2 degrees business plan

How to make a business plan

Table of Contents

How to make a good business plan: step-by-step guide.

A business plan is a strategic roadmap used to navigate the challenging journey of entrepreneurship. It's the foundation upon which you build a successful business.

A well-crafted business plan can help you define your vision, clarify your goals, and identify potential problems before they arise.

But where do you start? How do you create a business plan that sets you up for success?

This article will explore the step-by-step process of creating a comprehensive business plan.

What is a business plan?

A business plan is a formal document that outlines a business's objectives, strategies, and operational procedures. It typically includes the following information about a company:

Products or services

Target market

Competitors

Marketing and sales strategies

Financial plan

Management team

A business plan serves as a roadmap for a company's success and provides a blueprint for its growth and development. It helps entrepreneurs and business owners organize their ideas, evaluate the feasibility, and identify potential challenges and opportunities.

As well as serving as a guide for business owners, a business plan can attract investors and secure funding. It demonstrates the company's understanding of the market, its ability to generate revenue and profits, and its strategy for managing risks and achieving success.

Business plan vs. business model canvas

A business plan may seem similar to a business model canvas, but each document serves a different purpose.

A business model canvas is a high-level overview that helps entrepreneurs and business owners quickly test and iterate their ideas. It is often a one-page document that briefly outlines the following:

Key partnerships

Key activities

Key propositions

Customer relationships

Customer segments

Key resources

Cost structure

Revenue streams

On the other hand, a Business Plan Template provides a more in-depth analysis of a company's strategy and operations. It is typically a lengthy document and requires significant time and effort to develop.

A business model shouldn’t replace a business plan, and vice versa. Business owners should lay the foundations and visually capture the most important information with a Business Model Canvas Template . Because this is a fast and efficient way to communicate a business idea, a business model canvas is a good starting point before developing a more comprehensive business plan.

A business plan can aim to secure funding from investors or lenders, while a business model canvas communicates a business idea to potential customers or partners.

Why is a business plan important?

A business plan is crucial for any entrepreneur or business owner wanting to increase their chances of success.

Here are some of the many benefits of having a thorough business plan.

Helps to define the business goals and objectives

A business plan encourages you to think critically about your goals and objectives. Doing so lets you clearly understand what you want to achieve and how you plan to get there.

A well-defined set of goals, objectives, and key results also provides a sense of direction and purpose, which helps keep business owners focused and motivated.

Guides decision-making

A business plan requires you to consider different scenarios and potential problems that may arise in your business. This awareness allows you to devise strategies to deal with these issues and avoid pitfalls.

With a clear plan, entrepreneurs can make informed decisions aligning with their overall business goals and objectives. This helps reduce the risk of making costly mistakes and ensures they make decisions with long-term success in mind.

Attracts investors and secures funding

Investors and lenders often require a business plan before considering investing in your business. A document that outlines the company's goals, objectives, and financial forecasts can help instill confidence in potential investors and lenders.

A well-written business plan demonstrates that you have thoroughly thought through your business idea and have a solid plan for success.

Identifies potential challenges and risks

A business plan requires entrepreneurs to consider potential challenges and risks that could impact their business. For example:

Is there enough demand for my product or service?

Will I have enough capital to start my business?

Is the market oversaturated with too many competitors?

What will happen if my marketing strategy is ineffective?

By identifying these potential challenges, entrepreneurs can develop strategies to mitigate risks and overcome challenges. This can reduce the likelihood of costly mistakes and ensure the business is well-positioned to take on any challenges.

Provides a basis for measuring success

A business plan serves as a framework for measuring success by providing clear goals and financial projections . Entrepreneurs can regularly refer to the original business plan as a benchmark to measure progress. By comparing the current business position to initial forecasts, business owners can answer questions such as:

Are we where we want to be at this point?

Did we achieve our goals?

If not, why not, and what do we need to do?

After assessing whether the business is meeting its objectives or falling short, business owners can adjust their strategies as needed.

How to make a business plan step by step

The steps below will guide you through the process of creating a business plan and what key components you need to include.

1. Create an executive summary

Start with a brief overview of your entire plan. The executive summary should cover your business plan's main points and key takeaways.

Keep your executive summary concise and clear with the Executive Summary Template . The simple design helps readers understand the crux of your business plan without reading the entire document.

2. Write your company description

Provide a detailed explanation of your company. Include information on what your company does, the mission statement, and your vision for the future.

Provide additional background information on the history of your company, the founders, and any notable achievements or milestones.

3. Conduct a market analysis

Conduct an in-depth analysis of your industry, competitors, and target market. This is best done with a SWOT analysis to identify your strengths, weaknesses, opportunities, and threats. Next, identify your target market's needs, demographics, and behaviors.

Use the Competitive Analysis Template to brainstorm answers to simple questions like:

What does the current market look like?

Who are your competitors?

What are they offering?

What will give you a competitive advantage?

Who is your target market?

What are they looking for and why?

How will your product or service satisfy a need?

These questions should give you valuable insights into the current market and where your business stands.

4. Describe your products and services

Provide detailed information about your products and services. This includes pricing information, product features, and any unique selling points.

Use the Product/Market Fit Template to explain how your products meet the needs of your target market. Describe what sets them apart from the competition.

5. Design a marketing and sales strategy

Outline how you plan to promote and sell your products. Your marketing strategy and sales strategy should include information about your:

Pricing strategy

Advertising and promotional tactics

Sales channels

The Go to Market Strategy Template is a great way to visually map how you plan to launch your product or service in a new or existing market.

6. Determine budget and financial projections

Document detailed information on your business’ finances. Describe the current financial position of the company and how you expect the finances to play out.

Some details to include in this section are:

Startup costs

Revenue projections

Profit and loss statement

Funding you have received or plan to receive

Strategy for raising funds

7. Set the organization and management structure

Define how your company is structured and who will be responsible for each aspect of the business. Use the Business Organizational Chart Template to visually map the company’s teams, roles, and hierarchy.

As well as the organization and management structure, discuss the legal structure of your business. Clarify whether your business is a corporation, partnership, sole proprietorship, or LLC.

8. Make an action plan

At this point in your business plan, you’ve described what you’re aiming for. But how are you going to get there? The Action Plan Template describes the following steps to move your business plan forward. Outline the next steps you plan to take to bring your business plan to fruition.

Types of business plans

Several types of business plans cater to different purposes and stages of a company's lifecycle. Here are some of the most common types of business plans.

Startup business plan

A startup business plan is typically an entrepreneur's first business plan. This document helps entrepreneurs articulate their business idea when starting a new business.

Not sure how to make a business plan for a startup? It’s pretty similar to a regular business plan, except the primary purpose of a startup business plan is to convince investors to provide funding for the business. A startup business plan also outlines the potential target market, product/service offering, marketing plan, and financial projections.

Strategic business plan

A strategic business plan is a long-term plan that outlines a company's overall strategy, objectives, and tactics. This type of strategic plan focuses on the big picture and helps business owners set goals and priorities and measure progress.

The primary purpose of a strategic business plan is to provide direction and guidance to the company's management team and stakeholders. The plan typically covers a period of three to five years.

Operational business plan

An operational business plan is a detailed document that outlines the day-to-day operations of a business. It focuses on the specific activities and processes required to run the business, such as:

Organizational structure

Staffing plan

Production plan

Quality control

Inventory management

Supply chain

The primary purpose of an operational business plan is to ensure that the business runs efficiently and effectively. It helps business owners manage their resources, track their performance, and identify areas for improvement.

Growth-business plan

A growth-business plan is a strategic plan that outlines how a company plans to expand its business. It helps business owners identify new market opportunities and increase revenue and profitability. The primary purpose of a growth-business plan is to provide a roadmap for the company's expansion and growth.

The 3 Horizons of Growth Template is a great tool to identify new areas of growth. This framework categorizes growth opportunities into three categories: Horizon 1 (core business), Horizon 2 (emerging business), and Horizon 3 (potential business).

One-page business plan

A one-page business plan is a condensed version of a full business plan that focuses on the most critical aspects of a business. It’s a great tool for entrepreneurs who want to quickly communicate their business idea to potential investors, partners, or employees.

A one-page business plan typically includes sections such as business concept, value proposition, revenue streams, and cost structure.

Best practices for how to make a good business plan

Here are some additional tips for creating a business plan:

Use a template

A template can help you organize your thoughts and effectively communicate your business ideas and strategies. Starting with a template can also save you time and effort when formatting your plan.

Miro’s extensive library of customizable templates includes all the necessary sections for a comprehensive business plan. With our templates, you can confidently present your business plans to stakeholders and investors.

Be practical

Avoid overestimating revenue projections or underestimating expenses. Your business plan should be grounded in practical realities like your budget, resources, and capabilities.

Be specific

Provide as much detail as possible in your business plan. A specific plan is easier to execute because it provides clear guidance on what needs to be done and how. Without specific details, your plan may be too broad or vague, making it difficult to know where to start or how to measure success.

Be thorough with your research

Conduct thorough research to fully understand the market, your competitors, and your target audience . By conducting thorough research, you can identify potential risks and challenges your business may face and develop strategies to mitigate them.

Get input from others

It can be easy to become overly focused on your vision and ideas, leading to tunnel vision and a lack of objectivity. By seeking input from others, you can identify potential opportunities you may have overlooked.

Review and revise regularly

A business plan is a living document. You should update it regularly to reflect market, industry, and business changes. Set aside time for regular reviews and revisions to ensure your plan remains relevant and effective.

Create a winning business plan to chart your path to success

Starting or growing a business can be challenging, but it doesn't have to be. Whether you're a seasoned entrepreneur or just starting, a well-written business plan can make or break your business’ success.

The purpose of a business plan is more than just to secure funding and attract investors. It also serves as a roadmap for achieving your business goals and realizing your vision. With the right mindset, tools, and strategies, you can develop a visually appealing, persuasive business plan.

Ready to make an effective business plan that works for you? Check out our library of ready-made strategy and planning templates and chart your path to success.

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7 Different Types of Business Plans Explained

11 min. read

Updated April 10, 2024

Business plans go by many names: Strategic plans, traditional plans , operational plans, feasibility plans, internal plans, growth plans, and more.

Different situations call for different types of plans. 

But what makes each type of plan unique? And why should you consider one type over another?

In this article, we’ll uncover a quick process to find the right type of business plan, along with an overview of each option. 

Let’s help you find the right planning format.

• What type of business plan do you need?

The short answer is… it depends. 

Your current business stage, intended audience, and how you’ll use the plan will all impact what format works best. 

Remember, just the act of planning will improve your chances of success . It’s important to land on an option that will support your needs. Don’t get too hung up on making the right choice and delay writing your plan.

So, how do you choose?

1. Know why you need a business plan

What are you creating a business plan for ? Are you pitching to potential investors? Applying for a loan? Trying to understand if your business idea is feasible?

You may need a business plan for one or multiple reasons. What you intend to do with it will inform what type of plan you need.

For example: A more robust and detailed plan may be necessary if you seek investment . But a shorter format could be more useful and less time-consuming if you’re just testing an idea.

2. Become familiar with your options

You don’t need to become a planning expert and understand every detail about every type of plan. You just need to know the basics:

• What makes this type of plan unique?
• What are its benefits?
• What are its drawbacks?
• Which types of businesses typically use it?

By taking the time to review, you’ll understand what you’re getting into and be more likely to complete your plan. Plus, you’ll come away with a document built with your use case(s) in mind—meaning you won’t have to restart to make it a valuable tool.

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3. Start small and grow

When choosing a business plan format, a good tactic is to opt for a shorter option and build from there. You’ll save time and effort and still come away with a working business plan.

Plus, you’ll better understand what further planning you may need to do. And you won’t be starting from scratch.

Read More: How to identify the right type of plan for your business

Again, the type of business plan you need fully depends on your situation and use case. But running through this quick exercise will help you narrow down your options. 

Now let’s look at the common business plan types you can choose from.

• Traditional business plan

The traditional (or standard) business plan is an in-depth document covering every aspect of your business. It’s the most common plan type you’ll come across. 

A traditional business plan is broken up into 10 sections:

• Executive summary
• Description of products and services
• Market analysis
• Competitive analysis
• Marketing and sales plan
• Business operations
• Key milestones and metrics
• Organization and management team
• Financial plan
• Appendix 

Why use this type of plan?

A traditional business plan is best for anyone approaching specific business planning events—such as presenting a business plan to a bank or investor for funding.

A traditional plan can also be useful if you need to add more details around specific business areas. 

For example: You start as a solopreneur and don’t immediately need to define your team structure. But eventually you hit a threshold where you need more staff in order to keep growing. A great way to explore which roles you need and how they will function is by fleshing out the organization and management section .

That’s the unseen value of a more detailed plan like this. While you can follow the structure outlined above and create an in-depth plan ready for funding, you can also choose which sections to prioritize. 

Read More: How to write a traditional business plan  

• One-page plan

The one-page business plan is a simplified (but just as useful) version of a traditional business plan. It follows the same structure, but is far easier to create. It can even be used as a pitch document.

Here’s how you’ll organize information when using a one-page plan:

• Value proposition
• Market need
• Your solution
• Competition
• Target market
• Sales and marketing
• Budget and sales goals
• Team summary
• Key partners
• Funding needs

A one-page plan is faster and easier to assemble than a traditional plan. You can write a one-page plan in as little as 30 minutes . 

You’ll still cover the crucial details found in a traditional plan, but in a more manageable format.

So, if you’re exploring a business idea for the first time or updating your strategy—a one-page plan is ideal. You can review and update your entire plan in just a few minutes.

Applying for a loan with this type of plan probably wouldn’t make sense. Lenders typically want to see a more detailed plan to accurately assess potential risk. 

However, it is a great option to send to investors. 

“Investors these days are much less likely to look at a detailed plan,” says Palo Alto Software COO Noah Parsons. “An executive summary or one-page plan, pitch presentation, and financials are all a VC is likely to look at.”

Creating a more detailed plan is as much about being prepared as anything else. If you don’t dig into everything a traditional plan covers, you’ll struggle to land your pitch . 

If you don’t intend to seek funding, a one-page plan is often all you need. The key is regularly revisiting it to stay on top of your business. 

Let’s explore two unique processes to help you do that: 

Read More: How to write a one-page business plan

Lean planning process

Lean planning is a process that uses your one-page plan as a testing tool. The goal is to create a plan and immediately put it into action to see if your ideas actually work. You’ll typically be focusing on one (or all) of the following areas: 

• Strategy – What you will do
• Tactics – How you will do it
• Business Model – How you make money
• Schedule – Who is responsible and when will it happen

Why use this process?

Lean planning is best for businesses that need to move fast, test assumptions, revise, and get moving again. It’s short and simple, and meant to get everyone on the same page as quickly as possible. 

That’s why it’s so popular for startups. They don’t necessarily need a detailed plan, since they’re mostly focused on determining whether or not they have a viable business idea .

The only drawback is that this planning process is built primarily around early-stage businesses. It can be a useful tool for established businesses looking to test a strategy, but it may not be as helpful for ongoing management.

Read More: The fundamentals of lean planning

Growth planning

Growth planning is a financials-focused planning process designed to help you make quick and strategic decisions.

Again, it starts with a one-page plan outlining your strategy, tactics, business model, and schedule. The next step is to create a working financial forecast that includes projected sales, expenses, and cash flows.

From there, you run your business. 

As you go, track your actual financial performance and carve out time to compare it to your forecasts . If you spot any differences, these discrepancies may indicate problems or opportunities that call for adjusting your current strategy.

Growth planning combines the simplicity of the one-page plan and the speed of lean planning, with the power of financial forecasting. 

This makes the process useful for every business stage and even allows you to skip to the forecasting step if you already have a plan.

With growth planning, you’ll:

• Regularly revisit your financials
• Better understand how your business operates 
• Make quick and confident decisions

This process focuses on growing your business. If diving into your financials isn’t a priority right now, that’s okay. Start with a one-page plan instead, and revisit growth planning when you’re ready.

Read More: How to write a growth-oriented business plan

• Internal plan

Sometimes you just need a business plan that works as an internal management tool. 

Something to help you: 

• Set business goals
• Provide a high-level overview of operations
• Prepare to create budgets and financial projections

You don’t need an overly long and detailed business plan for this. Just a document that is easy to create, useful for developing or revisiting your strategy, and able to get everyone up to speed.

The internal plan is a great option if you’re not planning to present your plan to anyone outside your business. Especially if you’re an up-and-running business that may have created a plan previously. You might just need something simple for day-to-day use.

Read More: 8 steps to write a useful internal business plan

• 5-year business plan

Some investors or stakeholders may request a long-term plan stretching up to five years. They typically want to understand your vision for the future and see your long-term goals or milestones.  

To be honest, creating a detailed long-term business plan is typically a waste of time. There are a few exceptions:

• A long-term plan is specifically asked for
• You want to outline your long-term vision
• Real estate development
• Medical product manufacturing
• Transportation, automotive, aviation, or aerospace development

The reality is, you can’t predict what will happen in the next month, let alone the next one, three, or five years.

So, when creating a long-term plan, don’t dig too deep into the details. Focus on establishing long-term goals , annual growth targets, and aspirational milestones you’d like to hit.

Then supplement these with a more focused one-page plan that actually describes your current business, which you can use in your business right now.

Read More: How to write a five-year business plan

• Nonprofit business plan

A nonprofit business plan is not too different from a traditional plan. You should still cover all of the sections I listed above to help you build a sustainable business. 

