start-up costs
o
High production costs
o
High marketing costs
o
Consumer acceptance and brand recognition
o
Training and skills
o
Unique technology and patents
o
Unions
o
Shipping costs

How will you overcome the barriers?

How could the following affect your business?

o
Change in technology
o
Change in government regulations
o
Change in the economy
o
Change in your industry
Products and/or Services
In the Products and Services section, you described your products and services as
you see them. Now describe them from your clients point of view, and outline the
features and benefits. For each product or service:

Describe the most important features. What is special about it?

Describe the benefits. That is, what will the product or service do for the
customer?
Whats the difference between features and benefits? For example, a house gives
shelter and lasts a long time, and is made with certain materials and to a certain
design; those are its features. Its benefits include pride of ownership, financial
security, providing for the family, and inclusion in a neighbourhood. You build
features into your product or service so that you can sell the benefits.
Also,what after-sale services will you give? Some examples are discount on next
service, 2-for-1 offers, warranty, service contracts, support, follow-up and so on.
Page 8 of 28
Clients
Identify your targeted clients, their characteristics, and their geographic locations,
otherwise known as their demographics.
The description will be completely different depending on whether you plan to sell to
other businesses or directly to consumers. If you sell a consumer product, but sell it
through a channel of distributors, wholesalers, and retailers, you must carefully
analyse both the end consumer and the middleman businesses to which you sell.
You may have more than one client group. Identify the most important groups.
Then, for each client group, construct what is called a demographic profile:

Age

Gender

Location

Income level

Social class and occupation

Education

Other (specific to your industry)

For business clients, the demographic factors might be:

Industry (or portion of an industry)

Location

Size of firm

Quality, technology, and price preferences

Other (specific to your industry)

Competition
What other businesses and/or products will compete with you? List your major
competitors. Will they compete with you across the board, or just for certain
products, certain clients, or in certain locations?
Will you have important indirect competitors? (For example, Foxtel competes with
cinemas, although they are different types of businesses.)
How will your products or services compare with the competition?
Page 9 of 28
Use the Competitive Analysis table below to compare your business with your two
most important competitors. In the first column are key competitive factors. Since
these vary between industries, you may want to customise the list of factors.
In the column labelled Me, state how you honestly think you will stack up in clients'
minds. Then check whether you think this factor will be a strength or a weakness for
you. Sometimes it is hard to analyse our own weaknesses, so be as honest as you
can here. Better yet, ask someone else to assess you, this can be a real eye-
opener. And remember - you cannot be all things to all people. In fact, trying to be
causes many business failures because efforts become scattered and diluted. You
want an honest assessment of your business strong and weak points.
Now analyse each major competitor. In a few words, state how you think they
compare.
In the final column, estimate the importance of each competitive factor to the
clients. 1 = critical; 5 = not very important.
Table 1: Competitive Analysis
FACTOR Me Strength Weakness
Competitor
A
Competitor
B
Importance
to Client
Service
Price
Quality
Selection
Products
Reliability
Stability
Expertise
Reputation
Location
Appearance
Creativity
Awards
Advertising
Image
Page 10 of 28
Now, write a short paragraph stating your competitive advantages and
disadvantages. This should feature underneath your competitive analysis.
Niche
Now that you have systematically analysed your industry, your service, your clients,
and the competition, you should have a clear picture of where your business fits into
the world.
In one short paragraph, define your niche, your unique corner of the market.
Strategy
Now outline a marketing strategy that is consistent with your niche.
Promotion
How will you get the word out to clients?
Advertising: What media, why, and how often? Why this mix and not some other?
Have you identified low-cost methods to get the most out of your promotional
budget?
Will you use methods other than paid advertising, such as social media, attending
events, printed material, word of mouth (how will you stimulate it?), and network of
friends or professionals?
What image do you want to project? How do you want clients to see you?
What plans do you have for graphic image support? DO you have a brand? This
includes things like logo design, cards and letterhead, brochures, signage, and
interior design (if clients come to your place of business).
What about a system to identify repeat clients and then systematically contact
them?
Promotional Budget
How much will you spend on the items listed above?
Before startup? (These numbers will go into your startup budget.)
Ongoing? (These numbers will go into your operating plan budget.)
Page 11 of 28
Pricing
Explain your method or methods of setting prices. For most small businesses,
having the lowest price is not a good policy. It robs you of needed profit margin;
clients may not care as much about price as you think; and large competitors can
undercut you anyway. Usually you will do better to have average prices and
compete on quality and service.
Does your pricing strategy fit with what was revealed in your competitive analysis?
Compare your prices with those of the competition. Are they higher, lower, the
same? Why?
How important is price as a competitive factor? Do your intended clients really make
their purchase decisions mostly on price?
What will be your client service policy?
Proposed Location
You may not need a location outside the home, but if you do, think about what you
want and need in a location. Many startups run successfully from home for a while.

