Online Business Planner’s RoadMap Log In to the RoadMap A step-by-step guide to writing a business plan.
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By Dan Boudreau, on May 14th, 2012  No matter how small your business idea, a business plan can help you build the confidence you need to get to opening day. Business planning is not just for large or high-growth ventures, and it really shouldn’t be put off until you need to borrow money.
As healthy as the planning is, many small and micro-business owners will put it off as long as they can. And it’s easy to understand why. Business planning involves the tedious process of organizing your thoughts and getting them onto paper, or more likely, into a word processor. It includes a whole whack of potentially unfamiliar activities, such as researching, writing and building a credible set of financial projections.
Indeed, why would anyone knowingly put themselves through such pain? Thankfully, the benefits far outweigh any negatives. Here 11 ways you will win by taking the time to develop a business plan:
- You know where you’re going
- You will have a roadmap or blueprint for your business
- You will have a document to look back on in order to measure your progress
- A plan will help protect your investment and equity from loss
- You will find out if your idea will work
- You can discover and solve problems before starting the business
- You will build confidence in your business idea
- The plan can help you get financing
- You become the expert for your business
- You will prove your business case
- You will have a document to use for communicating with others, family, partners, investors, bankers
Business planning can appear larger than it really is, until you step up and embrace it. Think of it as a cost-effective learning process for anyone aspiring to operate a successful business in today’s complex global work environment. A business plan can be a giant step toward making your dream business a reality.
Planning your business doesn’t have to take up a lot of your time or money. Whether you are thinking of starting, buying or growing a business, I urge you to first develop a business plan. Once you take the plunge, you might just have fun doing it!
After all, it is you who really wins with a business plan.
By Dan Boudreau, on April 26th, 2012  The most important reason to write a business plan is probably to save your house, or grandma’s nest egg, or whatever investment you are putting at risk. A business plan will help you learn more about your business and serve as a tool for communicating with others, such as bankers or investors.
Here are seven things to know about business plans:
1. Most businesses are started without written plans. For the most part, plans only exist on a napkin or in the owner’s mind. Business planning is an unfamiliar trek for most people, and too often the task is avoided until they are urgently needed to get a loan.
2. By the time a business plan is printed, it is probably already out of date. Enterprises continually adapt to their surroundings and the plan is a living document that gets updated at strategic times.
3. Business planning is an organic, non-linear process. At any given time, you will be more knowledgeable in some areas than others. Effective business plans arise from building on strengths, developing strategies to mitigate weaknesses, and innovating as you learn more about your business.
4. The further a business plan projects into the future, the less reliable those projections will be. It’s entirely likely that year five predictions will be less accurate than year one.
5. A professionally prepared plan does not guarantee a business will succeed. A picture-perfect business plan is not worth the paper it’s written on unless the owner understands it thoroughly. The real value of a business plan is the knowledge you gain by doing it.
6. Plans that call for aggressive early stage spending will meet with resistance, especially where the shopping spree is predicated on using borrowed money. It’s usually healthier for a new business owner to solve problems through innovation, ingenuity and frugal investment of available resources.
7. While a business plan will help to increase your knowledge about your business, it will not do much toward helping you develop business trade skills, such as how to handle money, how to buy, sell and pay. Business trade skills are more likely to be learned from managing a paper route or operating a lemonade stand. Owning a business is the best way to learn the basic survival skills like knowing how to read the market, how to learn from it and how to change your mind.
Your business plan is more for you than it is for your banker. It will enable you to prove your business case, and to be reasonably sure that your venture can survive.
Once you’ve debunked your own assumptions and gathered enough evidence to demonstrate viability, you’ll have more confidence in your business idea. Armed with a better understanding of your business and realistic financial projections, you will be much better positioned to discuss your business with those who might help you.
By Dan Boudreau, on April 24th, 2012 
When it comes to starting or growing your business, the “extra mile” can be the difference between success and failure. Business owners are often compelled to do important tasks after the regular workday and beyond the realm of normal energy outputs and expectations.
A few years ago, my business grew to a point where it needed a catalogue. I mulled this over for a few weeks, the idea perking in my mind. I was working long hours and too many days each week. There didn’t seem to be any extra time to do the job or enough money to pay someone else to do it.