The main differences in a nonprofit plan are tied to funding and awareness. You need to account for:

• Fundraising sources and activities.
• Alliances and partnerships.
• Promotion and outreach strategies.

You also need to set goals, track performance, and demonstrate that you have the right team to run a fiscally healthy organization. You’re just not pursuing profits, you’re trying to fulfill a mission. But you cannot serve your community if your organization isn’t financially stable.

If you can use your business plan to show that you’re a well-organized nonprofit organization, you are more likely to attract donors and convince investors to provide funding.

Read More: How to write a nonprofit business plan

Resources to help write your business plan

Don’t get too hung up on the type of business plan you choose. Remember, you can always start small and expand if you need to.

To help you do that, I recommend downloading our free one-page business plan template . It’s especially useful if you’re exploring an idea and need a quick way to document how your business will operate.

If you know you’ll pursue funding, download our free traditional business plan template . It’s already in an SBA-lender-approved format and provides detailed instructions for each section. And if you want to explore other options, check out our roundup of the 8 best business plan templates you can download for free.

Lastly, check out our library of over 550 sample business plans if you need inspiration. These can provide specific insight into what you should focus on in a given industry.

Remember, just by deciding to write a business plan, you are increasing your likelihood of success. Pick a format and start writing!

Types of business plans FAQ

Which type of planning should be done for a business?

The type of planning fully depends on your business stage and how you intend to use the plan. Generally, whatever format you choose should help you outline your strategy, business model, tactics, and timeline.

How many types of business plans are there?

There are seven common types of business plans, including: traditional, one-page, lean, growth, internal, 5-year, and nonprofit plans.

Tim Berry is the founder and chairman of Palo Alto Software , a co-founder of Borland International, and a recognized expert in business planning. He has an MBA from Stanford and degrees with honors from the University of Oregon and the University of Notre Dame. Today, Tim dedicates most of his time to blogging, teaching and evangelizing for business planning.

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How to Write a Business Plan (Plus Examples & Templates)

Have you ever wondered how to write a business plan step by step? Mike Andes, told us: 

This guide will help you write a business plan to impress investors.

Throughout this process, we’ll get information from Mike Andes, who started Augusta Lawn Care Services when he was 12 and turned it into a franchise with over 90 locations. He has gone on to help others learn how to write business plans and start businesses.  He knows a thing or two about writing  business plans!

We’ll start by discussing the definition of a business plan. Then we’ll discuss how to come up with the idea, how to do the market research, and then the important elements in the business plan format. Keep reading to start your journey!

What Is a Business Plan?

A business plan is simply a road map of what you are trying to achieve with your business and how you will go about achieving it. It should cover all elements of your business including: 

• Finding customers
• Plans for developing a team
•  Competition
• Legal structures
• Key milestones you are pursuing

If you aren’t quite ready to create a business plan, consider starting by reading our business startup guide .

Get a Business Idea

Before you can write a business plan, you have to have a business idea. You may see a problem that needs to be solved and have an idea how to solve it, or you might start by evaluating your interests and skills. 

Mike told us, “The three things I suggest asking yourself when thinking about starting a business are:

• What am I good at?
• What would I enjoy doing?
• What can I get paid for?”

If all three of these questions don’t lead to at least one common answer, it will probably be a much harder road to success. Either there is not much market for it, you won’t be good at it, or you won’t enjoy doing it. 

As Mike told us, “There’s enough stress starting and running a business that if you don’t like it or aren’t good at it, it’s hard to succeed.”

If you’d like to hear more about Mike’s approach to starting a business, check out our YouTube video

Conduct Market Analysis

Market analysis is focused on establishing if there is a target market for your products and services, how large the target market is, and identifying the demographics of people or businesses that would be interested in the product or service. The goal here is to establish how much money your business concept can make.

Product and Service Demand

A search engine is your best friend when trying to figure out if there is demand for your products and services. Personally, I love using presearch.org because it lets you directly search on a ton of different platforms including Google, Youtube, Twitter, and more. Check out the screenshot for the full list of search options.

With quick web searches, you can find out how many competitors you have, look through their reviews, and see if there are common complaints about the competitors. Bad reviews are a great place to find opportunities to offer better products or services. 

If there are no similar products or services, you may have stumbled upon something new, or there may just be no demand for it. To find out, go talk to your most honest friend about the idea and see what they think. If they tell you it’s dumb or stare at you vacantly, there’s probably no market for it.

You can also conduct a survey through social media to get public opinion on your idea. Using Facebook Business Manager , you could get a feel for who would be interested in your product or service.

 I ran a quick test of how many people between 18-65  you could reach in the U.S. during a week. It returned an estimated 700-2,000 for the total number of leads, which is enough to do a fairly accurate statistical analysis.

Identify Demographics of Target Market

Depending on what type of business you want to run, your target market will be different. The narrower the demographic, the fewer potential customers you’ll have. If you did a survey, you’ll be able to use that data to help define your target audience. Some considerations you’ll want to consider are:

• Other Interests
• Marital Status
• Do they have kids?

Once you have this information, it can help you narrow down your options for location and help define your marketing further. One resource that Mike recommended using is the Census Bureau’s Quick Facts Map . He told us,  

“It helps you quickly evaluate what the best areas are for your business to be located.”

How to Write a Business Plan

Now that you’ve developed your idea a little and established there is a market for it, you can begin writing a business plan. Getting started is easier with the business plan template we created for you to download. I strongly recommend using it as it is updated to make it easier to create an action plan. 

Each of the following should be a section of your business plan:

• Business Plan Cover Page
• Table of Contents
• Executive Summary
• Company Description
• Description of Products and Services

SWOT Analysis

• Competitor Data
• Competitive Analysis
• Marketing Expenses Strategy 

Pricing Strategy

• Distribution Channel Assessment
• Operational Plan
• Management and Organizational Strategy
• Financial Statements and/or Financial Projections

We’ll look into each of these. Don’t forget to download our free business plan template (mentioned just above) so you can follow along as we go. 

How to Write a Business Plan Step 1. Create a Cover Page

The first thing investors will see is the cover page for your business plan. Make sure it looks professional. A great cover page shows that you think about first impressions.

A good business plan should have the following elements on a cover page:

• Professionally designed logo
• Company name
• Mission or Vision Statement
• Contact Info

Basically, think of a cover page for your business plan like a giant business card. It is meant to capture people’s attention but be quickly processed.

How to Write a Business Plan Step 2. Create a Table of Contents

Most people are busy enough that they don’t have a lot of time. Providing a table of contents makes it easy for them to find the pages of your plan that are meaningful to them.

A table of contents will be immediately after the cover page, but you can include it after the executive summary. Including the table of contents immediately after the executive summary will help investors know what section of your business plan they want to review more thoroughly.

Check out Canva’s article about creating a  table of contents . It has a ton of great information about creating easy access to each section of your business plan. Just remember that you’ll want to use different strategies for digital and hard copy business plans.

How to Write a Business Plan Step 3. Write an Executive Summary

An executive summary is where your business plan should catch the readers interest.  It doesn’t need to be long, but should be quick and easy to read.

Mike told us,

How long should an executive summary bein an informal business plan?

For casual use, an executive summary should be similar to an elevator pitch, no more than 150-160 words, just enough to get them interested and wanting more. Indeed has a great article on elevator pitches .  This can also be used for the content of emails to get readers’ attention.

It consists of three basic parts:

• An introduction to you and your business.
• What your business is about.
• A call to action

Example of an informal executive summary 

One of the best elevator pitches I’ve used is:

So far that pitch has achieved a 100% success rate in getting partnerships for the business.

What should I include in an executive summary for investors?

Investors are going to need a more detailed executive summary if you want to secure financing or sell equity. The executive summary should be a brief overview of your entire business plan and include:

• Introduction of yourself and company.
• An origin story (Recognition of a problem and how you came to solution)
• An introduction to your products or services.
• Your unique value proposition. Make sure to include intellectual property.
• Where you are in the business life cycle
• Request and why you need it.

Successful business plan examples

The owner of Urbanity told us he spent 2 months writing a 75-page business plan and received a $250,000 loan from the bank when he was 23. Make your business plan as detailed as possible when looking for financing. We’ve provided a template to help you prepare the portions of a business plan that banks expect.

Here’s the interview with the owner of Urbanity:

When to write an executive summary?

Even though the summary is near the beginning of a business plan, you should write it after you complete the rest of a business plan. You can’t talk about revenue, profits, and expected expenditures if you haven’t done the market research and created a financial plan.

What mistakes do people make when writing an executive summary?

Business owners commonly go into too much detail about the following items in an executive summary:

• Marketing and sales processes
• Financial statements
• Organizational structure
• Market analysis

These are things that people will want to know later, but they don’t hook the reader. They won’t spark interest in your small business, but they’ll close the deal.

How to Write a Business Plan Step 4. Company Description

Every business plan should include a company description. A great business plan will include the following elements while describing the company:

• Mission statement
• Philosophy and vision
• Company goals

Target market

• Legal structure

Let’s take a look at what each section includes in a good business plan.

Mission Statement

A mission statement is a brief explanation of why you started the company and what the company’s main focus is. It should be no more than one or two sentences. Check out HubSpot’s article 27 Inspiring Mission Statement for a great read on informative and inspiring mission and vision statements. 

Company Philosophy and Vision

The company philosophy is what drives your company. You’ll normally hear them called core values.  These are the building blocks that make your company different. You want to communicate your values to customers, business owners, and investors as often as possible to build a company culture, but make sure to back them up.

What makes your company different?

Each company is different. Your new business should rise above the standard company lines of honesty, integrity, fun, innovation, and community when communicating your business values. The standard answers are corporate jargon and lack authenticity. 

Examples of core values

One of my clients decided to add a core values page to their website. As a tech company they emphasized the values:

•  Prioritize communication.
•  Never stop learning.
•  Be transparent.
•  Start small and grow incrementally.

These values communicate how the owner and the rest of the company operate. They also show a value proposition and competitive advantage because they specifically focus on delivering business value from the start. These values also genuinely show what the company is about and customers recognize the sincerity. Indeed has a great blog about how to identify your core values .

What is a vision statement?

A vision statement communicate the long lasting change a business pursues. The vision helps investors and customers understand what your company is trying to accomplish. The vision statement goes beyond a mission statement to provide something meaningful to the community, customer’s lives, or even the world.

Example vision statements

The Alzheimer’s Association is a great example of a vision statement:

A world without Alzheimer’s Disease and other dementia.

It clearly tells how they want to change the world. A world without Alzheimers might be unachievable, but that means they always have room for improvement.

Business Goals

You have to measure success against goals for a business plan to be meaningful. A business plan helps guide a company similar to how your GPS provides a road map to your favorite travel destination. A goal to make as much money as possible is not inspirational and sounds greedy.

Sure, business owners want to increase their profits and improve customer service, but they need to present an overview of what they consider success. The goals should help everyone prioritize their work.

How far in advance should a business plan?

Business planning should be done at least one year in advance, but many banks and investors prefer three to five year business plans. Longer plans show investors that the management team  understands the market and knows the business is operating in a constantly shifting market. In addition, a plan helps businesses to adjust to changes because they have already considered how to handle them.

Example of great business goals

My all time-favorite long-term company goals are included in Tesla’s Master Plan, Part Deux . These goals were written in 2016 and drive the company’s decisions through 2026. They are the reason that investors are so forgiving when Elon Musk continually fails to meet his quarterly and annual goals.

If the progress aligns with the business plan investors are likely to continue to believe in the company. Just make sure the goals are reasonable or you’ll be discredited (unless you’re Elon Musk).

You did target market research before creating a business plan. Now it’s time to add it to the plan so others understand what your ideal customer looks like. As a new business owner, you may not be considered an expert in your field yet, so document everything. Make sure the references you use are from respectable sources. 

Use information from the specific lender when you are applying for lending. Most lenders provide industry research reports and using their data can strengthen the position of your business plan.

A small business plan should include a section on the external environment. Understanding the industry is crucial because we don’t plan a business in a vacuum. Make sure to research the industry trends, competitors, and forecasts. I personally prefer IBIS World for my business research. Make sure to answer questions like:

• What is the industry outlook long-term and short-term?
• How will your business take advantage of projected industry changes and trends?
• What might happen to your competitors and how will your business successfully compete?

Industry resources

Some helpful resources to help you establish more about your industry are:

• Trade Associations
• Federal Reserve
• Bureau of Labor Statistics

Legal Structure

There are five basic types of legal structures that most people will utilize:

• Sole proprietorships
• Limited Liability Companies (LLC)

Partnerships

Corporations.

• Franchises.

Each business structure has their pros and cons. An LLC is the most common legal structure due to its protection of personal assets and ease of setting up. Make sure to specify how ownership is divided and what roles each owner plays when you have more than one business owner.

You’ll have to decide which structure is best for you, but we’ve gathered information on each to make it easier.

Sole Proprietorship

A sole proprietorship is the easiest legal structure to set up but doesn’t protect the owner’s personal assets from legal issues. That means if something goes wrong, you could lose both your company and your home.

To start a sole proprietorship, fill out a special tax form called a  Schedule C . Sole proprietors can also join the American Independent Business Alliance .

Limited Liability Company (LLC)

An LLC is the most common business structure used in the United States because an LLC protects the owner’s personal assets. It’s similar to partnerships and corporations, but can be a single-member LLC in most states. An LLC requires a document called an operating agreement.

Each state has different requirements. Here’s a link to find your state’s requirements . Delaware and Nevada are common states to file an LLC because they are really business-friendly. Here’s a blog on the top 10 states to get an LLC.

Partnerships are typically for legal firms. If you choose to use a partnership choose a Limited Liability Partnership. Alternatively, you can just use an LLC.

Corporations are typically for massive organizations. Corporations have taxes on both corporate and income tax so unless you plan on selling stock, you are better off considering an LLC with S-Corp status . Investopedia has good information corporations here .

There are several opportunities to purchase successful franchises. TopFranchise.com has a list of companies in a variety of industries that offer franchise opportunities. This makes it where an entrepreneur can benefit from the reputation of an established business that has already worked out many of the kinks of starting from scratch.

How to Write a Business Plan Step 5. Products and Services

This section of the business plan should focus on what you sell, how you source it, and how you sell it. You should include:

• Unique features that differentiate your business products from competitors
• Intellectual property
• Your supply chain
• Cost and pricing structure 

Questions to answer about your products and services

Mike gave us a list  of the most important questions to answer about your product and services:

• How will you be selling the product? (in person, ecommerce, wholesale, direct to consumer)?
• How do you let them know they need a product?
• How do you communicate the message?
• How will you do transactions?
• How much will you be selling it for?
• How many do you think you’ll sell and why?

Make sure to use the worksheet on our business plan template .

How to Write a Business Plan Step 6. Sales and Marketing Plan

The marketing and sales plan is focused on the strategy to bring awareness to your company and guides how you will get the product to the consumer.  It should contain the following sections:

SWOT Analysis stands for strengths, weaknesses, opportunities, and threats. Not only do you want to identify them, but you also want to document how the business plans to deal with them.

Business owners need to do a thorough job documenting how their service or product stacks up against the competition.

If proper research isn’t done, investors will be able to tell that the owner hasn’t researched the competition and is less likely to believe that the team can protect its service from threats by the more well-established competition. This is one of the most common parts of a presentation that trips up business owners presenting on Shark Tank .

SWOT Examples

Examples of strengths and weaknesses could be things like the lack of cash flow, intellectual property ownership, high costs of suppliers, and customers’ expectations on shipping times.

Opportunities could be ways to capitalize on your strengths or improve your weaknesses, but may also be gaps in the industry. This includes:

• Adding offerings that fit with your current small business
• Increase sales to current customers
• Reducing costs through bulk ordering
• Finding ways to reduce inventory
•  And other areas you can improve

Threats will normally come from outside of the company but could also be things like losing a key member of the team. Threats normally come from competition, regulations, taxes, and unforeseen events.

The management team should use the SWOT analysis to guide other areas of business planning, but it absolutely has to be done before a business owner starts marketing. 

Include Competitor Data in Your Business Plan

When you plan a business, taking into consideration the strengths and weaknesses of the competition is key to navigating the field. Providing an overview of your competition and where they are headed shows that you are invested in understanding the industry.

For smaller businesses, you’ll want to search both the company and the owners names to see what they are working on. For publicly held corporations, you can find their quarterly and annual reports on the SEC website .

What another business plans to do can impact your business. Make sure to include things that might make it attractive for bigger companies to outsource to a small business.

Marketing Strategy

The marketing and sales part of business plans should be focused on how you are going to make potential customers aware of your business and then sell to them.

If you haven’t already included it, Mike recommends:

“They’ll want to know about Demographics, ages, and wealth of your target market.”

Make sure to include the Total addressable market .  The term refers to the value if you captured 100% of the market.

Advertising Strategy

You’ll explain what formats of advertising you’ll be using. Some possibilities are:

• Online: Facebook and Google are the big names to work with here.
• Print : Print can be used to reach broad groups or targeted markets. Check out this for tips .
• Radio : iHeartMedia is one of the best ways to advertise on the radio
• Cable television : High priced, hard to measure ROI, but here’s an explanation of the process
• Billboards: Attracting customers with billboards can be beneficial in high traffic areas.

You’ll want to define how you’ll be using each including frequency, duration, and cost. If you have the materials already created, including pictures or links to the marketing to show creative assets.

