| You might be thinking to yourself, "Why should I waste | | | | be afraid to ask others in your field how they do |
| my time writing a business plan? I know what (web | | | | business -- you might be surprised how many people |
| designers, freelance writers, professional organizers) | | | | are willing to share. |
| do!" Knowing intellectually what your industry is all | | | | MAKING YOUR COMPANY STAND OUT IN THE |
| about and pinpointing exactly where you want your | | | | CROWD |
| business to go are two entirely different propositions. | | | | This is the hard part -- deciding how you will make |
| Something happens when you empty vague ideas out | | | | your company seem more attractive to clients than |
| of your head and SOLIDIFY them on paper. Suddenly, | | | | the competitors. You are going to have to get inside |
| it seems easier to move forward on projects for your | | | | the mind of your consumer and understand what |
| business. Resources appear out of nowhere. You | | | | influences their purchasing decisions. Is it price? Quality |
| begin meeting people who can help you accomplish | | | | of service? The reputation of the organizer? Begin by |
| your goals. Sound like magic? It isn't. But having a clear | | | | asking the people around you how they would decide |
| idea of what you want to accomplish makes you | | | | which organizer to hire. Then, you need to determine |
| more aware when you encounter someone or | | | | how you will make your company stand out. Will you |
| something that can help get you there. | | | | offer discounts or "value-added" services? Share |
| Unfortunately, some people see creating a business | | | | testimonials about your work? Create flashy |
| plan as an almost insurmountable feat -- they may | | | | brochures? Decide how you are different from the |
| work on their plan for years, never reaching the end. | | | | others and capitalize on that idea. |
| This is absurd! Putting a business plan together involves | | | | YOUR PROFITABILITY |
| nothing more than asking yourself a series of | | | | Even if you aren't planning on taking out a business |
| questions about how you will structure your company. | | | | loan, you still need to know whether or not your |
| Moreover, it's okay if you leave some things out the | | | | company will be profitable. First, examine how you |
| first time through. As time passes, you will have the | | | | charge for your services -- is it by the hour? By the |
| opportunity to revise your business plan to reflect your | | | | job? Based on an up-front estimate? Now look at the |
| changing focus. | | | | number of clients you can reasonably service each |
| The type of business plan we are developing is merely | | | | week, month, or quarter. Be sure to leave time in there |
| a short-term roadmap for your entrepreneurial | | | | for a personal life -- remember that you can't see |
| activities -- to help you understand your financial needs, | | | | clients 24 hours a day (no matter how attractive that |
| set "production" goals, think through any potential | | | | big paycheck may seem!) Based on these two figures, |
| obstacles, and develop your daily business operating | | | | what is your projected income for the next year? |
| procedures. | | | | Next, take a look at your regular business expenses -- |
| YOUR COMPANY'S "VITAL STATISTICS" | | | | how much do you spend each year on office |
| We will begin with the easy part -- a straightforward | | | | supplies? Travel? Marketing? If you don't know, that's |
| description of who and where your company is today. | | | | your first goal for the new year -- to set up an |
| Include your business name, address, phone, the entity | | | | accounting system that will track your expenses and |
| (sole proprietorship, LLC, corporation, etc.), and type of | | | | income! How do you expect those expenses to |
| business. You also want to describe any clients that | | | | change over the next year? Do you have any big |
| you have secured. If you are new in business, you | | | | purchases or investments planned? |
| might say, "I don't have any clients yet." But if you have | | | | When you compare your projected income to your |
| spoken to anyone about this business venture, I'm sure | | | | projected expenses, how do you come out? Ahead? |
| you've heard, "Let me know when you get your | | | | Breaking even? In the red? Let's think about some |
| business going. I need your help!" So be sure to include | | | | ways you could either increase your income -- you |
| those potential clients on your list. | | | | could work more hours, raise your rates, expand the |
| WHO NEEDS YOUR SERVICES? | | | | services you offer, increase your profit margin on |
| Let's take a look at why someone would hire you. | | | | organizing supplies you sell. You can also consider |
| Your potential clients all face certain problems that will | | | | reducing your expenses -- cutting back cell phone |
| cause them to seek out your assistance -- and you | | | | minutes, meeting networking contacts for coffee |
| must tailor your services to those needs. So take a | | | | instead of lunch, buying supplies in bulk. Try to come up |
| minute to imagine some of your "typical" clients. What | | | | with a list of at 10 different ways you can improve |
| is causing them problems, and what can you do to | | | | your profit margin. |
| help them? And be specific. When I started as a | | | | ADVERTISING AND PROMOTIONS |
| Professional Organizer, a statement like, "My clients | | | | The next big question is how you are going to market |
| are disorganized and need me to organize them," didn't | | | | to your clients -- how you will educate them about the |
| do much to define my client base. But rephrasing it to | | | | services you provide and the benefits of working with |
| say, "My clients are overburdened with paper and they | | | | your company. The first step is to think about the big |