You will describe your physical needs later, in the Operational Plan section. Here,
analyse your location criteria as they will affect your clients.

Is your location important to your clients ? If yes, how?

If clients come to your place of business:

Is it convenient? Parking? Interior spaces? Not out of the way?

Is it consistent with your image?

Is it what clients want and expect?

Where is the competition located? Is it better for you to be near them (like art
galleries or groovy cafes) or distant (like boring office buildings)?
Distribution Channels
How do you sell your services or products?

Direct (mail order, Web, catalogue)

Wholesale

Retail

Your own sales force

Agents

Independent representatives

Bid on contracts
Page 12 of 28
Sales Forecast
Now that you have described your products, services, clients, markets, and
marketing plans in detail, its time to attach some numbers to your plan.
Use a sales forecast spreadsheet to prepare a month-by-month projection. The
forecast should be based on your historical sales, the marketing strategies that you
have just described, your market research, and industry data, if available.
You may want to do two forecasts:
1) a "best guess", which is what you really expect, and
2) 2) a "worst case" low estimate that you are confident you can reach no matter
what happens.
Remember to keep notes on your research and your assumptions as you build this
sales forecast and all subsequent spreadsheets in the plan. This is critical if you are
going to present it to funding sources.
Page 13 of 28
VI. Operational Plan
Explain the daily operation of the business, its location, equipment, people,
processes, and surrounding environment.
Production
How and where are your products or services produced?
Explain your methods of:

Production techniques and costs

Quality control

Customer service

Inventory control

Product or service development

Location
What qualities do you need in a location? Describe the type of location youll have.
Physical requirements:

Amount of space

Type of building

Zoning

Power and other utilities

Access:

Is it important that your location be convenient to transportation or to suppliers?

Do you need easy walk-in access?

What are your requirements for parking and proximity to freeway, airports,
railroads, and shipping centres?
Include a drawing or layout of your proposed facility if it is important, as it might be
for a manufacturer.
Construction? Most new companies should not sink capital into construction, but if
you are planning to build, costs and specifications will be a big part of your plan.
Cost: Estimate your occupation expenses, including rent, but also including
maintenance, utilities, insurance, and initial remodelling costs to make the space
suit your needs. These numbers will become part of your financial plan.
What will be your business hours?
Page 14 of 28
Legal Environment
Describe the following:

Licensing requirements

Permits

Health, workplace, or environmental regulations

Special regulations covering your industry or profession

Zoning or building code requirements

Insurance coverage

Trademarks, copyrights, or patents (pending, existing, or purchased)

Personnel

Number of employees

Type of labour (skilled, unskilled, and professional)

Where and how will you find the right employees?

Quality of existing staff

Pay structure

Training methods and requirements

Who does which tasks?

Do you have schedules and written procedures prepared?

Have you drafted job descriptions for employees? If not, take time to write some.
They really help internal communications with employees.