Mike told us “Most businesses are marketing digitally now due to Covid, but that’s not always the right answer.”

Make sure the marketing strategy will help team members or external marketing agencies stay within the brand guidelines .

This section of a business plan should be focused on pricing. There are a ton of pricing strategies that may work for different business plans. Which one will work for you depends on what kind of a business you run.

Some common pricing strategies are:

• Value-based pricing – Commonly used with home buying and selling or other products that are status symbols.
• Skimming pricing – Commonly seen in video game consoles, price starts off high to recoup expenses quickly, then reduces over time.
• Competition-based pricing – Pricing based on competitors’ pricing is commonly seen at gas stations.
• Freemium services –  Commonly used for software, where there is a free plan, then purchase options for more functionality.

HubSpot has a great calculator and blog on pricing strategies.

Beyond explaining what strategy your business plans to use, you should include references for how you came to this pricing strategy and how it will impact your cash flow.

Distribution Plan

This part of a business plan is focused on how the product or service is going to go through the supply chain. These may include multiple divisions or multiple companies. Make sure to include any parts of the workflow that are automated so investors can see where cost savings are expected and when.

Supply Chain Examples

For instance, lawn care companies  would need to cover aspects such as:

• Suppliers for lawn care equipment and tools
• Any chemicals or treatments needed
• Repair parts for sprinkler systems
• Vehicles to transport equipment and employees
• Insurance to protect the company vehicles and people.

Examples of Supply Chains

These are fairly flat supply chains compared to something like a clothing designer where the clothes would go through multiple vendors. A clothing company might have the following supply chain:

• Raw materials
• Shipping of raw materials
• Converting of raw materials to thread
• Shipping thread to produce garments
• Garment producer
• Shipping to company
• Company storage
• Shipping to retail stores

There have been advances such as print on demand that eliminate many of these steps. If you are designing completely custom clothing, all of this would need to be planned to keep from having business disruptions.

The main thing to include in the business plan is the list of suppliers, the path the supply chain follows, the time from order to the customer’s home, and the costs associated with each step of the process.

According to BizPlanReview , a business plan without this information is likely to get rejected because they have failed to research the key elements necessary to make sales to the customer.

How to Write a Business Plan Step 7. Company Organization and Operational Plan

This part of the business plan is focused on how the business model will function while serving customers.  The business plan should provide an overview of  how the team will manage the following aspects:

Quality Control

• Legal environment

Let’s look at each for some insight.

Production has already been discussed in previous sections so I won’t go into it much. When writing a business plan for investors, try to avoid repetition as it creates a more simple business plan.

If the organizational plan will be used by the team as an overview of how to perform the best services for the customer, then redundancy makes more sense as it communicates what is important to the business.

Quality control policies help to keep the team focused on how to verify that the company adheres to the business plan and meets or exceeds customer expectations.

Quality control can be anything from a standard that says “all labels on shirts can be no more than 1/16″ off center” to a defined checklist of steps that should be performed and filled out for every customer.

There are a variety of organizations that help define quality control including:

• International Organization for Standardization – Quality standards for energy, technology, food, production environments, and cybersecurity
• AICPA – Standard defined for accounting.
• The Joint Commission – Healthcare
• ASHRAE – HVAC best practices

You can find lists of the organizations that contribute most to the government regulation of industries on Open Secrets . Research what the leaders in your field are doing. Follow their example and implement it in your quality control plan.

For location, you should use information from the market research to establish where the location will be. Make sure to include the following in the location documentation.

• The size of your location
• The type of building (retail, industrial, commercial, etc.)
• Zoning restrictions – Urban Wire has a good map on how zoning works in each state
• Accessibility – Does it meet ADA requirements?
• Costs including rent, maintenance, utilities, insurance and any buildout or remodeling costs
• Utilities – b.e.f. has a good energy calculator .

Legal Environment

The legal requirement section is focused on defining how to meet the legal requirements for your industry. A good business plan should include all of the following:

• Any licenses and/or permits that are needed and whether you’ve obtained them
• Any trademarks, copyrights, or patents that you have or are in the process of applying for
• The insurance coverage your business requires and how much it costs
• Any environmental, health, or workplace regulations affecting your business
• Any special regulations affecting your industry
• Bonding requirements, if applicable

Your local SBA office can help you establish requirements in your area. I strongly recommend using them. They are a great resource.

Your business plan should include a plan for company organization and hiring. While you may be the only person with the company right now, down the road you’ll need more people. Make sure to consider and document the answers to the following questions:

• What is the current leadership structure and what will it look like in the future?
• What types of employees will you have? Are there any licensing or educational requirements?
• How many employees will you need?
• Will you ever hire freelancers or independent contractors?
• What is each position’s job description?
• What is the pay structure (hourly, salaried, base plus commission, etc.)?
• How do you plan to find qualified employees and contractors?

One of the most crucial parts of a business plan is the organizational chart. This simply shows the positions the company will need, who is in charge of them and the relationship of each of them. It will look similar to this:

Our small business plan template has a much more in-depth organizational chart you can edit to include when you include the organizational chart in your business plan.

How to Write a Business Plan Step 8. Financial Statements 

No business plan is complete without financial statements or financial projections. The business plan format will be different based on whether you are writing a business plan to expand a business or a startup business plan. Let’s dig deeper into each.

Provide All Financial Income from an Existing Business

An existing business should use their past financial documents including the income statement, balance sheet, and cash flow statement to find trends to estimate the next 3-5 years.

You can create easy trendlines in excel to predict future revenue, profit and loss, cash flow, and other changes in year-over-year performance. This will show your expected performance assuming business continues as normal.

If you are seeking an investment, then the business is probably not going to continue as normal. Depending on the financial plan and the purpose of getting financing, adjustments may be needed to the following:

• Higher Revenue if expanding business
• Lower Cost of Goods Sold if purchasing inventory with bulk discounts
• Adding interest if utilizing financing (not equity deal)
• Changes in expenses
• Addition of financing information to the cash flow statement
• Changes in Earnings per Share on the balance sheet

Financial modeling is a challenging subject, but there are plenty of low-cost courses on the subject. If you need help planning your business financial documentation take some time to watch some of them.

Make it a point to document how you calculated all the changes to the income statement, balance sheet, and cash flow statement in your business plan so that key team members or investors can verify your research.

Financial Projections For A Startup Business Plan

Unlike an existing business, a startup doesn’t have previous success to model its future performance. In this scenario, you need to focus on how to make a business plan realistic through the use of industry research and averages.

Mike gave the following advice in his interview:

Financial Forecasting Mistakes

One of the things a lot of inexperienced people use is the argument, “If I get one percent of the market, it is worth $100 million.” If you use this, investors are likely to file the document under bad business plan examples.

Let’s use custom t-shirts as an example.

Credence Research estimated in 2018 there were 11,334,800,000 custom t-shirts sold for a total of $206.12 Billion, with a 6% compound annual growth rate.

With that data,  you can calculate that the industry will grow to $270 Billion in 2023 and that the average shirt sold creates $18.18 in revenue.

Combine that with an IBIS World estimate of 11,094 custom screen printers and that means even if you become an average seller, you’ll get .009% of the market.

Here’s a table for easier viewing of that information.

The point here is to make sure your business proposal examples make sense.

You’ll need to know industry averages such as cost of customer acquisition, revenue per customer, the average cost of goods sold, and admin costs to be able to create accurate estimates.

Our simple business plan templates walk you through most of these processes. If you follow them you’ll have a good idea of how to write a business proposal.

How to Write a Business Plan Step 9. Business Plan Example of Funding Requests

What is a business plan without a plan on how to obtain funding?

The Small Business Administration has an example for a pizza restaurant that theoretically needed nearly $20k to make it through their first month.

In our video, How to Start a $500K/Year T-Shirt Business (Pt. 1 ), Sanford Booth told us he needed about $200,000 to start his franchise and broke even after 4 months.

Freshbooks estimates it takes on average 2-3 years for a business to be profitable, which means the fictitious pizza company from the SBA could need up to $330k to make it through that time and still pay their bills for their home and pizza shop.

Not every business needs that much to start, but realistically it’s a good idea to assume that you need a fairly large cushion.

Ways to get funding for a small business

There are a variety of ways to cover this. the most common are:

• Bootstrapping – Using your savings without external funding.
• Taking out debt – loans, credit cards
• Equity, Seed Funding – Ownership of a percentage of the company in exchange for current funds
• Crowdsourcing – Promising a good for funding to create the product

Keep reading for more tips on how to write a business plan.

How funding will be used

When asking for business financing make sure to include:

• How much to get started?
• What is the minimum viable product and how soon can you make money?
• How will the money be spent?

Mike emphasized two aspects that should be included in every plan, 

How to Write a Business Plan Resources

Here are some links to a business plan sample and business plan outline. 

• Sample plan

It’s also helpful to follow some of the leading influencers in the business plan writing community. Here’s a list:

• Wise Plans –  Shares a lot of information on starting businesses and is a business plan writing company.
• Optimus Business Plans –  Another business plan writing company.
• Venture Capital – A venture capital thread that can help give you ideas.

How to Write a Business Plan: What’s Next?

We hope this guide about how to write a simple business plan step by step has been helpful. We’ve covered:

• The definition of a business plan
• Coming up with a business idea
• Performing market research
• The critical components of a business plan
• An example business plan

In addition, we provided you with a simple business plan template to assist you in the process of writing your startup business plan. The startup business plan template also includes a business model template that will be the key to your success.

Don’t forget to check out the rest of our business hub .

Have you written a business plan before? How did it impact your ability to achieve your goals?

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7 Business Plan Examples to Inspire Your Own (2024)

Need support creating your business plan? Check out these business plan examples for inspiration.

Any aspiring entrepreneur researching how to start a business will likely be advised to write a business plan. But few resources provide business plan examples to really guide you through writing one of your own.

Here are some real-world and illustrative business plan examples to help you craft your business plan .

7 business plan examples: section by section

The business plan examples in this article follow this template:

• Executive summary.  An introductory overview of your business.
• Company description.  A more in-depth and detailed description of your business and why it exists.
• Market analysis.  Research-based information about the industry and your target market.
• Products and services.  What you plan to offer in exchange for money.
• Marketing plan.   The promotional strategy to introduce your business to the world and drive sales.
• Logistics and operations plan.  Everything that happens in the background to make your business function properly.
• Financial plan.  A breakdown of your numbers to show what you need to get started as well as to prove viability of profitability.
• Executive summary

Your  executive summary  is a page that gives a high-level overview of the rest of your business plan. It’s easiest to save this section for last.

In this  free business plan template , the executive summary is four paragraphs and takes a little over half a page:

• Company description

You might repurpose your company description elsewhere, like on your About page, social media profile pages, or other properties that require a boilerplate description of your small business.

Soap brand ORRIS  has a blurb on its About page that could easily be repurposed for the company description section of its business plan.

You can also go more in-depth with your company overview and include the following sections, like in the example for Paw Print Post:

• Business structure.  This section outlines how you  registered your business —as an  LLC , sole proprietorship, corporation, or other  business type . “Paw Print Post will operate as a sole proprietorship run by the owner, Jane Matthews.”
• Nature of the business.  “Paw Print Post sells unique, one-of-a-kind digitally printed cards that are customized with a pet’s unique paw prints.”
• Industry.  “Paw Print Post operates primarily in the pet industry and sells goods that could also be categorized as part of the greeting card industry.”
• Background information.  “Jane Matthews, the founder of Paw Print Post, has a long history in the pet industry and working with animals, and was recently trained as a graphic designer. She’s combining those two loves to capture a niche in the market: unique greeting cards customized with a pet’s paw prints, without needing to resort to the traditional (and messy) options of casting your pet’s prints in plaster or using pet-safe ink to have them stamp their ‘signature.’”
• Business objectives.  “Jane will have Paw Print Post ready to launch at the Big Important Pet Expo in Toronto to get the word out among industry players and consumers alike. After two years in business, Jane aims to drive $150,000 in annual revenue from the sale of Paw Print Post’s signature greeting cards and have expanded into two new product categories.”
• Team.  “Jane Matthews is the sole full-time employee of Paw Print Post but hires contractors as needed to support her workflow and fill gaps in her skill set. Notably, Paw Print Post has a standing contract for five hours a week of virtual assistant support with Virtual Assistants Pro.”

Your  mission statement  may also make an appearance here.  Passionfruit  shares its mission statement on its company website, and it would also work well in its example business plan.

• Market analysis

The market analysis consists of research about supply and demand, your target demographics, industry trends, and the competitive landscape. You might run a SWOT analysis and include that in your business plan. 

Here’s an example  SWOT analysis  for an online tailored-shirt business:

You’ll also want to do a  competitive analysis  as part of the market research component of your business plan. This will tell you who you’re up against and give you ideas on how to differentiate your brand. A broad competitive analysis might include:

• Target customers
• Unique value add  or what sets their products apart
• Sales pitch
• Price points  for products
• Shipping  policy
• Products and services

This section of your business plan describes your offerings—which products and services do you sell to your customers? Here’s an example for Paw Print Post:

• Marketing plan

It’s always a good idea to develop a marketing plan  before you launch your business. Your marketing plan shows how you’ll get the word out about your business, and it’s an essential component of your business plan as well.

The Paw Print Post focuses on four Ps: price, product, promotion, and place. However, you can take a different approach with your marketing plan. Maybe you can pull from your existing  marketing strategy , or maybe you break it down by the different marketing channels. Whatever approach you take, your marketing plan should describe how you intend to promote your business and offerings to potential customers.

• Logistics and operations plan

The Paw Print Post example considered suppliers, production, facilities, equipment, shipping and fulfillment, and inventory.

Financial plan

The financial plan provides a breakdown of sales, revenue, profit, expenses, and other relevant financial metrics related to funding and profiting from your business.

Ecommerce brand  Nature’s Candy’s financial plan  breaks down predicted revenue, expenses, and net profit in graphs.

It then dives deeper into the financials to include:

• Funding needs
• Projected profit-and-loss statement
• Projected balance sheet
• Projected cash-flow statement

You can use this financial plan spreadsheet to build your own financial statements, including income statement, balance sheet, and cash-flow statement.

Types of business plans, and what to include for each

A one-page business plan is meant to be high level and easy to understand at a glance. You’ll want to include all of the sections, but make sure they’re truncated and summarized:

• Executive summary: truncated
• Market analysis: summarized
• Products and services: summarized
• Marketing plan: summarized
• Logistics and operations plan: summarized
• Financials: summarized

A startup business plan is for a new business. Typically, these plans are developed and shared to secure  outside funding . As such, there’s a bigger focus on the financials, as well as on other sections that determine viability of your business idea—market research, for example.

• Market analysis: in-depth
• Financials: in-depth

Your internal business plan is meant to keep your team on the same page and aligned toward the same goal.

A strategic, or growth, business plan is a bigger picture, more-long-term look at your business. As such, the forecasts tend to look further into the future, and growth and revenue goals may be higher. Essentially, you want to use all the sections you would in a normal business plan and build upon each.

• Market analysis: comprehensive outlook
• Products and services: for launch and expansion
• Marketing plan: comprehensive outlook
• Logistics and operations plan: comprehensive outlook
• Financials: comprehensive outlook

Feasibility

Your feasibility business plan is sort of a pre-business plan—many refer to it as simply a feasibility study. This plan essentially lays the groundwork and validates that it’s worth the effort to make a full business plan for your idea. As such, it’s mostly centered around research.

Set yourself up for success as a business owner

Building a good business plan serves as a roadmap you can use for your ecommerce business at launch and as you reach each of your business goals. Business plans create accountability for entrepreneurs and synergy among teams, regardless of your  business model .

Kickstart your ecommerce business and set yourself up for success with an intentional business planning process—and with the sample business plans above to guide your own path.

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Business plan examples FAQ

How do i write a simple business plan, what is the best format to write a business plan, what are the 4 key elements of a business plan.

• Executive summary: A concise overview of the company's mission, goals, target audience, and financial objectives.
• Business description: A description of the company's purpose, operations, products and services, target markets, and competitive landscape.
• Market analysis: An analysis of the industry, market trends, potential customers, and competitors.
• Financial plan: A detailed description of the company's financial forecasts and strategies.

What are the 3 main points of a business plan?

• Concept: Your concept should explain the purpose of your business and provide an overall summary of what you intend to accomplish.
• Contents: Your content should include details about the products and services you provide, your target market, and your competition.
• Cashflow: Your cash flow section should include information about your expected cash inflows and outflows, such as capital investments, operating costs, and revenue projections.

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12 Key Elements of a Business Plan (Top Components Explained)

Starting and running a successful business requires proper planning and execution of effective business tactics and strategies .

You need to prepare many essential business documents when starting a business for maximum success; the business plan is one such document.

When creating a business, you want to achieve business objectives and financial goals like productivity, profitability, and business growth. You need an effective business plan to help you get to your desired business destination.

Even if you are already running a business, the proper understanding and review of the key elements of a business plan help you navigate potential crises and obstacles.

This article will teach you why the business document is at the core of any successful business and its key elements you can not avoid.

Let’s get started.

Why Are Business Plans Important?

Business plans are practical steps or guidelines that usually outline what companies need to do to reach their goals. They are essential documents for any business wanting to grow and thrive in a highly-competitive business environment .

1. Proves Your Business Viability

A business plan gives companies an idea of how viable they are and what actions they need to take to grow and reach their financial targets. With a well-written and clearly defined business plan, your business is better positioned to meet its goals.