After a period of contemplation I decided the only way the job would be done was if I did it myself during those few hours I’d been cheerfully squandering on sleep. One evening I headed home, with a few catalogue ideas flopping around in my mind, and fired up my computer. After a couple late nights and early morning stints I had three-pound bags under my eyes and a draft of copy of a new catalogue.
I had gone the extra mile to pull off a critical, seemingly impossible job. And the business grew as a result of my effort.
I have seen the extra mile at work many times in my business and in others’ businesses. Anytime you see a remarkable business achievement, some individual or group has probably burned the midnight oil to make it happen.
Do you have a project in front of you that appears too large? Here are some important points to consider:
* Most projects look smaller once we take the time to clarify exactly what is needed.
* We can usually achieve more than we think we can; it’s a choice.
* There is always enough time and energy to get the truly important things done.
You can apply the extra mile to different aspects of your daily business life. Imagine how your business might look if you applied the extra mile to any of the following areas:
1. Starting a business.
2. Serving your customers.
3. Organizing a team to complete a project.
4. Marketing your products and services.
5. Introducing new product or services.
6. Continuous innovation.
7. Writing your business plan.
Many great achievements take place over and above the regular workday. There is always enough time for miracles; it’s a matter of identifying the need, developing a plan, and taking action.
By Dan Boudreau, on April 23rd, 2012  With the ever changing demands of the new economy many people are opting to direct and control their careers through self-employment.
There are a number of benefits to being self-employed. You will:
▪ Have more freedom.
▪ Have more control over your work schedule.
▪ Have the choice to work from home.
▪ Be paid more money for the work.
▪ Be able to take on work from different sources.
Here are 8 things you can do to ease the transition to self-employment:
- Get Into a Business You Love. At the end of each day, you will have invested another 24 precious hours of your life doing whatever it is your business demands of you, and if you’re work life isn’t jammed full of activities you enjoy, you’ll be wondering why the heck you started the business in the first place.
- Surround Yourself with Champions. When you announce your intention to start a business, you’ll find well-meaning friends will discourage you citing notorious business failures and financial shipwrecks. Old party partners will go to great lengths to get you back into the party game. Others, knowing you just scored a business loan or earned a profit, will try to guilt or coerce you into lending them money. To counteract any negativity, establish your own support team. It’s healthy to interact with positive, supportive people.
- Go the Extra Mile. When it comes to starting or growing your business, the “extra mile” can make the difference between success and failure. Business owners are often compelled to do important tasks after the regular workday and beyond the realm of normal energy outputs and expectations. Many great achievements take place over and above the regular workday. There is always enough time for miracles; it’s a matter of identifying the need, developing a plan, and taking action.
- Learn all you can about your business idea. Are there competing businesses already selling products and services you’re considering? Is your idea new to the area? Determine if there is demand for your goods by talking to potential customers and competitors. Answering these questions is part of doing market research and proving your business case.
- Be curious and coachable! It takes a certain confidence in oneself to brave the chaotic waters of starting a business, but overconfidence is the kiss of death. You can’t go wrong by spending more time listening than talking. Listen to competitors, listen to business owners, and listen to customers. Listen to anyone knowledgeable about the industry, and who will take the time to educate you about the business. Find a mentor.
- Set Your Prices High Enough. You’ll never build goodwill by under-charging your customers. Those new to business are prone to undervaluing their products and services. This is one of the common pitfalls made when starting a new business. Be sure to charge enough for your products and services to cover your overhead costs and turn a bit of profit. Decide whether you want to be the cheapest, the fastest, or the best. Pick any two; trying to be all three is a sure recipe for going broke.
- Get It in Writing. When you make the transition to self-employment, don’t be afraid to ask for signed agreements from customers, suppliers and other professionals. A signed agreement will go a long way toward eliminating misunderstandings afterward, and conserve your energy for the most important activity of all for the cheerfully self-employed; serving customers.
- Become the Expert. Do as much yourself as you realistically can, for as long as you can. Most small enterprises become successful because of the owner’s tireless efforts, particularly in the earlier stages. As long as it doesn’t go on to the point of burnout, wearing many hats is an ideal opportunity for the owner to get to know all aspects of the business and become the expert for the business.