For certain functions, will you use contract workers in addition to employees?
Inventory (if necessary)

What kind of inventory will you keep: raw materials, supplies, finished goods?

Average value in stock (i.e., what is your inventory investment)?

Rate of turnover and how this compares to the industry averages?

Seasonal build-ups?

Lead-time for ordering?

Suppliers
Identify key suppliers:

Names and addresses

Type and amount of inventory furnished

Credit and delivery policies

History and reliability

Should you have more than one supplier for critical items (as a backup)?
Do you expect shortages or short-term delivery problems?
Are supply costs steady or fluctuating? If fluctuating, how would you deal with
changing costs?
Page 15 of 28
Credit Policies

Do you plan to sell on credit?

Do you really need to sell on credit? Is it customary in your industry and expected
by your clientele?

If yes, what policies will you have about who gets credit and how much?

How will you check the creditworthiness of new applicants?

What terms will you offer your clients; that is, how much credit and when is
payment due?

Will you offer prompt payment discounts? (Hint: Do this only if it is usual and
customary in your industry.)

Do you know what it will cost you to extend credit? Have you built the costs into
your prices?
Managing Your Accounts Receivable
If you do extend credit or work from invoices, you should do a projection at least
monthly to track how much of your money is tied up in credit given to clients and to
alert you to slow payment problems. A receivables projection looks like the following
table:
Total Current 30 Days 60 Days 90 Days
O v e r 9 0
Days
Accounts
Receivable
Projection
You will need a policy for dealing with slow-paying clients:

When do you make a phone call?

When do you send a letter?

When do you get your lawyer or use Arts Law Australia to threaten?
Page 16 of 28
Managing Your Accounts Payable
You should also manage your accounts payable, which is what you owe to your
suppliers. This helps you plan whom to pay and when. Paying too early depletes
your cash, but paying late can cost you valuable discounts and can damage your
credit. (Hint: If you know you will be late making a payment, call the creditor before
the due date.)
Do your proposed vendors offer prompt payment discounts?
A payables projection looks like the following table.
Total Current 30 Days 60 Days 90 Days
O v e r 9 0
Days
Accounts
Payable
Projection
Page 17 of 28
VII. Management and Organisation
Who will manage the business on a day-to-day basis? What experience does that
person bring to the business? What special or distinctive competencies? Is there a
plan for continuation of the business if this person is lost or incapacitated?
If youll have more than 5 employees, create an organisational chart showing the
management hierarchy and who is responsible for key functions.
Include position descriptions for key employees. If you are seeking loans or
investors, include resumes of owners and key employees.
Remember, you can use freelancers or sub-contractors to help you out. Remember
they will also need contract for their work, and you may need to pay them
superannuation. Do you have to provide insurance as well?
Professional and Advisory Support
List the following and give a short introduction to each:

