How to Conclude Your Business Plan

The business plan’s conclusion should sum upcompany can become in ten or fifteen years. It is
the opportunity the business represents withrecommended to focus on the company’s
language targeted at the specific audience the planpotential impact for customers and the
is intended for (for example, investors or lenders).marketplace rather than its long-term financial
Without going into the detail allowed in theimpact, as it is increasingly difficult to put numbers
executive summary (a conclusion should be just ato where the company will be so far ahead in the
paragraph or two), the conclusion can offer afuture. For example, you might say that “the
more personal appeal for consideration andbusiness will introduce a new level of quality in
funding. However, the conclusion should not departliquor stores and become a regionally-known brand
significantly from the rational and professional toneover the next fifteen years”.
of the plan. For example, it is never appropriateAppendices
to write sentences along the lines of “I beg ofThe conclusion is not actually the final section of
you to invest in this company”, “It wouldyour business plan. Supporting documents should
mean so much to me and my family”, andappear in appendices after the conclusion. These
“You’d be stupid to not to jump at thisappendices should include detailed pro forma
opportunity.”financial statements, and may also include
Future Visionresumes of managers, partnership, supplier, and
The conclusion is also where it can be appropriatecustomer agreements, evidence of intellectual
to return to your greater vision for what theproperty, records of business licenses and
company can become and speak about futurepermits, detailed results of surveys, focus groups,
possibilities beyond the five years detailed in theor competitive research, and letters of support.
plan. This can include an idea of what the