executive summary business plan

executive summary business plan

Developing a Persuasive Executive Summary Business Plan

1. Introduction

An executive summary is a concise summary of a business report. It restates the purpose of the report, highlights the major points, and describes any results, conclusions, or recommendations. Moreover, because the executive summary is a distilled version of the report, it should be written after the main report has been completed. Writing the executive summary will help you put the main content of the report in point form before you begin writing it. The executive summary should be comprehensive, coherent, and concise. It should never exceed ten percent of the length of the main report and should not include any information that is not present in the main report. Therefore, it is usually easier to write it after completing the report, but of course, you should always go back to your original report so that you will not miss any important points. Finally, an executive summary is usually written for an audience that does not have time to read the entire report, so it is important to provide a sufficient amount of the report’s main points.

2. Market Analysis

The second group in the market is the health club market. The health club market is ripe with software solutions that claim to improve management practices. As of yet, no software solution has made a great impact on efficiency in management practices in health clubs. This group is one of slower adoption as health clubs tend to be behind the market in the implementation of tech-based solutions. However, health clubs are always seeking ways to garner new clients, retain current clients, increase the amount of services provided to clients, and increase the efficiency in the delivery of those services. This is due to the fact that increased client satisfaction will lead to increased retention rates and more revenue. The best way to efficiently deliver more services is to decrease the amount of time spent doing other tasks. This in turn creates more free time to do what the staff and trainers want to do: serve clients. The fitness-related mobile services offered by our software provide a method to do the very same thing. This is a great fit for health clubs who do not have to take anything new on, but do things they are already doing more efficiently. This second group is a great fit for fitness-related mobile services and it is believed our software can be quite beneficial to health clubs.

The market consists of two different target market groups. The first group is the individual market. This is one of personal trainers, mobile personal training kits, and other fitness-related mobile services. This market has been on the increase for the last decade and shows no signs of slowing down. The individual market is always looking for something new. Training the same clients at the same location will quickly become stale and uninteresting. More ways to serve current clients and to bring in new clients are always being sought after. The days of working at a large health club until retirement are over. Many personal trainers are now looking for ways to operate their own business entities; cutting out the middleman (the health club) and keeping all the money they make. The best way for them to increase revenue is to reduce the amount of overhead in the service they provide. This can best be accomplished with fitness-related mobile services. With the combination of the trends in personal training and the constant hunt for new training methods, the individual market is a prime target for the software.

3. Business Strategy

Business strategy is a long-term objective built to accomplish an organization’s vision. It contrasts with business operations, which are about achieving short-term aims. Frame this as the future state of what the organization will look like. The business strategy will clarify the desired outcomes and the time scale. In TSB’s case, these outcomes will be defined by the success measures in the policy: the number of people doing sport and recreation and the numbers doing it more regularly. This is a successful outcome for the health sector and the sport sector. TSB has confirmed that they require a two-year period to secure funding, which will allow for the employment of STaR coordinators. This would be earned income for HPSNZ from the government, which is part of the sport sector. The increased level and expertise of coaches, parents, and teachers will see a quality change in sport for children. This will be seen in time through results and a shift in attitude and culture. This provides a new environment. All of the above is expected to be seen within 3-5 years, with the longer-term objective being a quality change of children’s sport for generations. The employment of coordinators involving parents and suitable community sport options is an implementation that will build and sustain over time. This is a significant shift from the recent trends in sport. This outcome is a transition from mass wins focused on 1-2 year periods.

4. Financial Projections

This section is crucial for those interested in securing funding, whether the funds are supplied internally or from an outside source. This section will demonstrate a thorough understanding of the market. Open with a simple conclusion summing up the bottom line of this expenditure pro forma. This will provide the reader a quick overview and stimulate further reading. Follow with a detailed analysis of projected expenses. It is suggested to summarise these figures in a table, but follow with an explanation for each cost. To finish, a sales forecast will give a clear indication to the reader that projected sales will exceed or equal expenses, providing the business with a cushion and a safety net. This shows the investor that the business has been well planned. With a clear understanding and defined detailed explanation on the financial projections and a summarized conclusion, the investors from any company or potential funding source will have a clear understanding where their money will be spent and a clear path for the business to repay possibly loans or to provide future funding.

5. Conclusion

The American Marketing Association defines a brand as “a name, term, sign, symbol or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of other sellers.” This definition accurately describes the brand that is Dance Dance Revolution. DDR is a well-established brand in the video game market. Over its ten-year history, DDR has gone through many variations in gameplay style, and each version has been targeted to a specific region of the world. Despite these changes, DDR has managed to maintain a unique image and identity. One key element in DDR’s brand image has been its loyal fan base. These are customers who, when faced with the decision of buying a video game, choose DDR because of its uniquely addictive gameplay. DDR is likely to remain a strong brand for years to come, as Konami has announced plans to release new versions of the game in the future. If the future releases remain of high quality and the addictive gameplay remains, DDR will continue to cultivate its loyal fan base and potentially gain new customers in the future. Written below is a simple SWOT analysis for DDR, which summarizes its current brand position. In conclusion, DDR is a brand currently with a strong and unique identity. This is the result of a clear and consistent strategy in marketing the game. The brand has been well-targeted to the right customer segment, and the game maintains a high level of brand awareness. The key to DDR’s brand strength has been its addictive gameplay and the loyal customers that this has cultivated. These elements can easily be translated to future versions of DDR, and if Konami continues to market the game effectively, DDR can remain a widely recognized and respected brand in the video game market.