Lawyer

Accountant

Insurance agent

Bank

Consultant or consultants

Mentors and key advisors

Board of directors

Management advisory board

Page 18 of 28
VIII. Personal Financial Statement
Include personal financial statements for each owner, showing assets and liabilities
held outside the business and personal net worth. Owners will often have to draw
on personal assets to finance the business, and these statements will show what is
available. Bankers and investors usually want this information as well.
Page 19 of 28
IX. Start-up Expenses and Capitalisation
You will have many expenses before you even begin operating your business. Its
important to estimate these expenses accurately and then to plan where you will get
sufficient capital. This is a research project, and the more thorough your research
efforts, the less chance that you will leave out important expenses or underestimate
them.
Even with the best of research, however, opening a new business has a way of
costing more than you anticipate. There are two ways to make allowances for
surprise expenses.
The first is to add a little padding to each item in the budget. The problem with that
approach, however, is that it destroys the accuracy of your carefully wrought plan.
The second approach is to add a separate line item, called contingencies, to
account for the unforeseeable. This is the approach I recommend.
Talk to others who have started similar businesses to get a good idea of how much
to allow for contingencies. If you cannot get good information, we recommend a rule
of thumb that contingencies should equal 10-20% of the total of all other start-up
expenses.
Explain your research and how you arrived at your forecasts of expenses. Give
sources, amounts, and terms of proposed loans. Also explain in detail how much
will be contributed by each investor and what percent ownership each will have.
Page 20 of 28
X. Financial Plan
The financial plan consists of a 12-month profit and loss projection, a four-year
profit and loss projection (optional), a cash-flow projection, a projected balance
sheet, and a break-even calculation. Together they constitute a reasonable estimate
of your business financial future. More important, the process of thinking through
the financial plan will improve your insight into the inner financial workings of your
company.
12-Month Profit and Loss Projection
Many traditional business owners think of the 12-month profit and loss projection as
the centrepiece of their plan. This is where you put it all together in numbers and
get an idea of what it will take to make a profit and be successful.
Your sales projections will come from a sales forecast in which you forecast sales,
cost of goods sold, expenses, and profit month-by-month for one year.
Profit projections should be accompanied by a narrative explaining the major
assumptions used to estimate Business income and expenses.
Research Notes: Keep careful notes on your research and assumptions, so that you
can explain them later if necessary, and also so that you can go back to your
sources when its time to revise your plan.
Four-Year Profit Projection (Optional)
The 12-month projection is the heart of your financial plan. This section is for those
who want to carry their forecasts beyond the first year.
Of course, keep notes of your key assumptions, especially about things that you
expect will change dramatically after the first year.
Projected Cash Flow
If the profit projection is the heart of your business plan, cash flow is the blood.
Businesses fail because they cannot pay their bills. Every part of your business plan
is important, but none of it means a thing if you run out of cash.
The point of this worksheet is to plan how much you need before startup, for
preliminary expenses, operating expenses, and reserves. You should keep updating
it and using it afterward. It will enable you to foresee shortages in time to do
something about themperhaps cut expenses, or perhaps negotiate a loan. But
foremost, you shouldnt be taken by surprise.
Page 21 of 28
There is no great trick to preparing it: The cash-flow projection is just a forward look
at your back account.

For each item, determine when you actually expect to receive cash (for sales) or
when you will actually have to spend money (for expense items).

You should track essential operating data, which is not necessarily part of cash
flow but allows you to track items that have a heavy impact on cash flow, such as
sales and inventory purchases.

You should also track cash outlays prior to opening in a pre-start-up column. You
should have already researched those for your start-up expenses plan.

Your cash flow will show you whether your working capital is adequate. Clearly, if
your projected cash balance ever goes negative, you will need more start-up
capital. This plan will also predict just when and how much you will need to
borrow.

Explain your major assumptions, especially those that make the cash flow differ
from the Profit and Loss Projection. For example, if you make a sale in month
one, when do you actually collect the cash? When you buy inventory or materials,
do you pay in advance, upon delivery, or much later? How will this affect cash
flow?

Are some expenses payable in advance? When?

Are there irregular expenses, such as quarterly tax payments, maintenance and
repairs, or seasonal inventory build-up, that should be budgeted?

Loan payments, equipment purchases, and owner's draws usually do not show on
profit and loss statements but definitely do take cash out. Be sure to include them.
Opening Day Balance Sheet
A balance sheet is one of the fundamental financial reports that any business needs
for reporting and financial management. A balance sheet shows what items of
value are held by the business (assets), and what its debts are (liabilities). When
liabilities are subtracted from assets, the remainder is owners equity.
Use a start-up expenses and capitalisation spreadsheet as a guide to preparing a
balance sheet as of opening day. Then detail how you calculated the account
balances on your opening day balance sheet.
Optional: Some people want to add a projected balance sheet showing the
estimated financial position of the business at the end of the first year. This is
especially useful when selling your proposal to investors.
Page 22 of 28
Break-Even Analysis
A break-even analysis predicts the sales volume, at a given price, required to
recover total costs. In other words, its the sales level that is the dividing line
between operating at a loss and operating at a profit.
Firstly, look at your fixed costs vs your variable costs.