| need me to help them set up filing systems and learn | | | | picture -- your marketing strategy. Are you selling your |
| how to manage incoming paper," brought me one step | | | | company based on the speed with which you work, |
| closer to setting up my business structure. | | | | your price, or extra services? Then emphasize that as |
| MARKET OPPORTUNITIES | | | | the CENTRAL THEME in all of your marketing efforts. |
| Every market has a "no-brainer" -- a huge, | | | | Is your intention to put your name in front of as many |
| under-served, or untapped population that is just sitting | | | | people as possible, or a specifically targeted |
| there waiting to be serviced by you! You just need to | | | | population? Do you want your company to be the |
| figure out who those clients are. If you live in Florida, | | | | most recognized name in the industry or the organizer |
| you might find an overabundance of elderly clients | | | | for the elite? Your marketing strategy should be |
| who are downsizing to a retirement community and | | | | shaped first by whom you want to reach, and then |
| need help cleaning out -- a great market for | | | | how you plan to reach them. |
| Professional Organizers. | | | | When it comes to choosing a marketing vehicle, you |
| Big cities are filled with busy executives who don't | | | | have a lot of choices -- direct mail, radio and TV, trade |
| have time to stay on top of their daily responsibilities -- | | | | shows, public appearances, word of mouth, special |
| perfect for service businesses that "come to you" | | | | promotions. Which are the best methods for you? |
| (grocery delivery, car detailing at your office). And | | | | Start by talking to other professionals about what |
| most suburbs are overflowing with overwhelmed | | | | works for them. And use your gut instinct -- think |
| homemakers -- they need help maintaining their homes | | | | about what you can afford, which method will best |
| (handyman services), looking after their children (tutors, | | | | reach your audience, and what would attract you to a |
| child care providers), and getting their errands done | | | | company. Don't feel as though you have to envision 10 |
| (concierge services). No one is limiting you to just one | | | | years worth of advertising right now -- marketing, like |
| population. But finding a "niche" can help build your | | | | all other parts of running a business, is a constantly |
| business quickly and give you a steady client base. | | | | developing process. |
| DESCRIBING YOUR MARKET | | | | DAY-TO-DAY OPERATIONS |
| Now we are ready to focus in on your market -- | | | | It's also important for you to give some thought to how |
| those clients that you plan to serve. Be very specific | | | | you will manage the daily details of your business. |
| about who your clients will be. Don't just say that your | | | | Planning ahead for simple things -- how you will stay |
| market is "everyone who needs their car serviced" or | | | | on top of your accounting, who will manage different |
| "anyone with hair." Are you limited to a specific | | | | administrative duties, what technology you will utilize -- |
| geographic area (say, within fifty miles of your office)? | | | | will make running a business easier in the end. Make a |
| Do you plan to work with the elderly, busy executives, | | | | list of tools and technologies you plan to employ -- |
| single parents, men, women, or kids? Will you offer | | | | everything from your planner to your accounting |
| different kinds of services to different clients (closet | | | | program to your cell phone. Also think about the |
| organizing for some and paper management for | | | | professional help you plan to employ -- advisors like |
| others)? What about different levels of service | | | | your CPA and attorney, freelance consultants, and |
| (consulting versus doing the hands-on work yourself)? | | | | even paid employees. Who are these people? What |
| Will your business slow down during the summer or | | | | skills or experience do they bring to the table? How will |
| pick up at the first of the year? | | | | their involvement benefit your business? |
| Try to think through each question thoroughly and | | | | COMPETITIVE ANALYSIS |
| pinpoint the demographics of your client population. | | | | Finally, we must determine how well your business will |
| WHO IS YOUR COMPETITION? | | | | fare among the competition. To do this, you must have |
| Before you begin any business venture, it is always a | | | | a clear idea of how you will know you are succeeding. |
| good idea to know your competition. Some fields, like | | | | Will you base your success on income, number of |
| Professional Organizing, are much more collaborative | | | | clients, level of happiness, or fame? Once you know |
| than competitive -- others, such as PR and advertising, | | | | what success looks like, you need to identify any |
| are very cut-throat. However, competition in the | | | | strengths or weaknesses that will affect your chances |
| abstract is still always a concern. If a client has a | | | | of achieving that success. Finally, you must develop a |
| choice between you and even one other organizer, | | | | plan for overcoming those weaknesses. That may |
| that's technically competition. You will need to make | | | | involve improving your business skills -- or hiring |
| yourself more attractive to the client than your | | | | someone else to do work that is outside your realm of |
| competitors to win the job. Do some research to find | | | | expertise. Be as honest as you can when answering |
| out what other professionals in your area are doing | | | | these questions -- the more candid you are in |
| (check with your professional association, look in the | | | | developing your business plan, the easier it will be to |
| Yellow Pages, and scan the classified ads). And don't | | | | carry out. Good luck! |