2. Guides You Throughout the Business Cycle

A business plan is not just important at the start of a business. As a business owner, you must draw up a business plan to remain relevant throughout the business cycle .

During the starting phase of your business, a business plan helps bring your ideas into reality. A solid business plan can secure funding from lenders and investors.

After successfully setting up your business, the next phase is management. Your business plan still has a role to play in this phase, as it assists in communicating your business vision to employees and external partners.

Essentially, your business plan needs to be flexible enough to adapt to changes in the needs of your business.

3. Helps You Make Better Business Decisions

As a business owner, you are involved in an endless decision-making cycle. Your business plan helps you find answers to your most crucial business decisions.

A robust business plan helps you settle your major business components before you launch your product, such as your marketing and sales strategy and competitive advantage.

4. Eliminates Big Mistakes

Many small businesses fail within their first five years for several reasons: lack of financing, stiff competition, low market need, inadequate teams, and inefficient pricing strategy.

Creating an effective plan helps you eliminate these big mistakes that lead to businesses' decline. Every business plan element is crucial for helping you avoid potential mistakes before they happen.

5. Secures Financing and Attracts Top Talents

Having an effective plan increases your chances of securing business loans. One of the essential requirements many lenders ask for to grant your loan request is your business plan.

A business plan helps investors feel confident that your business can attract a significant return on investments ( ROI ).

You can attract and retain top-quality talents with a clear business plan. It inspires your employees and keeps them aligned to achieve your strategic business goals.

Key Elements of Business Plan

Starting and running a successful business requires well-laid actions and supporting documents that better position a company to achieve its business goals and maximize success.

A business plan is a written document with relevant information detailing business objectives and how it intends to achieve its goals.

With an effective business plan, investors, lenders, and potential partners understand your organizational structure and goals, usually around profitability, productivity, and growth.

Every successful business plan is made up of key components that help solidify the efficacy of the business plan in delivering on what it was created to do.

Here are some of the components of an effective business plan.

1. Executive Summary

One of the key elements of a business plan is the executive summary. Write the executive summary as part of the concluding topics in the business plan. Creating an executive summary with all the facts and information available is easier.

In the overall business plan document, the executive summary should be at the forefront of the business plan. It helps set the tone for readers on what to expect from the business plan.

A well-written executive summary includes all vital information about the organization's operations, making it easy for a reader to understand.

The key points that need to be acted upon are highlighted in the executive summary. They should be well spelled out to make decisions easy for the management team.

A good and compelling executive summary points out a company's mission statement and a brief description of its products and services.

An executive summary summarizes a business's expected value proposition to distinct customer segments. It highlights the other key elements to be discussed during the rest of the business plan.

Including your prior experiences as an entrepreneur is a good idea in drawing up an executive summary for your business. A brief but detailed explanation of why you decided to start the business in the first place is essential.

Adding your company's mission statement in your executive summary cannot be overemphasized. It creates a culture that defines how employees and all individuals associated with your company abide when carrying out its related processes and operations.

Your executive summary should be brief and detailed to catch readers' attention and encourage them to learn more about your company.

Components of an Executive Summary

Here are some of the information that makes up an executive summary:

• The name and location of your company
• Products and services offered by your company
• Mission and vision statements
• Success factors of your business plan

2. Business Description

Your business description needs to be exciting and captivating as it is the formal introduction a reader gets about your company.

What your company aims to provide, its products and services, goals and objectives, target audience , and potential customers it plans to serve need to be highlighted in your business description.

A company description helps point out notable qualities that make your company stand out from other businesses in the industry. It details its unique strengths and the competitive advantages that give it an edge to succeed over its direct and indirect competitors.

Spell out how your business aims to deliver on the particular needs and wants of identified customers in your company description, as well as the particular industry and target market of the particular focus of the company.

Include trends and significant competitors within your particular industry in your company description. Your business description should contain what sets your company apart from other businesses and provides it with the needed competitive advantage.

In essence, if there is any area in your business plan where you need to brag about your business, your company description provides that unique opportunity as readers look to get a high-level overview.

Components of a Business Description

Your business description needs to contain these categories of information.

• Business location
• The legal structure of your business
• Summary of your business’s short and long-term goals

3. Market Analysis

The market analysis section should be solely based on analytical research as it details trends particular to the market you want to penetrate.

Graphs, spreadsheets, and histograms are handy data and statistical tools you need to utilize in your market analysis. They make it easy to understand the relationship between your current ideas and the future goals you have for the business.

All details about the target customers you plan to sell products or services should be in the market analysis section. It helps readers with a helpful overview of the market.

In your market analysis, you provide the needed data and statistics about industry and market share, the identified strengths in your company description, and compare them against other businesses in the same industry.

The market analysis section aims to define your target audience and estimate how your product or service would fare with these identified audiences.

Market analysis helps visualize a target market by researching and identifying the primary target audience of your company and detailing steps and plans based on your audience location.

Obtaining this information through market research is essential as it helps shape how your business achieves its short-term and long-term goals.

Market Analysis Factors

Here are some of the factors to be included in your market analysis.

• The geographical location of your target market
• Needs of your target market and how your products and services can meet those needs
• Demographics of your target audience

Components of the Market Analysis Section

Here is some of the information to be included in your market analysis.

• Industry description and statistics
• Demographics and profile of target customers
• Marketing data for your products and services
• Detailed evaluation of your competitors

4. Marketing Plan

A marketing plan defines how your business aims to reach its target customers, generate sales leads, and, ultimately, make sales.

Promotion is at the center of any successful marketing plan. It is a series of steps to pitch a product or service to a larger audience to generate engagement. Note that the marketing strategy for a business should not be stagnant and must evolve depending on its outcome.

Include the budgetary requirement for successfully implementing your marketing plan in this section to make it easy for readers to measure your marketing plan's impact in terms of numbers.

The information to include in your marketing plan includes marketing and promotion strategies, pricing plans and strategies , and sales proposals. You need to include how you intend to get customers to return and make repeat purchases in your business plan.

5. Sales Strategy

Sales strategy defines how you intend to get your product or service to your target customers and works hand in hand with your business marketing strategy.

Your sales strategy approach should not be complex. Break it down into simple and understandable steps to promote your product or service to target customers.

Apart from the steps to promote your product or service, define the budget you need to implement your sales strategies and the number of sales reps needed to help the business assist in direct sales.

Your sales strategy should be specific on what you need and how you intend to deliver on your sales targets, where numbers are reflected to make it easier for readers to understand and relate better.

6. Competitive Analysis

Providing transparent and honest information, even with direct and indirect competitors, defines a good business plan. Provide the reader with a clear picture of your rank against major competitors.

Identifying your competitors' weaknesses and strengths is useful in drawing up a market analysis. It is one information investors look out for when assessing business plans.

The competitive analysis section clearly defines the notable differences between your company and your competitors as measured against their strengths and weaknesses.

This section should define the following:

• Your competitors' identified advantages in the market
• How do you plan to set up your company to challenge your competitors’ advantage and gain grounds from them?
• The standout qualities that distinguish you from other companies
• Potential bottlenecks you have identified that have plagued competitors in the same industry and how you intend to overcome these bottlenecks

In your business plan, you need to prove your industry knowledge to anyone who reads your business plan. The competitive analysis section is designed for that purpose.

7. Management and Organization

Management and organization are key components of a business plan. They define its structure and how it is positioned to run.

Whether you intend to run a sole proprietorship, general or limited partnership, or corporation, the legal structure of your business needs to be clearly defined in your business plan.

Use an organizational chart that illustrates the hierarchy of operations of your company and spells out separate departments and their roles and functions in this business plan section.

The management and organization section includes profiles of advisors, board of directors, and executive team members and their roles and responsibilities in guaranteeing the company's success.

Apparent factors that influence your company's corporate culture, such as human resources requirements and legal structure, should be well defined in the management and organization section.

Defining the business's chain of command if you are not a sole proprietor is necessary. It leaves room for little or no confusion about who is in charge or responsible during business operations.

This section provides relevant information on how the management team intends to help employees maximize their strengths and address their identified weaknesses to help all quarters improve for the business's success.

8. Products and Services

This business plan section describes what a company has to offer regarding products and services to the maximum benefit and satisfaction of its target market.

Boldly spell out pending patents or copyright products and intellectual property in this section alongside costs, expected sales revenue, research and development, and competitors' advantage as an overview.

At this stage of your business plan, the reader needs to know what your business plans to produce and sell and the benefits these products offer in meeting customers' needs.

The supply network of your business product, production costs, and how you intend to sell the products are crucial components of the products and services section.

Investors are always keen on this information to help them reach a balanced assessment of if investing in your business is risky or offer benefits to them.

You need to create a link in this section on how your products or services are designed to meet the market's needs and how you intend to keep those customers and carve out a market share for your company.

Repeat purchases are the backing that a successful business relies on and measure how much customers are into what your company is offering.

This section is more like an expansion of the executive summary section. You need to analyze each product or service under the business.

9. Operating Plan

An operations plan describes how you plan to carry out your business operations and processes.

The operating plan for your business should include:

• Information about how your company plans to carry out its operations.
• The base location from which your company intends to operate.
• The number of employees to be utilized and other information about your company's operations.
• Key business processes.

This section should highlight how your organization is set up to run. You can also introduce your company's management team in this section, alongside their skills, roles, and responsibilities in the company.

The best way to introduce the company team is by drawing up an organizational chart that effectively maps out an organization's rank and chain of command.

What should be spelled out to readers when they come across this business plan section is how the business plans to operate day-in and day-out successfully.

10. Financial Projections and Assumptions

Bringing your great business ideas into reality is why business plans are important. They help create a sustainable and viable business.

The financial section of your business plan offers significant value. A business uses a financial plan to solve all its financial concerns, which usually involves startup costs, labor expenses, financial projections, and funding and investor pitches.

All key assumptions about the business finances need to be listed alongside the business financial projection, and changes to be made on the assumptions side until it balances with the projection for the business.

The financial plan should also include how the business plans to generate income and the capital expenditure budgets that tend to eat into the budget to arrive at an accurate cash flow projection for the business.

Base your financial goals and expectations on extensive market research backed with relevant financial statements for the relevant period.

Examples of financial statements you can include in the financial projections and assumptions section of your business plan include:

• Projected income statements
• Cash flow statements
• Balance sheets
• Income statements

Revealing the financial goals and potentials of the business is what the financial projection and assumption section of your business plan is all about. It needs to be purely based on facts that can be measurable and attainable.

11. Request For Funding

The request for funding section focuses on the amount of money needed to set up your business and underlying plans for raising the money required. This section includes plans for utilizing the funds for your business's operational and manufacturing processes.

When seeking funding, a reasonable timeline is required alongside it. If the need arises for additional funding to complete other business-related projects, you are not left scampering and desperate for funds.

If you do not have the funds to start up your business, then you should devote a whole section of your business plan to explaining the amount of money you need and how you plan to utilize every penny of the funds. You need to explain it in detail for a future funding request.

When an investor picks up your business plan to analyze it, with all your plans for the funds well spelled out, they are motivated to invest as they have gotten a backing guarantee from your funding request section.

Include timelines and plans for how you intend to repay the loans received in your funding request section. This addition keeps investors assured that they could recoup their investment in the business.

12. Exhibits and Appendices

Exhibits and appendices comprise the final section of your business plan and contain all supporting documents for other sections of the business plan.

Some of the documents that comprise the exhibits and appendices section includes:

• Legal documents
• Licenses and permits
• Credit histories
• Customer lists

The choice of what additional document to include in your business plan to support your statements depends mainly on the intended audience of your business plan. Hence, it is better to play it safe and not leave anything out when drawing up the appendix and exhibit section.

Supporting documentation is particularly helpful when you need funding or support for your business. This section provides investors with a clearer understanding of the research that backs the claims made in your business plan.

There are key points to include in the appendix and exhibits section of your business plan.

• The management team and other stakeholders resume
• Marketing research
• Permits and relevant legal documents
• Financial documents

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Martin luenendonk.

Martin loves entrepreneurship and has helped dozens of entrepreneurs by validating the business idea, finding scalable customer acquisition channels, and building a data-driven organization. During his time working in investment banking, tech startups, and industry-leading companies he gained extensive knowledge in using different software tools to optimize business processes.

This insights and his love for researching SaaS products enables him to provide in-depth, fact-based software reviews to enable software buyers make better decisions.

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What are the benefits of Verizon Business Unlimited 5G smartphone plans?

Verizon Business Unlimited 5G smartphone plans provide unlimited data, talk and text on Verizon’s 4G LTE and 5G networks. Plans also include access to Verizon’s business-class features, such as mobile hotspot data, call filtering, video streaming and mobile device management (available with select plans). Customers can choose from a variety of plans with different features to meet their business needs.

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Verizon’s Business Unlimited 5G smartphone plans offer the flexibility to bring your own device (BYOD) or purchase new devices . If you already have compatible devices, you can simply activate them on a Business Unlimited plan. Alternatively, Verizon offers a wide range of devices for purchase if you prefer new devices for your business.

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Yes, Verizon offers a variety of plans with unlimited data for tablets, laptops, smartwatches and hotspots. This provides the right solution for businesses requiring reliable connectivity while on the go.

Offer and Pricing Details

All Offers:  Offers available to new business customers only, subject to credit review. Not available in all areas/locations. Depending on speed tier purchased, promotional pricing for Internet and voice guaranteed for 12 consecutive months ($10 increase starting month 13 with 2 year contract), or 24 consecutive months ($10 increase starting month 25 with 2 year contract), or 36 consecutive months ($10 increase starting month 37 with 2 year contract) or 60 consecutive months ($10 increase starting month 61 with 2 year contract) (60 month guarantee not available in all areas where Fios is sold) subject to continuation of qualifying products; price guarantee applies to base monthly rate only; excludes optional services and equipment charges; prices subject to increase thereafter. With no annual contract, price increases to then current market rate subject to the applicable guarantee period. Select installation charges may be waived. Additional charges apply for inside wiring and/or other installation services. $49 activation fee may apply. Offers may be fulfilled via bill credit(s); other taxes, fees & terms apply.  Early termination fees  for a 2 year contract: 35% of base monthly charges for unexpired term. 2 year term automatically renews at then-current term rates unless canceled within 30 days prior to or 60 days after the term is renewed. Money Back Guarantee (MBG) is available with 2 year contract only and requires cancellation within 30 days of installation; excludes subscriptions, per minute usage, labor/material charges in excess of standard installation and month-to-month service plans, including Fios TV service. Wireless Verizon Router is available for $399.99 purchase and $18/mo rental.  Wireless router models and prices are subject to change. Phone equipment purchase required with VoIP, starting at $85. Equipment must be returned within 30 days of cancellation. Equipment restocking fee may apply if order is canceled or service is terminated within 30 days. MBG and/or promotional offers do not apply to service ordered for temporary, short term or special events.  Firm Price Quote  is valid for 5 business days and is an estimate based on current pricing, promotions and taxes that are subject to change. Quote does not include additional charges for nonstandard installations. Verizon Wi-Fi available in select areas with qualifying packages. Software limitations and other terms apply. Visit business.verizon.net/wifi for details.  Offers are available for a limited time only and are subject to change without notice.  Wired speeds advertised. Wired & wireless speeds vary due to device limits, multiple users, network & other factors. See  www.verizon.com/yourspeed for more info. Service availability varies.

Fios Internet & Phone Bundle (VSB):  Usage charges apply on basic line. Activation fee of $49 may apply based on speed tier purchased. Wireless Verizon Router is available for$399.99 purchase and $18/mo rental.  Wireless router models and prices are subject to change. Backup battery available for Fios voice services & E911. VSB not available with 2048/2048 Mbps Internet (2 Gigabit Connection).

Fios Internet & Business Digital Voice (BDV) Bundle:  Pricing for BDV line(s) with the Fios bundle: For speeds 200/200 Mbps and higher: the first BDV line is available for $20/mo. and $25/mo. for each addl. line. Pricing reflected in the cart. No annual contract required. $49 activation fee may apply. Wireless Verizon Router is available for $399.99 purchase and $18/mo rental. Wireless router models and prices are subject to change. Business Digital Voice requires phone equipment purchase starting at $85.00.

Basic Internet & Phone Bundle : $49.00 activation fee applies with 2 year contract; $99.00 activation fee applies with no annual contract. Wireless router available for $49.00, subject to change. Basic Internet will be provisioned at our fastest speed available at your location of up to 1Mbps, 3Mbps, 5Mbps, 7Mbps or 10-15Mbps based on VZ line qualifications requirements.

$5/month Auto Pay & Paper-Free Billing discount:  For new and existing Fios Internet or Basic Internet customers on select plans. May not be combined with all offers. $5/mo. discount begins when you sign up for Auto Pay (ACH or debit card only) & paper-free billing (registration on  verizon.com/mybusiness  required). $5 discount will be applied each month as long as auto pay and paper-free billing stay active.

$85 Business Digital Voice Phone Discount:  Offer available on select IP Phones with purchase of a new Fios Internet and Business Digital Voice bundle with a two year agreement. Fulfilled via bill credit. Taxes apply. Limit one discount per phone model. Restocking fee may apply if canceled within 30 days. Available to select customers in select areas only. Offer ends 9.30.24.