Fixed costs: These are costs that are the same regardless of how many items you
sell. All start-up costs, such as rent, insurance and computers, are considered
fixed costs since you have to make these outlays before you sell your first item.

Variable costs: These are recurring costs that you absorb with each unit you sell.
For example, if you were operating a greeting card store where you had to buy
greeting cards from a stationary company for $1 each, then that dollar represents
a variable cost. As your business and sales grow, you can begin appropriating
labor and other items as variable costs if it makes sense for your industry.
The formula? Don't worry, it's fairly simple. To conduct your breakeven analysis,
take your fixed costs, divided by your price, minus your variable costs. As an
equation, this is defined as:
Breakeven Point = Fixed Costs
Unit Selling Price
minus Variable Costs
This calculation will let you know how many units of a product or service you'll need
to sell to break even. Once you've reached that point, you've recovered all costs
associated with producing your product (both variable and fixed).
Include all assumptions upon which your break-even calculation is based.
Page 23 of 28
XI. Appendices
Include details and studies used in your business plan; for example:

Brochures, website design and advertising materials

Industry studies

Blueprints and plans

Maps and photos of location

Magazine, website or other articles for research

Detailed lists of equipment owned or to be purchased

Copies of leases and contracts

Letters of support from future clients

Any other materials needed to support the assumptions in this plan

Market research studies

List of assets available as collateral for a loan

Page 24 of 28
XII. Refining the Plan
The generic creative business plan presented above should be modified to suit your
specific type of business and the audience for which the plan is written.
A Plan for Raising Capital through Banks
Bankers want assurance of orderly repayment. If you intend using this plan to
present to lenders, include:

Amount of loan

How the funds will be used

What this will accomplishhow will it make the business stronger?

Requested repayment terms (number of years to repay). You will probably not
have much negotiating room on interest rate but may be able to negotiate a longer
repayment term, which will help cash flow.

Collateral offered, and a list of all existing liens against collateral

A Plan for Raising Capital through Investors
Investors have a different perspective. They are looking for dramatic growth, and
they expect to share in the rewards:

Funds needed short-term

Funds needed in two to five years

How the Business will use the funds, and what this will accomplish for growth.

Estimated return on investment

Exit strategy for investors (buyback, sale, or IPO)

Percent of ownership that you will give up to investors

Milestones or conditions that you will accept

Financial reporting to be provided

Involvement of investors on the board or in management

Page 25 of 28
A Plan for Creative Service Businesses
Service businesses sell intangible products. They are usually more flexible than
other types of businesses, but they also have higher labour costs and generally
very little in fixed assets.

What are the key competitive factors in this industry?

Your prices

Methods used to set prices

System of production management

Quality control procedures. Standard or accepted industry quality standards.

How will you measure labor productivity?

Percent of work subcontracted to other firms. Will you make a profit on

subcontracting?

Credit, payment, and collections policies and procedures

Strategy for keeping client base

A Plan for Creative Businesses that use Technology

Whats the economic outlook for the industry

Will the business have information systems in place to manage rapidly

changing prices, costs, and markets?

Will you be on the cutting edge with your products and services?

What is the status of research and development? And what is required to:
o
Bring product/service to market?
o
Keep the Business competitive?

How does the company:

o
Protect intellectual property?
o
Avoid technological obsolescence?
o
Supply necessary capital?
o
Retain key personnel?
High-tech businesses sometimes have to operate for a long time without profits and
sometimes even without sales. If this fits your situation, a banker probably will not
want to lend to you. Venture capitalists may invest, but your story must be very
good. You must do longer-term financial forecasts to show when profit take-off is
expected to occur. And your assumptions must be well documented and well
argued.
Page 26 of 28
A Plan for a Retail Business

Business image

Pricing:
o
Explain markup policies.
o
Prices should be profitable, competitive, and in accordance with
Business image.