Are you ready to join the world of the self-employed? The Fast-Track to Self-Employment BootCamp will be offered at Sprott-Shaw this June at the Prince George, Kelowna, Victoria and Vancouver campuses. 3 Days in class time are followed by 37 hours of self-directed research, 4 teleseminars and an hour of one-on-one coaching. For more information or to register visit http://www.riskbuster.com/fast-track-to-self-employment-bootcamp/ or email info@riskbuster.com today.
By Britta, on April 19th, 2012 In Kelowna June 11-13. If you’ve been thinking about starting a business, now is the time. Navigate the transition from employee to self-employed contractor and business owner with safely and with confidence.
This workshop is designed to take individuals from working as employees to working as self- employed contractors and business owners. With the ever changing demands of the new economy many individuals are opting to direct and control their careers through self-employment. The course will assist in bridging to self-employment and fully understand what is necessary. The program will cover such topics as market research, understanding industries, identifying opportunities in learner-specific fields of interest, developing and describing a business concept, marketing for self-employed, navigating legal and regulatory requirements, assessing the competition, knowing what customers want, bookkeeping, accounting, taxation, social network marketing, business communications, and understanding labour markets.
Participants will leave the workshop with a basic understanding of what it means to own and operate a small business in the 21st century, how to start a small business, and how to get contracts and keep busy as an independent, self-employed contractor.
| City |
Location |
Workshop Dates |
Instructor |
| Kelowna, BC |
Sprott-Shaw Campus
#200-546 Leon Ave. |
June 11, 12, 13, 2012 |
Dan Boudreau |
Training Goals
At the end of this course, the participant will be able to:
- Discover the differences between owning a business and being an employee.
- Determine if a business idea is feasible.
- Identify the key components and structure of business plans.
- Use effective business writing and communications techniques.
- Discuss small business legal and regulatory requirements and deadlines.
- Locate sources of assistance and information for entrepreneurs.
- Recognize and discuss sources of labour market information.
- List and prioritize products and services.
- Identify potential customers and competition.
- Ease fear of financials and develop a 3-year forecast.
- Review proposal formats and writing techniques.
- Recognize affordable marketing methods, including printed media, the internet, websites, email, and social network marketing options.
- Identify professional support, including bookkeeping, accounting and legal counsel.
- Develop a strategy and action plan to transition to self-employment.
- Research and write a business plan.
Who This Workshop Is For
- Employment Counsellors
- Technicians
- Tradesmen
- Professionals
- Anyone transitioning from employment to self-employment
What Participants Can Expect
This workshop is learner-centered and designed for maximum participation and practice. Learners will fill their self-employment toolchest with tricks and techniques, and have opportunities to practice applying new information in a safe and fun learning environment.
Classroom Time
18 hours (3 days)
Instructor led in-class time with the facilitator
Individual Guided Research
37 Hours
Individual guided research, business planning and set-up time.
Remote Live Q&A Discussion/Coaching Sessions via teleseminar
4 – 1 Hour Teleseminars
After attending the workshops and starting your through your individual guided research you will have an opportunity to ask questions and discuss successes, speedbumps and any other issues you have encountered.
Teleseminar 1: July 3 at 10:00pm PST
Teleseminar 2: July 24 at 10:00pm PST
Teleseminar 3: August 07 at 10:00pm PST
Teleseminar 4: August 21 at 10:00pm PST
If for any reason, you are unable to attend any of the 1-hour teleseminars, you will be provided a link to a recording of the phone call so you can listen on your own time.
Individual One-on-One Business Coaching Time
1 hour per participant individual one-on-one business coaching time.
Unlimited Access to the RiskBuster Business Plan Oasis Membership Website.