Included Router Rental Fee:  Available only to Fios Internet customers on the Gigabit Connection plan (up to 940/880 Mbps) or 2 Gigabit Connection plan (up to 2048/2048 Mbps) where available. Qualifying customers will receive a monthly bill credit for the applicable monthly router rental fee for as long service with qualifying plan is on the account.  Promo credits end when eligibility requirements are no longer met.  If your Fios service is cancelled, you must return the Fios router subject to Verizon’s standard return policy. 

Fios Switching Allowance Offer:  Offer for new business customers in select areas only who sign up for qualifying Fios internet service with a two year agreement (subject to credit review) and who terminated their prior internet service and incurred an early termination fee (ETF). To redeem offer, you must email documentation of the ETF from your prior service provider w/in 30 days after receipt of final bill. Offer fulfilled via a bill credit to your Verizon account in the amount of the billed ETF, up to $1,500. Credit will be issued starting after 30 days of service, and will appear on your Verizon bill within 2-3 billing cycles. You remain solely responsible for paying the ETF to your prior service provider. Offer is non-transferable, has no cash or refund value, and may not be combined with all offers. Other terms apply. Offer ends 9.30.24.

Visa Prepaid Card Offers:  Businesses who sign up for qualifying Fios Business Internet with our mid-tier or high-tier speeds with a two-year agreement are eligible to receive a Visa Prepaid Card, with the Visa Prepaid Card amount based on speed tier purchased, as follows: (i) $100 Visa Prepaid Card for Fios 500/500 Mbps plan; or (ii) $200 Visa Prepaid Card for Fios 1 Gig plan (up to 940/880 Mbps) or Fios 2 Gig plan (2048/2048 Mbps). May only be combined with select offers. Visa Prepaid Card is issued by Pathward®, N.A., Member FDIC, pursuant to a license from Visa U.S.A. Inc. No cash access or recurring payments. Can be used everywhere Visa debit cards are accepted. Card valid for up to 12 months, funds do not expire and may be available after card expiration date, fees may apply. Terms and conditions apply.  This optional offer is not a Pathward product or service and Pathward neither endorses nor sponsors it. Must register for card online and keep qualifying Verizon service for 60 days from install, with no past-due balance 65 days from install. Card mailed within 90 days of install date. Limit one card per account. Other card terms and conditions apply. Offers end 10.31.24.

Fios Business Internet/Business Unlimited Offer:  Available to select, eligible new and existing business customers who activate a new, qualifying Fios Business Internet service line and who have or activate a qualifying Business Unlimited smartphone plan (at least 1 line). Availability varies. For each qualifying Fios line, customer will receive a $20/mo credit which will continue as long as Verizon provides and customer maintains both services as qualifying levels. Credit is applied once both services are activated and will appear on your bill in 1-2 cycles. May not be combined with all offers.

Fios Internet Only:  $49 activation fee applies based on speed tier.  Wireless Verizon Router is available for $399.99 purchase and $18/mo rental.  Wireless router models and prices are subject to change.

Basic Internet Only: $49.00 activation fee applies with 2 year contract; $99.00 activation fee applies with no annual contract. Wireless router available for $49.00, subject to change. Verizon Basic Internet will be provisioned at up to 1Mbps, 3Mbps, 5Mbps, 7Mbps or 10–15Mbps based on VZ line qualifications requirements. Availability subject to final confirmation by Verizon.

Preferred Voice Only:  Offer available to new and existing customers. Requires 2-yr term agreement. Includes unlimited direct-dialed voice calls to anywhere in the US. Selected activation and installation charges are waived. Additional charges may apply for inside wiring and/or other installation services. Additional Universal Service Fee, taxes and other charges apply. Call detail is not provided for unlimited calling.

Business Digital Voice (BDV) Only:  Offer available to new customers with 100 voice lines or fewer in select areas only, subject to credit review. BDV requires an existing Internet connection of 5Mbps or higher. $99.99 activation and $200 installation fees apply. Additional charges apply for inside wiring and/or other installation services. Phone equipment purchase req’d, starting at $85.00. Call detail is not provided for unlimited calling.

Fios TV:  Wireless Verizon Router is available for $399.99 purchase and $18/mo rental.  Wireless router models and prices are subject to change. $99.99 activation and $89.99 installation fees (first three existing TV outlets) apply. Additional charges apply for inside wiring and/or other installation services. $11.99/mo. HD set top box, franchise and regulatory fees, up to $8.89 Regional Sports Network (RSN) fee, $16.49 Broadcast Fee, other taxes and fees apply. Equipment shipping charge may apply. Program availability varies by location. Number of channels is approximation. High Definition (HD) TV with HD STB required for HD programming. Certain TV plans, Pay Per View (PPV) and Subscription or fee-based Video On Demand (VOD) are not permitted for viewing in restaurants, bars or other customer service areas. Channel lineup is subject to change and not all channels will be available at all times. Blackout restrictions apply. Month-to-month service without an annual contract required.

Fios TV Mobile app:  Req. compatible device and Fios® TV. Content restrictions may apply. Fios Internet req’d for in-office use. Full channel access and DVR streaming require Fios Multi-Room DVR enhanced or Premium Service. Max. combined 5 simultaneous live TV streams and/or DVR streams per media server. Streaming of TV shows and movies On Demand included in your plan is available to all business customers. Streaming of rented/purchased TV shows and movies On Demand is only available to Private Viewing business customers. Requires acceptance of Terms of Service and Private Viewing conditions at  verizon.com/mybusiness . Early access to Fios TV Mobile app begins with activation & ends upon installation or in 14 days, whichever comes first. Wireless data charges may apply.

Veterans / Active Military offer:  Offer available to eligible and verified members of the U.S. military and U.S. Veterans in select areas with Business Fios Internet with a two year agreement, subject to credit review. Not available in all areas/locations. Upon military service verification through Veterans Advantage, eligible customers will receive a discount in the amount of $5/month for speeds up to 500M/500M; or $10/month for 940/880 Mbps and 2048/2048 Mbps (where available), for as long as that customer maintains qualifying Business Fios Internet service. Not available for month-to-month plans. Eligible customers must complete the military service verification process within 30 days of the order to get the discount.

Business Internet Secure: Available to businesses with 19 employees or less. Requires current Fios Business Internet service. Business Internet Secure licenses are sold in packs of 5, 10, and 25 with one license covering one device (laptop, desktop, smartphone or tablet). One license pack at a time per customer account. Prices are monthly and exclusive of taxes and fees. Terms and conditions apply. System requirements: Windows 7 and above; Mac OSX 10.9 and above; Android OS 5.0 and above, or Apple iOS 10.0 and above.

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*Most reliable 5G network based on more first place rankings in RootMetrics® 5G data reliability assessments of 125 metro markets conducted in 2H 2023. Tested with best commercially available smartphones on three national mobile networks across all available network types. Your experiences may vary. RootMetrics rankings are not an endorsement of Verizon.

How To Start A Consulting Business In 2024

Published: Aug 22, 2024, 5:34pm

Reviewed By

Table of Contents

1. outline your plan, 2. register your consulting business, 3. determine services and pricing, 4. build your website, 5. market your consulting business.

Those with a high degree of expertise in a particular field can leverage their knowledge to build a profitable consulting business. Whether you’re in between jobs or looking to make a change, learning how to start a consulting business is the first step to making great use of your skills. In return, you can create a lucrative business and can charge upwards of around INR 25,000 per hour–all for sharing your expertise with others. Here’s everything you need to know.

To get started, you’ll want to put together a strong business plan . While you don’t have to stick to every single thing, it’s a good idea to have guidance for your business.

The first choice to make is your business name. Since you’re starting an individual consulting business, your business name can be your personal name as a trade name or a business name. If you have a name that you want to use that feels more recognizable and eye-catching, make sure you factor the registration costs into your original budget.

If you need to design a logo, you can do that yourself or reach out to designers. The logo will help you start marketing to your target audience, whether that’s business owners or companies or individuals. If you want to consult in a certain industry, you should start building a list of contacts to reach out to when you’re ready to launch and take on new clients.

With all of this information ready to go, you can start on the administrative side of your business.

Before you start doing official business, you’ll need to register with the Ministry of Corporate Affairs as a sole proprietorship or as an LLC. You should also check to see if there are other legal requirements for small businesses in your state. If you are planning to grow the business, registering as an LLC will make it easier to track your business expenses for taxes. It can cost about INR 3,000 to INR 10,000 to register your business online, depending on the state.

If you’re starting a consulting business as a side hustle, it might be worth it to invest in a business to register your LLC for you.

Determining your rates also means determining what kind of services you want to offer. Consultants offer a variety of services. You can offer a wide range of support for a business, but do less of a deep dive. Alternatively, you can be hyper-specific in your expertise and go deep on a certain aspect of a company’s business. For example, if you’re an HR consultant, you can take a larger view of a company’s HR operations, or focus on their hiring practices for a specific department.

You should also consider if you want to take on short-term or long-term clients. Doing one-off consulting sessions is still a lot of work, even compared to long-term consulting. Your pricing strategy should reflect the amount of preparation you have to do. It also may depend on your industry to decide how you want to price your services: either a one-time payment, hourly rate or monthly retainer.

A consulting business needs a website so clients can find you easily. If a business is doing research into finding a consultant in your industry, you want your website to pop up for them. If you are familiar with SEO best practices , you can do this yourself, or hire someone to optimize your website.

Here are the best platforms for building a professional website:

• Squarespace : This platform is very user-friendly and has plenty of award-winning templates. In addition to great designs, it’s also affordable with all-inclusive plans starting at around INR 1,355 per month. However, it does lack more robust customization options for more experienced coders.
• Wix : This all-in-one website builder offers a drag-and-drop site editor, making web design both easy and highly flexible. However, it’s a bit more expensive than Squarespace with plans starting at around INR 1,355 per month.
• WordPress : The world’s most popular content management system, WordPress, is not the most user-friendly, though it is one of the most customizable and affordable options (as you only have to pay for web hosting for around INR 150 to INR 1,000 per month). It’s the best option for those who have very unique website needs or experience with the CMS.

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Building a website can seem intimidating, but many of the best website builders make it easy for beginners to create a site without any experience or coding knowledge. However, keep in mind that websites do require ongoing maintenance, so you might want to hire a virtual assistant or work some time into your calendar to do regular website maintenance and updating.

Marketing a new business can be difficult, but being diligent about finding new marketing channels and leveraging connections will make it a lot easier. Try these simple and low-cost solutions to start marketing.

• Search engine optimization to rank on Google
• Online business directories, such as Google My Business, Yelp or Yellow Pages
• Pay-per-click advertising, such as Google Ads, Facebook Ads or YouTube Ads
• Subreddits for entrepreneurs or your industry
• Slack groups for freelancers
• Find local networking groups, such as local business associations
• Participate in industry networking events

Working on this yourself, in the beginning, will require a fair amount of time, but when your business grows, you might be able to hire a social media strategist or partner to work on finding business leads.

Frequently Asked Questions (FAQs)

How can a consulting business get clients using fiverr.

Fiverr allows anyone to sign up and sell their services as a freelancer. A lot of companies looking for freelance writing, design or marketing work use Fiverr, so it would be a good place to do consulting for content strategy.

Is it possible to start a consulting business on the side?

If you are comfortable with working with a smaller number of clients and are realistic about your time, you can easily run a consulting business on the side. It’s important to be open with your clients about your time constraints to build trust.

What are some good fields to start a consulting business in?

The consulting business you start is going to be based on your strengths and skills, but some of the potential fields where you might enjoy some of the most success include public relations, publishing, human resources (HR) marketing, computer programming, career consulting, advertising and accounting .

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Kelly is an SMB Editor specializing in starting and marketing new ventures. Before joining the team, she was a Content Producer at Fit Small Business where she served as an editor and strategist covering small business marketing content. She is a former Google Tech Entrepreneur and she holds an MSc in International Marketing from Edinburgh Napier University. Additionally, she manages a column at Inc. Magazine.

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August 20, 2024 Volume 71 Issue 2

Alp ercil’s $10 million gift establishes penn climate sustainability initiative, kotaro sasaki: richard king mellon associate professor at penn vet, school of arts & sciences: appointments to endowed chairs, emily zimmerman: director of exhibitions and curatorial affairs at the arthur ross gallery, penn nursing to launch online master’s degree program in nursing and healthcare leadership in summer 2025, leonard bachman, anesthesiology, michael cohen, physics & astronomy, matthew hoyt, engineering graduate student, trustees meeting: july 31, penn professional staff assembly 2024-2025, stephanie acquaye: 2024-2026 jonas scholar, deborah becker: nln fellow, 2024 cohort of penn fellows, five penn vet students: akc outreach scholarships, penn aitech distributes almost $2.6 million in research grants, two new exhibits at the institute of contemporary art, 2024 milken-penn gse education business plan competition, update: summer at penn, weekly crime reports, penn parking & commuter services moves to penn bookstore, the atlantic now available through penn libraries, giving and volunteer opportunities from the netter center for community partnership.

• August 20, 2024
• vol 71 issue 2

The University of Pennsylvania has announced a $10 million gift from alumnus Alp Ercil, M&T’95, to establish the Penn Climate Sustainability Initiative, which will draw upon Penn’s strengths in interdisciplinary teaching and research to address climate and sustainability from multiple perspectives.

“Penn has promised to lead on the greatest challenges of our time, and climate change may be the greatest challenge of all,” said Penn Interim President J. Larry Jameson. “Thanks to the groundbreaking work of Penn researchers and scientists, we are already seeing amazing breakthroughs. We are tremendously grateful to Alp Ercil for his inspirational commitment, which will allow us to accelerate our efforts. We will draw on our collective strengths in climate science and policy to advance our understanding of these challenges and discover solutions that will make a difference around the world.”

Building on Penn’s leadership in fostering collaboration across academic disciplines, the Climate Sustainability Initiative will create a unique university-wide initiative that brings together all 12 schools on campus, as well as interdisciplinary programs like the Kleinman Center for Energy Policy, the Environmental Innovations Initiative, and the Center for Science, Sustainability, and the media.

The Penn Climate Sustainability Initiative will also accelerate the campus-wide Climate and Sustainability Action Plan and enhance Penn’s contribution to the global policy debate.  

“Penn has the key pieces in place to make a significant contribution to the urgent issue of climate change,” said Mr. Ercil. “I am thrilled to help advance this work, accelerate innovation, and strengthen Penn’s role at the forefront of this field.”

Leading on climate change is one of the key priorities of In Principle and Practice, Penn’s strategic framework. The University’s commitment to this issue is broad, ranging from leading in energy science and policy to designing and caring for the built environment. To realize these goals, Penn will support and recruit the best minds in the field, fuel initiatives that advance knowledge and promise solutions, and adopt institutional best practices for the sake of the future of the planet.   

Mr. Ercil’s commitment will serve as a catalyst for this work, providing needed funds for priority initiatives to be determined in partnership among Interim President Jameson, Provost John L. Jackson Jr., and a soon-to-be appointed Vice Provost for Climate Science, Policy, and Action.

“This support from Alp Ercil comes at the perfect time, as we implement our strategic framework and prepare to introduce the new Vice Provost for Climate Science, Policy, and Action,” said Provost Jackson. “The Penn Climate Sustainability Initiative will advance Penn’s strengths in this critical field by accelerating interdisciplinary connections and building collaborations on our campus and beyond.”

Mr. Ercil is the founder and chief investment officer of Asia Research and Capital Management, Ltd., a Hong Kong and Dubai-based investment management firm founded in 2011. He is a 1995 graduate of Penn’s management & technology (M&T) program, a dual-degree program in which he earned a BS in economics from Wharton and a BS in systems engineering from Penn Engineering. An active Penn volunteer, Mr. Ercil is a current member of the Penn Asia Leadership Committee and an emeritus member of Undergraduate Financial Aid Leadership Council (UFLC). He also participates in the Alumni Ambassador Program. His past gifts to Penn have supported the Ercil Endowed Scholarship, the M&T Integration Lab, and the UFLC Challenge Fund.

Andrew M. Hoffman, the Gilbert S. Kahn Dean of Penn Vet, has named Kotaro Sasaki the Richard King Mellon Associate Professor of Biomedical Sciences.

Dr. Sasaki’s research is focused on the development and pathophysiology of urogenital and reproductive organ systems, and his laboratory is working on advancing the understanding of human infertility, reproduction, and endocrinology. Dr. Sasaki possesses an exceptional record of academic accomplishments. His work on converting stem cells into male germ cells and understanding how the human body generates spermatozoa was awarded an Open Philanthropy grant of $2,585,990 in addition to grants from the NIH and other funding agencies. Dr. Sasaki is a recipient of the Endocrine Society’s 2023 Early Investigator Award, which supports early-career investigators in endocrine-related research; the 2023 Zoetis Award for Veterinary Research Excellence; and the 2023 ENS@T Award for best scientific work in the field of adrenal tumors.

“Dr. Sasaki is transforming our understanding of the development and diseases of reproductive and adrenal organs by integrating meticulous comparative physiology with highly creative, pioneering approaches using stem cell-derived organoid models,” said Christopher J. Lengner, the Harriet Ellison Woodward Associate Professor and chair of Penn Vet’s department of biomedical sciences. “His scholarly contributions and novel insights are not only addressing fundamental questions regarding germ cell and adrenal biology, but they are also providing a foundation for the development of novel therapeutic approaches.”