Inventory:
o
Selection and price should be consistent with Business image.
o
Inventory level: Find industry average numbers for annual inventory
turnover rate. Multiply your initial inventory investment by the average
turnover rate. The result should be at least equal to your projected first
year's cost of goods sold. If it is not, you may not have enough
budgeted for startup inventory.

Customer service policies: These should be competitive and in accord with

Business image.

Location: Does it give the exposure that you need? Is it convenient for
clients? Is it consistent with Business image?

Promotion: Methods used, cost. Does it project a consistent Business

image?

Credit: Do you extend credit to clients? If yes, do you really need to, and do
you factor the cost into prices?
Page 27 of 28
MORE RESOURCES FOR THE CREATIVE ENTREPRENEUR
Books
PLANNING your CREATIVE BUSINESS
! Business Model Generation, by Alexander Osterwalder and Yves Pigneur. John Wiley & Sons,
2010.
! Creative, Inc: The Ultimate Guide to Running a Successful Freelance Business, by Meg Mateo
Ilasco and Joy Deangdeelert Cho. Chronicle Books, 2010.
! Creatively Self-Employed: How Writers and Artists Deal with Career Ups and Downs, by Kristen
Fischer. iUniverse, 2007.
! E-Myth Contractor, The: Why Most Contractors Businesses Dont Work and What to Do About It,
by Michael E. Gerber. Harper Business, 2003.
! Freelance Confidential: The Whole Truth About Successful Freelancing, by Amanda Hackwith.
Rockable Press, 2011.
! Freelancing for Australians for Dummies, by Monica Davidson and Susan M. Drake. John Wiley
Publishing, 2008.
! Ideas Generation: Tool for being Constantly Fresh, Creative and Original, by Rosemary Herceg
and Tim Flattery. New Holland Publishers, 2000.
! My So-Called Freelance Life: How to Survive and Thrive as a Creative Professional for Hire, by
Michelle Goodman. Seal Press, 2008.
! Right Brain Business Plan, The: A Creative Visual Map for Success, by Jennifer Lee. New Worl
Library, 2011.
MARKETING your CREATIVE BUSINESS
! Arts Marketing, edited by Finola Kerrigan, Peter Fraser and Mustafa zbilgin. Elsevier
Butterworth-Heinemann, 2004.
! Kickstart Marketing: The No-Nonsense System for Boosting Your Small Business, by Linda
Hailey. Allen and Unwin , 2001.
! Marketing Without Money: How 20 Top Australian Entrepreneurs Crack Markets with their Minds,
by John C Lyons and Edward de Bono. Pennon Publishing, 2003.
! Marketing your Service (4
th
edition), by Jean Withers and Caroln Vipperman. Self-Counsel Press
Business Series, USA 2003.
! Permission Marketing: Turning Strangers into Friends and Friends into Customers, by Seth
Godin. Simon and Schuster, 2002.
! Secrets of Word of Mouth Marketing, The: How To Trigger Exponential Sales Through Runaway
Word Of Mouth, by Geroge Silverman. Amacom, 2001.
! Self-Promotion for the Creative Person : Get the Word Out About Who You Are and What You
Do, by Lee Silber. Three Rivers Press, 2001.
! What's my Plan? A Guide to Developing Arts Marketing Plans, by Dr Sharron Dickman. Australia
Council, Sydney, 2000.
! Wombat Selling: How to Sell by Word of Mouth, by Michael Hewitt-Gleeson. Hardie Grant
Books, 2006.
Websites
http://www.freelancesuccess.com.au
http://creativeentrepreneur.biz
http://www.rightbrainbusinessplan.com/about/
Page 28 of 28