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How Do I Build a Winning Business Plan? - Part 2
by Neil Best
Published on this site: April 26th, 2006 - See
more articles from this month
Competitor Analysis - Keep it Real
Failure to identify competitors in your business plan is a
warning sign to potential investors that either:- you've not
done enough research; you haven't acknowledged the competition
you face; or that actually the market is not large enough
to support any competition. You're not going to find anyone
to invest in your business if the latter is true.
It is much better if you acknowledge realistic strengths and
weaknesses of your closest competitors, and how you will address
those with your business model. It also acts as evidence to
the potential investor - as mentioned above - that the market
is large enough to support a number of businesses. A perceived
margin of safety that there's business there for the taking.
Competitive Analysis - Prove your barriers to entry
In the part in your business plan which addresses competition,
you must cover the area known as competitive barriers.
Some businesses naturally have barriers that prevent upstart
competitors from getting a look in.
Take the oil industry for example. The nature of the business
is such that development costs are prohibitive and the licenses
for exploring viable sites are already in the ownership of
the oil majors. This acts as a significant barrier for anyone
fancying to start up business in the oil industry.
This does not mean that new companies do not start, rather
they are few and far between because the resources and expertise
required to compete are high.
In your business plan you must identify exactly what the barriers
to entry into your business are and knowing these how you
will prevent any actual or potential competitors from taking
a large part of your customers away from you.
Some examples of competition barriers include no availability
of prime sites (take supermarkets for example), legal restrictions,
import duties, expensive plant and machinery, exclusive distribution
licenses etc.
It is also important to consider the situation very seriously
if you identify few or no barriers to entry. This may jeopardize
the future growth or even viability of your business. How could you make it more difficult for competitors
to take your customers. What kinds of things could you do.
Could you sign them up to longer term contracts for example?
Can you protest legitimately at every planning application
of new competitors etc.
Competitive Analysis - Demonstrate your advantage
It is convenient whilst analysing the competition, to turn
the spotlight of analysis on yourself, and demonstrate how
your competitive edge is truly razor sharp, to the point of
being unfair.
The typical kinds of assets that show strong competitive advantage
include patented technologies and processes, proven management
record of success, exclusive contracts with suppliers and
customers that make it difficult if not impossible for competitors to compete on the same terms.
Neil Best For more great business plans information including
example plans from a wide range of sample businesses visit
http://www.smallbusinessfinancetips.com
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