Each participant receives a membership and access to the Online Business Planner’s RoadMap
Each participant will get the following workshop materials:
- A BootCamp reference binder loaded with business planning and start-up resources
- 1 copy of RiskBuster by Dan Boudreau
- 1 copy of Business Planner’s RoadMap by Dan Boudreau
- Unlimited Membership to the online RiskBuster Business Plan Oasis
- Information on bidding on government procurement opportunities
- Access to a workshop participant’s forum in which to network with other learners, share information and get answers to questions
 Each participant will get the following workshop materials:
- A BootCamp reference binder loaded with business planning and start-up resources
- 1 copy of RiskBuster by Dan Boudreau
- 1 copy of Business Planner’s RoadMap by Dan Boudreau
- Unlimited Membership to the online RiskBuster Business Plan Oasis
- Information on bidding on government procurement opportunities
- Access to a workshop participant’s forum in which to network with other learners, share information and get answers to questions
What Participants Will Need
- A business idea and a desire to operate as a self-employed contractor.
- A PC or Mac with functional word-processing and spreadsheet applications.
- Basic computer and word-processing skills
Costs & Class Size
Workshop Fee: $1,000.00 per participant.
Workshop Materials: $114.00 per participant.
Total Cost (including taxes): $1,239.70
Maximum Per Class: 16
Facilitator
This BootCamp will be facilitated by Dan Boudreau, President & CEO, Macrolink Action Plans Inc.
Register Now, Seating is limited.
When you click on register now you will be taken to the Macrolink Action Plans Inc. secure shopping cart. Payment can be made by credit card (Visa, Master Card, American Express). Once you have registered, we will email you confirmation of your registration, a receipt, and details of the workshop.
For more information contact Macrolink Action Plans Inc toll-free at 1-877-612-9161
or Sprott-Shaw Community College at 604-552-9711 ext 338
If you wish to pay by any other means, please call us to make arrangements.
If you would like to speak to us before registering please contact us toll free at 1-888-612-9161.
Fast-Track to Self-Employment BootCamp is offered in partnership by Macrolink Action Plans Inc. and Sprott-Shaw Community College.
 
By Dan Boudreau, on April 19th, 2012  Most entrepreneurs face the ongoing possibility that they’ll simply work themselves into the ground by trying to do everything themselves. Many small enterprises are directly tied to their owners – which means that the minute the owner stops producing, the cash flow and the business skid to a halt. This is a recipe for burnout.
Raw enthusiasm is a wonderful energy, and a necessary part of bringing a business to life, but you need never allow it to devour you. The trick to surviving the burnout challenge is to maintain peak enthusiasm without draining your energy supply to the point of vulnerability. When you feel the hot breath of burnout on your back it’s time to consider sharing the workload.
An owner’s willingness and ability to delegate will determine the future of a business. “Delegating” is a vital skill for involving more people in your organization, and to building a solid, healthy business model.
Here are seven guidelines to consider when preparing to delegate.
1. Do as much yourself as you realistically can, for as long as you can. Most small enterprises become successful because of the owner’s tireless efforts, particularly in the earlier stages. As long as it doesn’t go on to the point of burnout, this is an ideal opportunity for the owner to get to know all aspects of the business.
2. Build a base of profitable sales. Just as you need oxygen, your business needs cash flow. It’s not enough to simply have cash passing in and out of the business, there must be some profit left in the coffers at the end of each month. Profit will open the door to growth, and to the luxury of paying hired help to handle some of the work.
3. Identify the tasks that you wish to delegate. In some cases, you’ll want to hand off chores that someone else can do more efficiently than you. You may wish to keep some functions because they are core to the business operation, or because you’re skilled at doing them.
4. Write a description of the tasks you will delegate. Where needed, clarify the process for the person you will delegate to. Define how results will be measured, how you and those taking on the tasks will know the job is done, and done well.
5. Select the right people to delegate to. Test drive relationships by first doing shorter engagements – ease into longer agreements only with people you trust and who have proven their abilities to you.
6. Follow-up. Measure and monitor the results of the delegated jobs. From the beginning, establish a culture of performance-based task management. Those you delegate to must understand that you will be monitoring their performance. Where possible, payment and rewards should be tied to performance.
7. Critique privately, recognize great performance publicly. When a worker makes mistakes or doesn’t meet the performance objectives, assess what the problem is and meet with them in private to discuss solutions. Make a habit of showing your appreciation for a job well done; doing so in appropriate and public ways makes the recognition even stronger.
Burnout is never completely off a purebred registered entrepreneur’s radar. If you find yourself working too many 18-hour days in a row, it may be time to re-assess where you’re at, to identify the necessary budget, and to hire help.
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