Developing a Business Plan

13 March 2013

Welcome and introductions

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Contents

1. Brief introduction to Club Leaders

2. Business planning - what, why, who and when?

3. Developing your business plan

4. Structuring your business plan

5. Top tips on developing a business plan

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5. Top tips on developing a business plan

Introduction to Club Leaders

Club Leaders background

• Part of the Places People Play Olympic legacy programme

• Uniquely focused on helping club leaders on business aspects of club

• Tailored for sports clubs

• Delivered by PwC working with Sport England

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• Available to all clubs and it’s all free!

What’s going on Where to find us

Online Resources

Seminars

Mentoring

Available toall clubs

Available tofewer clubs www.sportenglandclubleaders.com

club.leaders@uk.pwc.com

@Club_Leaders

www.facebook.com/ClubLeaders

Introduction to business planning

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Objectives

By the end of this seminar you should:

• Understand what a business plan is, what is its value and functionand who you should involve in its creation

• Know how to begin developing a business plan using a simpleframework

• Take away practical tips on how to structure an effective business

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• Take away practical tips on how to structure an effective businessplan to meet the needs of your business

• Know more about how the Club Leaders programme can support youin developing your business planning

“If you don’t know where you are going, anyroad will get you there”

Business planning - what, why, whoand when?

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What is a business plan?

• Sets out what tactics you will use to implement your strategyand achieve the objectives

• Spells out what needs to be done, by whom and by when but initself is not action

• Focuses on the how rather than the what

• A business plan should:

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• A business plan should:

- contain objectives that can be measured

- answer questions that stakeholders should be asking

- identify and quantify risks and set out options to mitigate ormanage these

Do you know where your club willbe in 1, 3 or 5 years time?

Why plan?

For you:

• Helps you understand your business better

• Gives clear goals and direction – shapes your thoughts

• Identifies where to focuses time and energy

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For stakeholders (members, funders, sponsors etc.):

• Demonstrates control over your business

Grants are often awards of public (i.e. your) money

Who would you award it to?

Who should be involved?

Could be:

• Owners

• Management, committee, sub-committee

• Members

• Other staff/ volunteers with key skills

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• Other staff/ volunteers with key skills

• External advisors

• Your NGB/CSP etc.

When to use your business plan

• Management/committee meetings

• Regular reviews

• AGM

• When making key decisions

• When applying for funding

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• When applying for funding

Your business plan is a living document

Developing your plan

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A simple framework

In its simplest form, there are four major areas of focus to considerwhen developing a business plan:

1) Where are we now?An appraisal of the club, status review, putting the business in context

2) Where do we want to be?A vision of the future, internal analysis of the business, environmental

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A vision of the future, internal analysis of the business, environmentalanalysis

3) How do we get there?A framework for action

4) How do we know we are there?Mechanisms for monitoring

Building your business plan

Define mission statement(Purpose, Value, Vision)

Internal and External Review(SWOT, PESTEL) Where are

we now?

Where do wewant to be?

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Identify strategic objectivesEvaluate and choose strategies

Identify resourcing implications

Agree action plans

Establish monitoring mechanisms

How do weget there?

How do weknow we are

there?

Vision – Where do you want to be?

A vibrant, healthy and progressive clubthat thrives on providing enjoyabletennis playing opportunities.Promoting and encouraging the playingand enjoyment of tennis for all ages,abilities and backgrounds for the

XX RFC is a community sports clubdriving rugby success, sportingparticipation and performance acrossall ages, genders, and cultures withinour community, ensuring anenjoyable experience for members,

Example mission statements

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abilities and backgrounds for thecommunity and the visiting public.

enjoyable experience for members,families and our sponsors both on thepitch and in our community.

XX Riding Centre is British HorseSociety approved and offers superbequestrian facilities, well schooled

horses and ponies and top classtuition at its 25 acre site in the heart

of east London.