Dr. Sasaki earned his MD from Hokkaido University Graduate School of Medicine and his PhD from Kyoto University Graduate School of Medicine, both in Japan. He completed his surgical pathology residency at the University of Pittsburgh Medical Center and a renal pathology fellowship at the University of Washington Medical Center. After completing his clinical training, Dr. Sasaki pursued a postdoctoral fellowship at Kyoto University before joining Penn Vet’s faculty as an assistant professor in 2018.

The awarding of a named, endowed professorship is the highest honor bestowed upon a faculty member at the University of Pennsylvania and reflects a commitment to scientific discovery, mentorship, and academic service.

Marlyse Baptista: President’s Distinguished Professor of Linguistics

Andrew Santiago-Frangos: M. Jane Williams and Valerie Vargo Presidential Assistant Professor of Biology

The professorship was established through generous planned gifts from the estates of M. Jane Williams, CW’65, and Valerie L. Vargo, MT’65, who forged a lifelong friendship as undergraduate classmates at Penn. Ms. Williams received a BA in history from Penn and an MEd and MBA from Temple University. She pursued a 50-year career as a fundraising professional, holding senior positions at prominent institutions, including as assistant vice president for development and alumni relations at Penn and vice president for development at New York University Medical Center. She served on the Trustees’ Council of Penn Women and supported many other priorities at Penn.

Ms. Vargo graduated from Penn with a degree in medical technology and earned a graduate degree at Temple University. Her medical and microbiology background took her across the country during her career, including at a veteran’s hospital in California and with the quality assurance division of American Home Products. Her career culminated in an extended international assignment in Paris, France. After retirement, she earned real estate credentials and worked for Berger Realty in Ocean City, New Jersey.

In addition to the professorship, Ms. Williams’ and Ms. Vargo’s estate gifts support the Mary Jane Williams and Valerie Vargo AFCRI Breast Cancer Research Fund, the Mary Jane Williams and Valerie Vargo Epilepsy Fund, and the Valerie Vargo and Mary Jane Williams Fund for the Rena Rowan Breast Center at the Perelman School of Medicine.

Doris Wagner: DiMaura Professor of Biology

Dr. Wagner is committed to science education, undergraduate research, and innovation in teaching, participating annually in the Biomedical Research Academy for high school students and leading several workshops at Penn’s Center for Excellence in Teaching, Learning, and Innovation. In addition to her service as graduate chair of biology, she has served on the Penn Women’s Biomedical Society, the Penn Epigenetics Program Executive Board, the Penn Genome Frontiers Institute Executive Board, the University Genomic Initiative Committee, and the University Graduate Council. Additionally, she has served on two committees of Penn Arts & Sciences, Curriculum and Personnel.

Paul W. DiMaura, C’65, and Karen DiMaura established the DiMaura Professorship. Their efforts to promote conservation biology at Penn also include undergraduate scholarship support and research internships for the next generation of ecologists.

An accomplished curator and lecturer, Ms. Zimmerman joined the Arthur Ross Gallery in 2022 as its assistant director. Since then, she has advanced a program that champions critical perspectives and community engagement—values encapsulated in the exhibitions she has curated, Songs of Ritual and Remembrance in 2023, and in Barbara Earl Thomas: The Illuminated Body in 2024, which saw the formation of the gallery’s first community advisory group. Ms. Zimmerman facilitated the gallery’s first landmark grant of $240,000 from the Pew Center for Arts & Heritage for Barbara Earl Thomas: The Illuminated Body , which enabled the gallery’s first high-level collaboration with Penn Live Arts in the presentation of Seth Parker Wood’s Difficult Grace . She has taught graduate seminars on exhibition design and interdisciplinary practices at the University of Washington, and has regularly taught an undergraduate seminar on “Curating Contemporary Art” for University of Washington and for the department of the history of art in Penn’s School of Arts & Sciences.

“I am thrilled to further the Arthur Ross Gallery’s expansive mission for artistic and scholarly inquiry,” Ms. Zimmerman said. “As a champion for multidisciplinary programming, community engagement, embodied learning, and institutional collaboration, I am excited to support the gallery’s exhibitions and programs in this new chapter.”

Ms. Zimmerman has curated and co-curated over 50 commissions, solo, and group exhibitions with artists such as Gordon Hall, Pierre Huyghe, Clotilde Jiménez, Guadalupe Maravilla, Kerry Tribe, and Marisa Williamson. She has produced more than 300 performances, festivals, film and lecture series, and symposia. In 2023, she was a co-curator of Out of Sight , a survey of artists working in the Pacific Northwest.

Before coming to Penn, Ms. Zimmerman worked in various curatorial positions largely in university contexts, including the Henry Art Gallery and Jacob Lawrence Gallery at the University of Washington in Seattle, Washington, and at the Experimental Media and Performing Art Center (EMPAC) at Rensselaer Polytechnic Institute in Troy, New York.

She was awarded the Loris Ledis Emerging Curatorial Award (2011), an open space curatorial residency in Busan, Korea (2011), the New Foundation Seattle’s Career Incentive Fund grant (2016), a Banff Literary Arts residency (2016), and a Curatorial Digital Leadership Fellowship from the Association of Art Museum Curators (2023). She writes for BOMB Magazine , and has served as a panelist and reviewer for the National Endowment for the Arts, Creative Capital, the New York State Council on the Arts, and the Herb Alpert Awards, among others. Ms. Zimmerman is a graduate of the Center for Curatorial Studies of Bard College in Annandale-on-Hudson, New York with an MA in curatorial studies, and of New York University with a BA in visual studies.

Since its founding over forty years ago, the Arthur Ross Gallery, located in the historic Fisher Fine Arts Library Building, has been a space where meaningful programming, resources, and education converge, and where critical and creative expression are considered through the lens of class, gender, history, politics, and race—a dynamic exchange between the University and the public.

Penn Nursing has announced that it will launch a new online nursing and healthcare leadership master’s (MSN) program beginning in the summer of 2025. This innovative 10-credit unit (CU) program, which combines and enhances the curriculum of the nursing and healthcare administration (NADM) and health leadership (HLMP) master’s programs, will provide students with a comprehensive and dynamic learning experience that prepares graduates for leadership roles in the ever-changing healthcare environment.  

“We’re thrilled to be able to offer our students a new leadership program in an online format to meet the needs of busy nursing professionals,” said program director Meghan Fitzpatrick. “And by streamlining the curriculum to 10 CUs, we’re able to make the program more cost-effective for our students.”

In addition to providing students with a more efficient and cost-effective path to earning their MSN, the curricular changes include 500 field hours and exceed the standards set forth in the American Association of Colleges of Nursing’s Level 2 Essentials.

To apply or learn more about the program, please visit its website and register for an upcoming information session .

Born in Baltimore, Dr. Bachman was an Eagle Scout and star wrestler in high school and college. After graduating, Dr. Bachman joined the U.S. Navy’s college training program for officers and earned a bachelor’s degree in chemistry at Franklin and Marshall College in Lancaster, Pennsylvania during World War II. He then went on to earn his MD from the University of Maryland in 1949. He served in Navy hospitals in Maryland and Massachusetts and at medical centers in Boston. After postdoctoral work at Johns Hopkins University, he was recruited to CHOP as chief of anesthesiology in 1955. At the same time, he joined Penn’s School of Medicine as an assistant professor of anesthesiology. He became an associate professor in 1961 and a full professor in 1966. While at CHOP, Dr. Bachman helped develop a pediatric intensive care unit and created groundbreaking tools and technology for anesthesiologists.

Dr. Bachman left Penn in 1973 to become director of health services for Pennsylvania Governor Milton Shapp, and from 1975 to 1979, he served as the secretary of health for Pennsylvania. During his tenure, he confronted Legionnaires’ disease, Hurricane Agnes, swine flu, and dozens of health policy controversies. He also created state-funded healthcare centers and championed access to health services and the public’s role in planning and procedures. In 1979, he was appointed to the U.S. Public Health Service (PHS), where he was named a rear admiral in the commissioned corps and placed in charge of PHS hospitals, clinics, medical disaster response teams, environmental and drug addiction initiatives, and other national health programs. He retired in 1994, but continued to serve for more than a decade as a medical consultant to the U.S. Marshals Service.

Dr. Bachman also taught at George Washington University’s school of medicine and elsewhere, and earned three honorary college degrees. He served as president of the Pennsylvania Society of Anesthesiologists and was active with a dozen other professional organizations. He won the 1990 Abigail Geisinger Medal from the Geisinger Health Foundation, the 2004 Robert M. Smith Award from the American Academy of Pediatrics, and the 2018 Albert Nelson Marquis Lifetime Achievement Award, among other awards. He served on boards and committees for his synagogues in Philadelphia and Washington and was a member of the Society Hill Civic Association.

Dr. Bachman is survived by his children, Emily, Joseph, Daniel, and Jacob; seven grandchildren; seven great-grandchildren; and other relatives.  

Donations in his name may be made to Rangeley Health and Wellness, Box 722, Rangeley, Maine 04970; and Tifereth Israel Congregation, 7701 16th St., NW Washington, D.C. 20012.

Born in Manhattan, New York, Dr. Cohen attended Horace Mann School and then Cornell University, where he was a member of Telluride House and the team that won the 1951 William Lowell Putnam Mathematical Competition. After graduating Phi Beta Kappa with a BS in physics in 1951, he enrolled in the graduate program in physics at the California Institute of Technology. At CalTech, Dr. Cohen researched the behavior of liquid helium under famous physicist Richard Feynman. Dr. Feynman was notoriously picky about graduate students, and Dr. Cohen was one of only 30 trainees Dr. Feynman took on throughout his career. In an interview with the American Institute of Physics, Dr. Feynman remembered how he’d given up on a particular set of calculations because he’d decided they were “too hard.” However, he recalled that Dr. Cohen “found they weren’t as hard as I thought” and cracked them.

Dr. Cohen earned his PhD in 1956 from CalTech, then stayed on to complete a postdoctoral fellowship with Dr. Feynman. On the strength of his mentor’s recommendation, Dr. Cohen then did a second postdoc at the Institute for Advanced Study in Princeton with J. Robert Oppenheimer, father of the atomic bomb. Then, heeding the counsel of “Oppie,” he came to Penn in 1958 as an assistant professor of physics. He became an associate professor two years later and a full professor in 1973.

Dr. Cohen spent the rest of his career at Penn. A condensed matter physicist, he studied the quantum mechanics of liquid helium, as well as ferroelectrics and phospholipid membranes. He enjoyed leading a problem-solving seminar for graduate students preparing for the PhD qualifying exam; for this work, he jokingly described himself as “the department’s Stanley Kaplan.” He also reveled in campus politics, serving as a longtime member of Penn’s faculty senate.

In 1962, with George Stranahan and Robert Craig, Dr. Cohen co-founded the Aspen Center for Physics in Aspen, Colorado. According to The New York Times, the center has “proved pivotal in the development of the Fermi National Accelerator Laboratory, for a long time the world’s most powerful particle accelerator, and the formulation of string theory, regarded by many physicists as the most promising candidate for a ‘theory of everything’ that would explain all the universe’s physical phenomena.” When the center became an independent nonprofit in 1968, Dr. Cohen was elected its first treasurer. He followed this with a term as the center’s vice president, and then, for another 48 years, as an honorary trustee.

In retirement, Dr. Cohen wrote an introductory textbook in classical mechanics, which is available for free here .

Dr. Cohen is survived by his sister, Vera Gottlieb; his three children, Adam (C’90) (Mary), Jonathan, and Alison (Nurit Bloom); his seven grandchildren, Will, Theo, Leah, Aiden, Naomi, Vivi, and Daph; and his caregiver, Jeanette Edwards.

Donations in Dr. Cohen’s memory may be made to the Aspen Center for Physics . If you choose to give, you can notify Dr. Cohen’s family of the donation by clicking the email notification box and entering [email protected] .

Mr. Hoyt, who grew up in Mount Lebanon, Pennsylvania, obtained a master of accounting degree from Brigham Young University in 2006. One of his professors nominated him for the Postgraduate Technical Assistant Program with the Financial Accounting Standards Board, which took Mr. Hoyt across the country. Mr. Hoyt then held roles as a senior associate at KPMG LLP and an associate director at UBS Investment Bank before ultimately working as a senior accounting manager, specializing in accounting policy, for PNC.

A love of computer programming eventually led Mr. Hoyt to pursue a second master’s degree in computer and information technology from Penn Engineering’s department of computer and information science, starting in 2022. He was working towards this degree at the time of his death.

Mr. Hoyt is survived by his wife, Lillian Hoyt; his mother, Phyllis Deborah Hoyt; his four children, Jackson, Elise, Andrew, and Charlotte; and his siblings, Brooke (Jason) Mayhall, Jason (Kjerstin) Hoyt, BJ Hoyt, and Shannon (Tim) Dickman.

Donations to Mr. Hoyt’s family can be made here .

To Report A Death

Almanac appreciates being informed of the deaths of current and former faculty and staff members, students and other members of the University community. Call (215) 898-5274 or email [email protected] .

However, notices of alumni deaths should be directed to the Alumni Records Office at Suite 300, 2929 Walnut St., (215) 8988136 or email [email protected] .

A meeting of the executive committee of the Board of Trustees was held on July 31, 2024, via Zoom.

Trustees Chair Ramanan Raghavendran presented a resolution to approve the transfer of assets. The Gene Therapy Program (GTP) at Penn Medicine, which is led by James Wilson, the Rose H. Weiss Orphan Disease Center Director’s Professor, has grown rapidly over the past ten years during a time of volatility of biotechnology funding, largely supported by industry-sponsored research funds. The Perelman School of Medicine (PSOM), the Penn Center for Innovation (PCI), and Dr. Wilson have been exploring ways to transition the functions and operations of GTP from Penn Medicine into externally managed entities. This transition will further advance clinical research, while fostering continued gene therapy product development that is better managed by industry. A third-party services company has shown interest in securing the service center functions and a third-party R&D company has shown interest in securing the R&D Product Functions. The resolution was approved.

Interim President J. Larry Jameson presented a resolution to appoint Stephen J. MacCarthy as Interim Vice President for University Communications, effective August 1, 2024. Mr. MacCarthy had served in that role for 12 years and has returned to it while a search is conducted for a new Vice President for University Communications.

We extend our deep appreciation and gratitude to the Penn Professional Staff Assembly (PPSA) board members for their dedication in providing a wide range of valuable resources to full-time staff at Penn. Despite the challenges and transitions our community has collectively experienced leading into and through the last academic year, the PPSA has continued to meet the needs of staff in collaboration with the Division of Human Resources and a multitude of colleagues across campus.  During the 2023-2024 fiscal year, PPSA events drew thousands of registered participants. We are thankful to all our board members who generously contribute their time to this organization, and to the many Penn staff who engage with our events! Visit  ppsa.upenn.edu  to learn more about the PPSA, join our list, and to register for upcoming events for the 2024-2025 academic year.

As we look forward to the year ahead, we are pleased to introduce the new and continuing members of the PPSA board, council & independent committee representatives, and appointed positions.

• —Natalie Dury Green, PPSA Past-Chair

2024-2025 Executive Committee Tri-Chairs

Chair: Tonya Bennett, Director of Educational Technology, Penn Vet Chair-Elect: Dawn Maglicco Deitch, Executive Director, Office of Government and Community Affairs Past Chair: Natalie Dury Green, Director of Operations Master in Law Program, University of Pennsylvania Carey Law School

Members at Large

2023-2025 Term Alisha George, Assistant/Web Editor, Almanac Erin Johansen, Senior Director of Principal Gifts Justin Purohit, Manager Accounting Operations, Office of the Comptroller Xime Trujillo, Senior Research Coordinator, Environmental Innovations Initiative

2024-2026 Term Joseph-James Ahern, Senior Archivist, University Archives Lamesha Brown, Director, College Achievement Program Elona Canaj, Business System Analyst, Penn Vet Monica Jacobe, Director of Advising, Wharton Undergraduate Division

Appointments

LISTSERV Manager: Adam Sherr, Director of Crossfunctional Training, Senior Application Data Analyst, Office of University Registrar Secretary: Dee Patel, Director of Content, Wharton Marketing & Communications Treasurer: Jillian Powell, Director of Budget and Analysis, Provost Administrative Affairs Webmaster: Mayumi Hirtzel, Information Systems and Computing Communications Manager: Andy Maynard, Director of Data Services DAR, University of Pennsylvania Carey Law School

Committee Representatives

Veronica Aplenc Gwendolyn Beetham Samantha Fellman Noemi Fernandez Kris Forrest Tomas Isakowitz Kait Johnstone Justin Knoebel Cynthia Kwan Andy Maynard James McGonigle Christina Rodriguez Bethany Schell Adam Sherr Kathy Tang Xime Trujillo

Ms. Acquaye, a Hillman Scholar in Nursing Innovation, joins a select group of doctoral nursing students chosen for their passion for teaching, academic excellence, and research prowess. As a Jonas Scholar, she will receive financial support, mentorship, and a curriculum tailored to providing students with the learning experiences they need to successfully transition into a faculty role.

Ms. Acquaye joins a diverse group of doctoral nursing students, with over 50% of its 2024-2026 cohort representative of Black, Latino, and other communities of color, ensuring that burgeoning nursing leaders reflect the patient population of their diverse communities. This group of 63 scholars contains a multitude of research interests focused on some of the country’s most pressing challenges, including underserved populations in nursing, mental health, and veterans’ health. Ms. Acquaye’s research focuses on health disparities in breastfeeding and is spervised by Diane Spatz, the Helen M. Shearer Professor of Nutrition and a professor of perinatal nursing in the department of family and community health.

