harvard business plan pdf

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How to Write a Winning Business Plan

By: Stanley R. Rich, David E. Gumpert

A well-conceived business plan is essential to the success of an enterprise. Whether you are starting up a venture, seeking additional capital for an existing product line, or proposing a new…

• Length: 7 page(s)
• Publication Date: May 1, 1985
• Discipline: Organizational Behavior
• Product #: 85314-PDF-ENG

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A well-conceived business plan is essential to the success of an enterprise. Whether you are starting up a venture, seeking additional capital for an existing product line, or proposing a new activity for a corporate division, you will have to write a plan detailing your project's resource requirements, marketing decisions, financial projections, production demands, and personnel needs. The plan must reflect the viewpoint of three constituencies: the customer, the investor, and the producer. Too many business plans focus excessively on the producer.

Learning Objectives

To ensure that one's business plan includes proof that a large market exists for the proposed offering and that it addresses investors' concerns, such as when they can cash out.

May 1, 1985

Discipline:

Organizational Behavior

Harvard Business Review

85314-PDF-ENG

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Updating a Classic: Writing a Great Business Plan

• A business plan can't be a tightly crafted prediction of the future but rather a depiction of how events might unfold and a road map for change.
• The people making the forecasts are more important than the numbers themselves.
• What matters is having all the required ingredients (or a road map for getting them), not the exact form of communication.
• The best money comes from customers, not external investors.

Sean Silverthorne: " How to Write a Great Business Plan " has been one of the most downloaded articles on Harvard Business Publishing since you wrote it in 1997. Why do you think you hit a nerve?

Bill Sahlman: Writing a business plan is a seminal moment in the life of a new venture. Doing so entails committing to paper a vision of the factors that will affect the success or failure of the enterprise. People take the exercise very seriously and get emotionally invested in what they produce.

In that context, the article was written to give insights into how to think about the role of a business plan and its relation to new venture formation. I tried to explain that a business plan can't be a tightly crafted prediction of the future but rather a depiction of how events might unfold and a road map for change. I emphasized the notion that successful entrepreneurs constantly seek the right mixture of people, opportunity, context, and deal. They anticipate what can go wrong, what can go right, and they try to balance risk and reward.

Over the years, I have received many e-mails from folks trying to craft a business plan. They want feedback. Actually, they really want me to say that they are on the right track. I explain that I would need to get to know them and their opportunity much better than what is possible in an e-mail and that the written document is not as important as the people writing it. It's not science—it's art and craft.

Q: In the decade since the original article came out, business conditions have changed. If you were writing this piece today, would you change it much?

A: I don't think the world has changed materially. Successful ventures still have competent people pursuing sensible opportunities, using resources that help, in a favorable context. Yes, the context is very challenging today. But challenges create opportunities.

If gaining access to capital is hard, sometimes that means there will be fewer competitors. This period is almost the antithesis of the Internet bubble when everyone could raise money and start a company regardless of how lamebrained the idea. Also, we have difficult factor markets like energy, but that simply means that there are great opportunities for people with ideas for alternative energy.

Were I rewriting the article today, I might emphasize the importance of controlling your destiny by being conservative about access to capital. Many great ventures in the Internet era (pre-1999) ended up failing because they assumed they would have continued access to cheap capital. Many of those businesses failed, though the underlying idea was sensible. Similarly, we have seen a period when capital markets got ugly, which has a negative effect on all ventures, sensible and nonsensical.

I would also reinforce the idea that entrepreneurship is critical around the world. We are confronted with many crises from health care to the environment to global poverty. Solutions are likely to come from talented private sector and social entrepreneurs.

Q: You wrote in the original article that most business plans "waste too much ink on numbers and devote too little to the information that really matters to intelligent investors." Still true today? What really matters to investors?

A: When there is great uncertainty in the market, investors become quite risk averse. They will only back proven entrepreneurs with truly compelling ideas. People make the numbers, not conversely. So, I still think the people making the forecasts are more important than the numbers themselves.

Q: More and more entrepreneurial ventures are "born global": They seek to address a global market and attract funding from global investors. Should a business plan be tailored in some way for a global audience?

A: We live in a world of democratized access to ideas, human capital, and money. There are fabulous global ventures being started in every corner of the globe. These ventures can raise money locally or globally. They can disperse talent in many countries.

Take a company like Skype. When I visited Skype several years ago, it had 125 employees from 23 countries. The development team was in Estonia, and its headquarters in Europe. Skype had raised seed capital in Europe and in the United States. That's the new model.

Q: On the technology front, software applications such as Microsoft Word, Excel, and PowerPoint have added many charting, graphing, and visualizing capabilities. Some business plans are even written as Web pages. Should entrepreneurs avail themselves of these tools for business plans, or do they clutter the message too much?

A: On the first floor of the Rock Center at HBS there is a copy of the original business plan that Arthur Rock wrote for Intel some 40 years ago. It's only a few pages long, but it describes an outstanding team pursuing a new technology. I have seen compelling business plans in the form of a few PowerPoint slides, a couple of scribbled pages, and a brief video. What matters is having all the required ingredients (or a road map for getting them), not the exact form of communication.

Q: If you were to update your "Glossary of Business Plan Terms" and what they really mean ("We seek a value-added investor" really means "We are looking for a passive, dumb-as-rocks investor"), what current terms would you include?

A: The glossary holds today. I think entrepreneurs, investors, and employees need to be suitably skeptical about what they read in business plans. I have read perhaps 5,000 plans and have only seen three companies really meet their plan. That sounds like a pattern to me. If anyone makes a bet based on the company doing exactly as written, he or she will be sadly disappointed.

At the same time, every player has to be somewhat optimistic about the possibility of overcoming inevitable setbacks. I think of ventures as roller coasters, not rocket ships.

Q: Any general advice to entrepreneurs seeking funding in the uncertain capital markets of today?

A: The best money comes from customers, not external investors. I think entrepreneurs need ideas that are so compelling they can get early money from customers. I also believe that great teams with great ideas can continue to access capital on quite attractive terms from outstanding investors. If the short term looks unsettled, that often means that focusing on the long term has a big potential payoff.

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