To give good quality instruction in asafe and friendly atmosphere with welltrained and highly motivated staff. To

cater for any standard of client, soenabling all abilities direct access to thisgreat sport and pastime, all of which is

set in the beautiful countryside ofWiltshire.

Internal and external review – Where are you now?

Before developing a strategy to help achieve your vision it is important toconduct some form of analysis to consider ‘Where you are now?’

ExternalAnalysis

(MACRO)

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ExternalAnalysis(MICRO)

InternalBusinessAnalysis

PESTEL – Where are you now?

External MACRO factors include wider environmentalfactors that may influence what the overall decisions youmake:

•Political•Economic•Societal

External Analysis(MACRO)

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•Technological•Environmental•Legal

SWOT – Where are you now?

Strengths:

What does yourbusiness do well?

Weaknesses:

What could yourbusiness improve?

ExternalAnalysis

(MACRO)

ExternalAnalysis(MICRO)

InternalBusinessAnalysis

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Opportunities:

What could yourbusiness change for

the better?

Threats:

What are the mainthreats to your

business?

Internal

External

Strategy – How do you get there?

Example of Vision

Strategy underpinning the vision

Our Vision is to provide our members, guests and visitors witha quality golfing experience within a friendly and welcomingatmosphere...

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Strategy underpinning the vision

• The club will be managed by appropriately trained staff andvolunteers

• Staff and volunteers will be appropriately recognised for theircontributions to the overall club experience

• The club will regularly seek feedback of its members, guests andvisitors and act upon the findings

Business planning – How do you get there?

Business plan implementing the strategy

• Club manager to be responsible for ensuring all staff areappropriately trained

• Review all staff training and highlight training needs by 31December 2013

• Ensure all staff have completed “Exceptional customer service”

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• Ensure all staff have completed “Exceptional customer service”one day training course by 30 April 2013

• New staff are to have completed all relevant training with 4 weeks ofemployment

How do you know when you are there

• Your business plan should be set out in a way that means you can measure howyou are progressing against it

• You should review it at regular points to see how you are progressing with it

• Don’t be afraid to change the plan if circumstances change, but also try to planfor changes

• Remember...

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• Remember...

Your business plan is a living document

Structuring your business plan

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Structure your plan

Tailor to youraudience

Supportsobjectives

Logical

Who will readit? What do they

need to know?

Does it flowand makes

sense?

Clearmessages

Positive

Complete andrelevant

Does it leaveme with a good

impression?

Can it be readand understood

on its own?

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Structure your plan – an example

SummarySummary

Introduction & business descriptionIntroduction & business description

Market & internal situation analysisMarket & internal situation analysis

Exec

Summary

Exec

Summary

Marketing & operational planMarketing & operational plan

Summary financial dataSummary financial data

Resource requirementsResource requirements

AppendicesAppendices

Main body of plan

Detailed appendices & supportingdata

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Top tips

• Start your planning early - time disappears faster than you think

• Involve the right people and discuss the plan with anyone affect

• Be short and concise and only talk about what is relevant

• Get someone outside of the club to check it makes sense and readslogicallylogically

• Get help where you need it (e.g. NGBs, CSPs)

• Set realistic and achievable targets; don’t make the plan over-optimistic

• Don’t go overboard – it needs to include information that is relevantto your club

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Thank you

www.sportenglandclubleaders.com

club.leaders@uk.pwc.com

@Club_Leaders

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This seminar has been prepared to give general guidance for sports clubs as part of the Sport England Club Leaders programme. It does notconstitute professional advice and you should not act upon the information contained in these slides without obtaining specific professionalguidance. These slides are not to be used outside of the Club Leaders programme unless delivered in conjunction with Club Leaders or with thewritten agreement of Sport England.

No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication,and, to the extent permitted by law, Sport England, its members, employees and agents do not accept or assume any liability, responsibility orduty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication orfor any decision based on it.

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