Fellows have made enduring and substantial contributions to nursing education as teachers, mentors, scholars, public policy advocates, practice partners, and administrators. They provide visionary leadership and are recognized for their expertise in nursing education. The induction ceremony will take place during the NLN’s Education Summit 2024 in September in San Antonio, Texas.

“It is an honor to be selected as a fellow of the Academy of Nursing Education,” said Dr. Becker. “This recognition reflects my contributions to advancing nursing’s role through teaching, leadership, creativity, and mentoring exceptional nursing students. I am very excited to work with the esteemed nurse leaders and educators who will be my colleagues in the Academy of Nursing Education.”

Dr. Becker joins the 18th class of fellows, which has now reached 406 members. The fellows are leaders in nursing education who teach in a range of programs across the spectrum of higher education. They are affiliated with top-ranked teaching hospitals, academic institutions, and other organizations committed to advancing the quality of healthcare in the U.S. and globally.

The Academy of Nursing Education review panel undertakes a competitive application process before recommending fellowship candidates to the NLN Board of Governors, the oversight body for the academy. Evaluations consider applicants’ contributions to innovative teaching and/or learning strategies; nursing education research; faculty development activities; academic leadership; promotion of public policy initiatives that advance nursing education; and/or collaborative educational, practice, or community partnerships.

Provost John L. Jackson, Jr. and Vice Provost for Faculty Laura W. Perna have announced the appointment of the sixteenth cohort of Penn Fellows.

The Penn Fellows Program provides leadership development to select Penn faculty in mid-career. Begun in 2009, it includes opportunities to build alliances across the University, meet distinguished academic leaders, think strategically about university governance, and consult with Penn’s senior administrators.

Health Track

Kara Anne Bernstein, the George W. Raiziss Professor II in Biochemistry and Biophysics in the Perelman School of Medicine, focuses her research on proteins that contribute to cancer development and the accurate repair of DNA double-strand breaks, using the budding yeast and mammalian systems.

Kenrick Cato, a professor of clinical informatics in the School of Nursing, focuses his research on using electronic patient data to support decision-making for clinicians, patients, and caregivers and on using and modeling nursing data to optimize the value of nursing in healthcare.

Philip Gehrman, a professor of clinical psychology in the Perelman School of Medicine, focuses his research on insomnia and other sleep disorders in the context of mental health conditions, using a variety of research approaches to understand how sleep and mental health are intertwined.

Priti Lal, a professor of pathology and laboratory medicine in the Perelman School of Medicine, focuses her research on the application of high-throughput technology to gain insights into the biology of human cancers, with focus on urothelial and prostate cancers.

Amol Navathe, a professor of medical ethics and health policy in the Perelman School of Medicine, has expertise in policy analysis and design, the economic behavior of physicians and hospitals, and the application of informatics and predictive analytics to healthcare.

Paul M. Titchenell, an associate professor of physiology in the Perelman School of Medicine, focuses his research on the regulation of metabolism by hormones and nutrients, especially insulin, the master regulator of organismal anabolic metabolism.

Humanities Track

Vaughn A. Booker, the George E. Doty, Jr. & Lee Spelman Doty Presidential Associate Professor of Africana Studies in the School of Arts & Sciences, is a historian of 20th-century African American religions, especially practices of simultaneously (re)making religious and racial identities, communities, and forms of authority.

Ian Fleishman, an associate professor of cinema and media studies in the School of Arts & Sciences, focuses his work on sex and violence and their influence on the evolution of narrative form and its underlying epistemological shift from modernism to postmodernism.

Scott Francis, an associate professor of French and Francophone studies in the School of Arts & Sciences, studies reformation theology, gender and the Querelle des Femmes, alterity, rhetoric, and print culture.

Sarah Guérin, an associate professor of the history of art in the School of Arts & Sciences, focuses her research on the material conditions of medieval art, with an emphasis on the socio-economic circumstances and theological conceits surrounding the production and use of art.

Bakirathi Mani, the Penn Presidential Compact Professor of English in the School of Arts & Sciences, specializes in South Asian American public cultures, particularly how empires in the U.S. and in postcolonial South Asia shape South Asian American racial formations.

Jennifer Morton, the Penn Presidential Compact Professor of Philosophy, focuses her research on the philosophy of action, moral philosophy, the philosophy of education, and political philosophy.

Teemu Ruskola, a professor in the Penn Carey Law School, focuses his research on the study of Chinese law and society in a comparative and global context, with an interest in China’s place and role in the development of social theory.

Jorge Téllez, an associate professor of Spanish and Portuguese in the School of Arts & Sciences, focuses his research on the legacies of colonialism in Latin American cultural production, past and present, with an emphasis on Mexico.

Elly R. Truitt, an associate professor of the history and sociology of science in the School of Arts & Sciences, studies the circulation of scientific objects and natural knowledge throughout central and western Eurasia and north Africa, from antiquity into the early modern period.

Social Science Track

Rachel B. Baker, an associate professor in the policy, organizations, leadership, and systems division in the Graduate School of Education, studies access to and success in higher education, with a focus on students in broad-access institutions.  

Arthur van Benthem, an associate professor of business economics and public policy in the Wharton School, specializes in environmental and energy economics, the unintended consequences of environmental legislation, and the economic efficiency of energy policies.

Sarah Bush, an associate professor of political science in the School of Arts & Sciences, focuses her research on how international actors try to aid democracy, promote women’s representation, and influence elections globally, as well as the politics of climate change.

Ioana E. Marinescu, an associate professor in the School of Social Policy and Practice, focuses her research on wage determination and monopsony power, antitrust law for the labor market, the universal basic income, unemployment insurance, and green jobs.

Xi Song, an associate professor of sociology in the School of Arts & Sciences, focuses her research on statistical, demographic, and computational techniques to understand how patterns of social inequality are created and changed within and across generations.

Allyson Mackey, an associate professor of psychology in the School of Arts & Sciences, studies how changes in the brain give rise to changes in the mind, both as development unfolds and in response to experience.

Ryan Hynd, a professor of mathematics in the School of Arts & Sciences, focuses his research on partial differential equations, especially in mathematical models for fluid mechanics, control theory, finance, and with eigenvalue problems.

E. James Petersson, a professor of chemistry in the School of Arts & Sciences, studies the roles of proteins in the understanding of diverse biological phenomena, especially how proteins fold and change shape, with applications in neuroscience and medicine.

The American Kennel Club (AKC) has awarded five students from Penn’s School of Veterinary Medicine AKC Veterinary Outreach Scholarships. The AKC and the Kennel Club of Philadelphia are supporters of Penn Vet’s AKC Scholarship program.

The scholarships support students affiliated with AKC events and programs who advocate for animal health and medicine. Penn Vet recipients of the AKC Scholarship are:

Christina Capparell, V’26, a 2022 University of Delaware graduate, was a sports medicine summer veterinary intern at Penn Vet’s Working Dog Center (WDC). While at the WDC, Ms. Capparell investigated osteoarthritis incidence in working dog breeds. Before arriving at Penn Vet, she worked as a veterinary technician in Schuylkill County, Pennsylvania.

Robert “Zach” Cochran, V’26, is a 2020 University of North Carolina at Chapel Hill graduate. Before arriving at Penn Vet, Mr. Cochran was a post-baccalaureate researcher at the National Institute of Environment Health Science (NIEHS), a division of the National Institutes of Health that investigates the effects of the environment on human health.

Alaina Duessel, V’26, is a 2020 graduate of Allegheny College, where she majored in environmental science. Ms. Duessel was a veterinary technician in Butler County, Pennsylvania, before arriving at Penn Vet.

Laura Grant, V’26, from Mt. Arlington, New Jersey, is a graduate of the University of Maryland where she majored in animal science. Ms. Grant has a particular interest in the diagnosis, treatment, and health of small animals.

Julianna King, V’26, is a 2021 Ohio State University graduate. Ms. King is a NIH/BI veterinary research intern investigating the potential of canines to detect hemangiosarcoma through scent. She serves as treasurer of the student-run Canine Club and as a Purina student representative.

“The AKC Veterinary Outreach Scholarship is not only a testament to the hard work of these five Penn Vet students, but also a recognition of the potential they possess to make significant contributions to our profession,” said Claire Bruno, assistant dean of admissions and student life at Penn Vet. “I am incredibly proud to count Christina, Zach, Alaina, Laura, and Julianna among our students. Their success reflects the core values of Penn Vet, and I am confident that they will continue to achieve wonderful things.”

Founded in 1884, the AKC is the world’s largest and oldest not-for-profit all-breed canine registry, with over 200 recognized breeds. The AKC is a recognized and trusted expert in breed, health, and training information for all dogs, actively advocates for responsible dog ownership, and is dedicated to advancing dog sports.

The Penn Artificial Intelligence and Technology Collaboratory for Healthy Aging (Penn AITech) at the University of Pennsylvania focuses on identifying, developing, evaluating, commercializing and disseminating innovative technology and artificial intelligence methods and software to support aging. The collaboratory is an initiative involving Penn’s School of Nursing, the Perelman School of Medicine, and other departments across the University of Pennsylvania funded by the National Institute on Aging (NIA), a part of the National Institutes of Health (NIH).

The Collaboratory Pilot Cores invite applications for pilot studies using technology and artificial intelligence (AI) to optimize care management and health outcomes for older Americans, including those with Alzheimer’s Disease and Related Dementias (ADRD) living in their homes independently, and those receiving clinical care or skilled home and community-based services.

The PennAITech pilot program solicits annually pilot studies that develop or test technology and AI to detect risk, predict needs, address disparities, improve access to care, and support decision making for chronic illness management and safe aging in place for older adults with or without ADRD and their caregivers. The pilots selected for funding receive guidance and mentoring from the PennAITech expert team.

In year three, through a competitive national grant review process, eleven applicants from academia, industry and health systems across the United States were selected for funding. The list of awardees selected for PennAITech funding include:

Total Year Three Awards: $2,583,609

• Pilot 1: Improved Algorithms for Wearable, Passive, Noninvasive BP Monitoring for Seniors (Investigators: Xina Quan and Keith C. Drake, PyrAmes)
• Pilot 2:  AI-powered Web Application to Analyze Knee Joint Space for Aging Population (Investigator: Soheyla Amirian, University of Georgia)
• Pilot 3: Task-Oriented Multimodal Conversational AI for Assisting Seniors with Daily Tasks (Investigator: Rui Zhang, Penn State University)
• Pilot 4:  Mobile Technology as a Cognitive Biomarker of Alzheimer’s Disease (Investigator:  Chun Lim, Beth Israel Deaconess Medical Center)
• Pilot 5:  Building Deep Digital Twins for Prediction of AD/ADR/MCI in Older Adults (Investigator: Mohammad H. Mahoor, DreamFace Technologies, LLC)
• Pilot 6:   Aliviado Dementia Care Machine Learning Algorithm Development for Caregiving (Investigator: Ab Brody, RN, FAAN, New York University)
• Pilot 7:  AI/ML Analyses of Mobility Changes Among Elderly Using Continuous Gait Data (Investigator: Nicholas Kalaitzandonakes, Foresite Healthcare)
• Pilot 8:  Developing a Home Cognitive Vital Sign to Detect Cognitive Changes AD (Investigator: Daniel Press, Beth Israel Deaconess Medical Center)
• Pilot 9:  Motor Function Assessment for Mild Cognitive Impairment, Frailty, and Fall Risk (Investigator: Trent M. Guess, University of Missouri)
• Pilot 10:  Detecting Cognitive Impairment Using Large Language Models from Speech (Investigator: Hualou Liang, Drexel University)
• Pilot 11:  MUSICARE-VR: Music Intervention with Virtual Reality for Alzheimer’s Care (Investigator: Xiaopeng Zhao, University of Tennessee, Knoxville)

“As our portfolio of funded projects continues to grow, we are excited about the potential of these new solutions to advance ways to support older adults and significantly improve the aging experience in the coming years,” said George Demiris, a Penn Integrates Knowledge Professor with joint faculty appointments in Penn Nursing’s department of biobehavioral health sciences and in the department of biostatistics, epidemiology, and informatics in Penn’s Perelman School of Medicine, and one of the principal investigators of PennAITech. “Our team is excited about these new collaborations and looking forward to supporting the new cohort of awardees.”

Jason Karlawish, a professor of medicine, medical ethics and health policy, and neurology, co-director of the Penn Memory Center and associate director of the Alzheimer’s Disease Research Center in the Perelman School of Medicine, and co-principal investigator of PennAITech, added, “PennAITech offers a nurturing environment for the implementation and evaluation of groundbreaking technologies and innovative approaches to aging. We are looking forward to providing our support to this group of awardees as they advance the development of their innovative solutions.”

Joanna Piotrowska: Unseeing Eyes, Restless Bodies Through December 10

This presentation marks the first U.S. solo museum exhibition dedicated to Joanna Piotrowska (b. 1985), a Polish artist based in London whose work examines the human condition through performative acts, photography, and film. Self-defense manuals and psychotherapeutic methods are used as reference points as Ms. Piotrowska explores the complex roles that play out in everyday life. The exhibition features large-scale, silver gelatin prints of subjects that probe human behavior and the dynamics of domestic relations, exploring intimacy, violence, control, and self-protection with an emphasis on gesture and touch. Throughout the galleries, the artist creates a space with domestic references from which contrasting image placement and content create an uncanny experience that reveals moments of care as well as hierarchies of power.

Joanna Piotrowska: Unseeing Eyes, Restless Bodies is curated by Hallie Ringle, the Daniel and Brett Sundheim Chief Curator.

Where I Learned to Look: Art from the Yard Through December 10

This exhibition celebrates the foundational role of yards in shaping contemporary art in America. Building upon existing scholarship on yard art, artwork created to exist in the transitional space between the home and wider world, artist and art historian Josh T Franco examines the lineage of this robust American art form, which has historically existed outside of museum and gallery spaces. Featuring over 30 works, the exhibition spotlights both community- and academically-taught artists over the past five decades including David Driskell, vanessa german, Donald Judd, Noah Purifoy, and Finnegan Shannon, revealing connections across communities in creative world-building with what is available. This exhibition is part of ICA’s Sachs Guest Curator Program, which since 2007 has funded artists and interdisciplinary creatives to curate ambitious contemporary art presentations and actualize projects that leverage the space of resources of ICA to examine emerging and underrecognized creative practices.

Where I Learned to Look: Art from the Yard is curated by Josh T Franco, the Sachs Guest Curator, in collaboration with Hallie Ringle, the Daniel and Brett Sundheim Chief Curator, with support from Denise Ryner, the Andrea B. Laporte Curator.

The 2024 Milken-Penn GSE EBPC finalists will present their pitches on September 10 in New York City as part of HolonIQ’s Back to School Summit. 

The finalists are Games & Learning, Hilight, Honest Game, Saturday Art Class, SAT IT Labs, Start Lighthouse, and trubel&co.

This year’s finalists use artificial intelligence, video games, visual arts, and cutting edge technology to promote literacy, social-emotional learning, college access, and more. 

Attendees can watch the final pitches, Q&A with judges, and vote in real-time for the Audience Choice Prize winner. They can network with education entrepreneurs and edtech investors, and gain insights from industry leaders.

Registration for the Milken-Penn GSE EBPC finals is free, but space is limited. Visit https://www.educationcompetition.org/finals/ to register. 

Fitness & Learning

8/25      Sunday Reset with Hava Rose ; explore the art of journaling as a meditative practice in a workshop that will jump-start your meditation and creative practices; 2-4 p.m.; ICA; register: https://www.eventbrite.com/e/991391989127?aff=oddtdtcreator (Institute of Contemporary Art).

College of Liberal & Professional Studies

Online webinars. Info and to register: https://www.lps.upenn.edu/about/events .

8/24      Global Master of Public Administration Virtual Information Session ; 10 a.m.

Morris Arboretum & Gardens

In-person events at Morris Arboretum & Gardens. Info and to register: https://www.morrisarboretum.org/see-do/events-calendar .

8/25      Peppers & Peaches Tasting ; sample some peaches and summer herbs and hear tips from produce suppliers on how best to store and cook your stone fruits; 11 a.m.

Readings & Signings

8/22      Book Launch: Biennial Boom: Making Contemporary Art Global ; Paloma Checa-Gismero, Swarthmore College; 6 p.m.; ICA; RSVP: https://tinyurl.com/checa-gismero-aug-22 (Annenberg School for Communication).

8/24      NSO Speakeasy Open Mic Night ; features performances by the Class of 2028; no need to sign up ahead of time—just show up with your work, ready to share your talents with your classmates; 9:30 p.m.; Arts Café, Kelly Writers House (Kelly Writers House).

Special Events

8/21      Later @ ICA with Heyday Athletic ; us for an evening of art, games, cocktails, and light snacks at ICA’s newly launched monthly after-hours night; 6-9 p.m.; ICA; register for cornhole tournament: https://icaphila.org/events/later-ica-with-heyday-athletic/ (Institute of Contemporary Art).

8/21      Programmable Strain-responsive Biopolymer Networks Adapt to High Magnitudes of Mechanical Loading ; Yan Luo, mechanical engineering & applied mechanics; 10:15 a.m.; room 337, Towne Building (Mechanical Engineering & Applied Mechanics).

8/26      Decoding Opioid Receptor Antagonism in the Context of Cellular Signaling Dynamics ; Cornelius Gati, University of Southern California; 11 a.m.; Gaulton Auditorium, BRB (Biomedical Graduate Studies).

This is an update to the Summer AT PENN calendar , which is online now. The September AT PENN calendar will be published next Tuesday, August 27. To include events in a future AT PENN calendar or weekly update, send the salient details to [email protected] .

Division of Public Safety University of Pennsylvania Police Department Crime Report

About the Crime Report: Below are the Crimes Against Persons and/or Crimes Against Property from the campus report for August 5-11, 2024 . The Crime Reports are available at: https://almanac.upenn.edu/sections/crimes . Prior weeks’ reports are also online. –Eds.

This summary is prepared by the Division of Public Safety (DPS) and contains all criminal incidents reported and made known to the Penn Police, including those reported to the Philadelphia Police Department (PPD) that occurred within our patrol zone, for the dates of August 5-11, 2024 . The Penn Police actively patrol from Market Street to Baltimore Avenue and from 30 th Street to 43 rd Street in conjunction with the Philadelphia Police.

In this effort to provide you with a thorough and accurate report on public safety concerns, we hope that your increased awareness will lessen the opportunity for crime. For any concerns or suggestions regarding this report, please call DPS at (215) 898-7297. You may view the daily crime log on the DPS website .

Penn Police Patrol Zone

Market Street to Baltimore Avenue and from 30 th Street to 43 rd Street

Philadelphia Police 18th District

Schuylkill River to 49th Street & Market Street to Woodland Avenue

Below are the Crimes Against Persons from the 18th District: 11 incidents were reported for August 5-11, 2024 by the 18 th District, covering the Schuylkill River to 49th Street & Market Street to Woodland Avenue.

The Division of Public Safety offers resources and support to the Penn community. DPS developed a few helpful risk reduction strategies outlined below. Know that it is never the fault of the person impacted (victim/survivor) by crime.

• See something concerning? Connect with Penn Public Safety 24/7 at (215) 573-3333.
• Worried about a friend’s or colleague’s mental or physical health? Get 24/7 connection to appropriate resources at (215) 898-HELP (4357).
• Seeking support after experiencing a crime? Call Special Services - Support and Advocacy resources at (215) 898-4481 or email an advocate at [email protected]
• Use the Walking Escort and Riding services available to you free of charge.
• Take a moment to update your cellphone information for the UPennAlert Emergency Notification System
• Download the Penn Guardian App which can help Police better find your location when you call in an emergency.
• Access free self-empowerment and defense courses through Penn DPS.
• Stay alert and reduce distractions; using cellphones, ear buds, etc. may limit your awareness.
• Orient yourself to your surroundings. (Identify your location, nearby exits, etc.)
• Keep your valuables out of sight and only carry necessary documents.

Penn Parking & Commuter Services has moved to the first floor of the Penn Bookstore (near the Sansom Street entrance).

Operations began on Tuesday, July 30 at the new location, where the team assists the University community with its parking and commuting needs in an expanded space. The location is open weekdays, 8:30 a.m. until 5 p.m.

The move from 3401 Walnut, the department’s home of nearly 30 years, coincides with the launch of an expanded menu of flexible permits and programs for new parkers, which are being offered based on community feedback.

Parking & Commuter Services joins the PennCard Center and Onboard@Penn at the bookstore, solidifying the site as an accessible one-stop hub for a variety of Penn services.

Keep up with Penn Parking & Commuter Services at the department’s streamlined website .

Online full-text access to The Atlantic has been a perennial request of Penn Libraries. The magazine has a long, distinguished history as a cultural reporter and opinion-maker since its start in 1857 as a showpiece for Boston literati. Faculty in the political science department and other Penn academic programs frequently include Atlantic articles in their course reserve lists, and diligent students often report frustration over the website’s metered paywall access. Additionally, title changes over the years have made The Atlantic one of the more difficult items to find in the Penn Libraries catalog.

The Penn Libraries’  Atlantic  website subscription  provides web-only content and print-magazine content. Faculty can now easily share URLs to specific articles with students, and all students, faculty, and staff can enjoy everything The Atlantic has to offer, from cultural commentary to  the Caleb’s Inferno crossword . Currently, the subscription does not include  The Atlantic ’s mobile app.

Additionally, PDF versions of whole monthly issues (advertisements included) are available for download from the latest issue back to the first issue published in November 1857. While some of this content is currently available through Nexis Uni and Factiva, the new Atlantic website subscription provides images and publisher’s formatting. That said, readers interested in discovering and viewing specific articles in older issues of  The Atlantic  may still find it easier to use Penn Libraries’ searchable full text subscription to  The Atlantic Magazine Archive, covering 1857 through 2014.

How To Access

Accessing  The Atlantic  online is easy.

• Visit the Sign In page from anywhere on  theatlantic.com .
• Click on “Sign in through your institution.”  Do not create a personal account or sign in using the Facebook or Google options.
• When prompted, type University of Pennsylvania where it asks you to enter your institution name and click “Continue.”
• Enter your PennKey when prompted.
• Enjoy  The Atlantic.

Dear Penn Community,

Thank you for your spirit of volunteerism. Many benefit from your willingness to share. We receive many expressions of gratitude from community members and agencies with whom we partner. The Penn community continues to work towards being good neighbors in our shared community.  We thank you for your overwhelming support and for your generosity.

We are pleased to report that the Penn VIPS Change Drive collected approximately $500 for the MK Bogle Scholarship Program, which supports graduating high school students with a history of performing community service and who have been accepted at an accredited college or university. This sum was added to the many donations from our sponsors. We thank all our sponsors.

Please also see below for a list of different volunteer activities, both on and off campus. Let us help you volunteer.

The following volunteer activities are available to the Penn community:

August 7–August 21 School Supplies Drive

Don’t forget to collect school supplies for the annual Penn Volunteers in Public Service (VIPS) school supplies drive. Donations are shared with West and Southwest Philadelphia public schools involved in the University Assisted Community (Sayre, Lea, Comegy’s West, for example), as well as students from Mastery Charter School. We also receive requests for items from local shelters, day care centers, and directly from families.

Support school children by providing books, pens, pencils, book bags, calculators, crayons, rulers, dictionaries, elementary school story books and other items children need to help them be successful in school.  Below is a complete list of suggested items for donation: Agendas or planners, backpacks, binder dividers, small binders, feminine products, hand sanitizer, hygiene products, stickers, paper towels, highlighters in different colors, tissues, pencils, erasers, glue, glue sticks, lined paper/notebooks (hard and spiral), three-ring binders, three-hole punches, loose-leaf paper or spiral notebooks, subject dividers, index cards, folders, blue and black pens, mechanical pencils, pencil pouches, rulers, tape, reams of paper for duplicating, scissors, books (fiction/nonfiction), and certificates and other incentives.

The following is a sample of the areas where you can conveniently drop your donations:

Become a Mentor in the Penn Workplace Mentoring Program

Encourage 7th graders to do well in school. Talk to them about the importance of college, share your area of expertise in your job with them, and help them to think about their futures. Make a difference in the life of a young person.

 Mentors meet with students once a month from September to May. All sessions are held on Penn’s campus. Training is held in September.

Teach at the Nonprofit Institute sponsored by the Netter Center

Have a special knowledge on advisory boards, grant writing, risk management, strategic planning, etc.? Want to teach members of the surrounding community how to more effectively manage/create their nonprofits?

The Nonprofit Institute, a five-day program offering a variety of classes designed to help start-up nonprofits gain important skills needed to create a successful organization. Classes range from 1.5 hours to 3 hours. The institute is held twice a year, in the fall and spring.

Teach at the University Assisted Community School (UACS Nights)

Have a special talent? Want to teach it to members of the surrounding community? Do so through our exciting program called University Assisted Community Schools Nights. Teach adult learners your expertise in areas such as resume writing, interview skills, computers, professional development, dance, cooking, and/or a subject you are passionate about.  Teach once a week for a one- or two-hour period for four to six weeks. We also welcome classes that can be taught in a single two-hour session. Classes are normally held from 6–8 p.m. on Tuesday and Thursday evenings.

Adopt A Classroom

An exciting opportunity for you and your colleagues to “adopt” a Philadelphia school classroom and help teachers with needed supplies.

Provide needed classroom items like reams of paper, pens, pencils, tissues, hand sanitizer, notebooks, folders, glue sticks, disinfecting wipes, calculators, index cards, scissors, backpacks, pencil sharpeners, dividers, protractors, highlighters, markers, construction paper, book covers, combination locks, personal organizers, Post-It notes, tape, and staplers and staples.

Work with classrooms involved in community schools operated by the Netter Center for Community Partnerships. Schools include Lea, Sayre, West, Hamilton, Comegys, and more. You would have the opportunity to select the age group you prefer. A classroom would be assigned to you and a wish-list provided.

You and your colleagues can spend the summer collecting the supplies. Arrangements will be made in September for you to make your donations to your adopted class.

Dropsite Volunteers

Become a dropsite volunteer and participate in the various drives held throughout the course of the year. Assist with collecting donated items that are shared with a variety of agencies in the community. 

Penn VIPS provides the collected donations to local agencies and schools, which makes a huge difference to members of the surrounding community.

Drives take place as follows:

• March –Change Drive to Benefit the Scholarship Program
• August –School Supplies Drive
• November –Food Drive
• December –Toy/Gift Drive
• December –New Coat Drive

Dropsite volunteers advertise the various drives, help designate the beneficiaries of the drives, and help with the distribution of the donated items.

Leftover conference bags, tee-shirts, pens, etc.?

Donate them to Penn VIPS. We will share them with school children and members of the community.

Contact Isabel Sampson-Mapp at  [email protected] for additional information about any of these opportunities.

—Isabel Sampson-Mapp, associate director, Netter Center for Community Partnerships

2degrees and Vocus are now one company. For Enterprise solutions, visit business.2degrees.nz .

The other guys charge for Aussie business roaming. We don’t.

Daily Business Roaming in Aussie on us^

Business Roaming

Use your NZ business plan at no extra cost in Aussie ^ and for just $8/day in over 100 destinations worldwide . There’s also Roaming Data Add-ons for when business takes you further away than usual. We also offer Roaming if you aren't on Business . And it just works - activating when you hop off the plane. T&Cs apply .

To find out which roaming networks provide our roaming services overseas, click here.

Check you have a VoLTE roaming capable phone by 28 October as we bid farewell to 3G in Australia.

$8 per day destinations Use your NZ plan in these destinations for only $8 per day

1  Max speeds limited to 300kbps 2  Covered by UK ^ When roaming in Fiji, Cook Islands, Western Samoa, Vanuatu, Tonga and Papua New Guinea it costs $1.15 per minute to receive calls on your device. Calls rounded up to next whole minute. In most cases it's best for you to call your family and friends. * Covered by Digicel Fiji

International updates of mobile networks means the way you roam and stay connected while travelling is changing. Here's a quick update on things you need to know.

For the destinations listed below, the following calling and text roaming rates apply:

• $3.45 per minute to call anywhere in the world**
• $1.15 per minute to receive any call
• $0.91 a text sent to anywhere in the world**

**Does not include premium or satellite numbers.

To use roaming data in these destinations, you’ll need to purchase a 500MB Roaming Add-on for $57. You’ll be prompted to do this in the welcome text we send you when you arrive in your destination.

Tablet and iPad users will not receive a welcome text and will need to insert their device’s SIM card into a mobile phone and text Y to 237 to purchase the data Add-on.

Destinations included in the $57 Roaming Add-On:

Afghanistan, Albania, Algeria, Angola, Armenia, Bahamas, Bangladesh, Belarus, Belize, Benin, Bolivia, Botswana, Brunei, Burundi, Cambodia, Cameroon, Congo, Democratic Republic of the Congo, Egypt, Faroe Islands, Finland, French Guiana, French Polynesia, Gabon, Gambia, Georgia, Gibraltar, Greenland, Guadeloupe, Guam (Northern Mariana Islands), Guinea Bissau, Guinea Conakry, Honduras, Iceland, Iraq, Jordan, Kazakhstan, Kiribati, Kosovo, Kuwait, Kyrgyzstan, Laos, Liberia, Martinique, Moldova, Mozambique, Myanmar, Nicaragua, Nigeria, Oman, Pakistan, Palestine, Paraguay, Rwanda, Sierra Leone, Solomon Islands, South Sudan, Sri Lanka, Sudan, Tajikistan, Timor Leste, Uganda, Uzbekistan, Yemen, Zambia, Zimbabwe

If you're off overseas, you don't have to leave your device at home, just make sure that your Data Roaming settings are turned on and you’ll be able to use your New Zealand plan in most overseas destinations. You don’t need to buy a roaming pack before you go, we’ll send you a text when you arrive in your destination and let you know which roaming service you can access.

Find out more about using our phone overseas in our handy article

$3.45/min to make calls (excluding premium numbers); $1.15/min to receive calls; 91c to send texts (excluding premium numbers)

Azerbaijan, Bhutan, Bosnia & Herzegovina, Cape Verde, Cuba, Djibouti, Equatorial Guinea, Lebanon, Lesotho, Maldives, Mali, Mauritius, Namibia, New Caledonia, Niger, Sao Tome and Principe, Seychelles, Suriname, Tanzania, Trinidad & Tobago

American Samoa, Andorra, Bahrain, Burkina Faso, Central African Republic, Chad, Comoros, Eritrea, Ethiopia, Falkland Islands, Iran, Libya, Madagascar, Malawi, Marshall Islands, Mauritania, Mayotte, Micronesia, Monaco, Netherlands Antilles, Niue, North Korea, Palau, Pitcairn, Reunion, Russian Federation, Saint Helena, Saint Pierre and Miquelon, Senegal, Somalia, Swaziland, Syria, Togo, Tunisia, Turkmenistan, Tuvalu, Ukraine, Venezuela, Wallis and Futuna, Western Sahara

Aussie Roaming on us

It just works, 2degrees app.

**Add-ons, International Chat Pack, special rates, promotions and deals are not included and may incur additional charges. Excludes calls or texts to satellite or premium rate numbers (Australian external territories such as Norfolk Island are also excluded). International calling and text rates apply for non-local Aussie/NZ use. If you run out of your NZ business plan allocations while in Aussie, you can buy a NZ Add-on. For example, if you’re running low on data while roaming, you could buy a 1GB NZ Data Pack to top up and continue roaming. ^$0 Daily Business Roaming is for kiwi based businesses which have staff who frequently travel to Australia for business. There are no limits on the number of business trips you may make to Australia or the aggregate number of days from those business trips. $0 Daily Business Roaming is not available if you have relocated to Australia.

$8/day to over 100 destinations

No setup needed, add-ons available.

Book a call and one of our Business Sales Consultants will call you back.

It’s easy to use your 2degrees mobile while flying or cruising, whether you’re on Prepay or Pay Monthly.

In-flight Roaming will only work on selected aircraft that have In-flight Roaming equipment installed. Check with your airline for routes, destinations and the availability of In-flight Roaming. The use of In-flight Roaming may be restricted by the airline to reduce cabin noise. All calls will be charged on a per minute basis and will be rounded up to the next whole minute. In-Flight Roaming services are provided via satellite so you may notice speech delays of up to 3 seconds.

Cruise ship roaming will only work on selected vessels that have roaming equipment installed. Check with your cruise liner for routes, destinations and the availability of cruise ship roaming. All calls will be charged on a per minute basis and will be rounded up to the next whole minute.

Cruise ship and In-flight roaming rates exclude calling and texting premium rate and satellite phone numbers.

Use your plan's NZ calls, texts and data for $8 per day in up to 100 selected destinations, excludes free data hour. After 1GB of max speed data per day max speeds reduce to 128Kbps. A day is 00:00 to 23:59 NZ time. When roaming in Fiji, Cook Islands, Western Samoa, Vanuatu, Tonga and Papa New Guinea it costs $1.15 per minute to receive calls (It’s best for you to call your family and friends). Exclusions apply including the International Chat Pack, Data Clock and international calls are subject to NZ international call rates. In $8 per day destinations, the daily rate applies each day you use your phone, including to make or receive calls (including via voicemail), send texts or use data. 300kbps max speeds apply in some destinations. Cruise ship and in-flight roaming are subject to different rates. Fair Use Policy, Daily Roaming and Plan Terms and Conditions apply.

^$0 Daily Business Roaming is for kiwi based businesses which have staff who frequently travel to Australia for business. There are no limits on the number of business trips you may make to Australia or the aggregate number of days from those business trips. $0 Daily Business Roaming is not available if you have relocated to Australia.

Daily Aussie Roaming:

Business Roaming is available for all 2degrees customers on Business Plans. Use your NZ calls, texts and data at no extra cost^ in Aussie or $8 per day in selected destinations. Normal plan charges apply. Exclusions apply including International Chat Pack and international calls are subject to separate rates. In $8 per day destinations, the daily rate applies each day you use your phone, including to make or receive calls (including via voicemail), send texts or use data. A day is 00:00 to 23:59 NZ time. 300kbps max speeds apply in some destinations. Cruise ship and in-flight roaming are subject to different rates. Fair Use Policy and Business Roaming Terms and Conditions apply, see below for more information.

Business phones

All phone prices include GST.

For 12 months on our Business Choice Small Plan (Pay today $0)

For 12 months on our Business Choice Large Plan (Pay today $0)

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