Writing the Perfect Business Plan: The Personnel Section
Provide us your contact info as indicated below and we will respond immediately with professional, courteous service tailored for your business needs.
We will not give nor sell your information to third parties.
We will not give nor sell your information to third parties.
© Copyright 2008
Scribes Unlimited, LLC
Scribes Unlimited, LLC
Home
Business Plans
Marketing Plans
Grant Proposals
Research
Editing/Proofreading
Technical Writing
Advertising Writing
Scriptwriting
Ghost Writing
Write for Hire
Book Writing
Article Writing
Creative Writing
About Us
Informative Articles
Contact Us
Business Plans
Marketing Plans
Grant Proposals
Research
Editing/Proofreading
Technical Writing
Advertising Writing
Scriptwriting
Ghost Writing
Write for Hire
Book Writing
Article Writing
Creative Writing
About Us
Informative Articles
Contact Us
Home Business Plans Marketing Plans Grant Proposals Research Editing & Proofreading Technical Writing Advertising Writing Scriptwriting Ghost Writing Write for Hire Book Writing
Article Writing Creative Writing About Us Articles Contact Us
Article Writing Creative Writing About Us Articles Contact Us
business plans marketing plans business writing grant writing writing for business business writers writing and editing proof-reading documents specialized writing creative writing writing scripts script writing screen writing editing documents writing proposals grant writing writing grants ad writers writing for advertisers fact-finding technical writing writing for television business proposals writing business plans writing grant proposals writing marketing proposals writes business plans writes business proposals writes marketing plans writes marketing proposals writes grants writes grant proposals writes technical manuals writing technical manuals writing ad copy writing scripts business plan writers
business proposal writers
business proposal writers
When writing your start-up business plan, depending on your methods, you're bound to run into a heading called "Personnel" or "About the Founders", etc. On most business websites today, you can find an "About us" page, which may list bios, a company history, or any number of key facts and figures that are there to attract customers. This is a great way to remember why you want to include these items in your business plan -- to attract the customer, or in your case, an investor. A complete dossier of the founders and the personnel involved will go a long way towards illustrating your business' true abilities, and proving to prospective financiers that you're no fly-by-night doomed to failure.
What's Your Major?
As many times as you've probably been told that a college degree is a worthless piece of paper, consider it a blessing when it comes to the investors' mindset. A Masters in Business, or even an Associate degree goes a long way towards proving your mettle, and secondary or advanced education is still one of the top requirements for running a business today. If you're unfortunate not to possess a degree of some kind, make sure you state clearly in the proposal that you have a well-educated team to back you up. If not, you might really want to consider college and put your new business on the back burner for a while. Or at least emphasize your "hands-on" experience in your chosen area. Any sort of advanced training, certificates, seminars, et al, are important to show that you have a both the ability to learn and the interest in improving yourself.
Ever Worked Before?
A full employment history, and more preferably a resume, of yourself AND each of your personnel is desirable in the business plan. Investors want to know who everyone is because they don't know any of you. They're meeting you for the first time. You are responsible for making sure investors know everyone involved, so don't leave anyone out. In many cases, investors will probably run background checks, so make sure to have a meeting with all of your staff, and insist they are open and honest.
What Have You Done?
If there are certain accomplishments or rewards that you or members of your personnel have attained, by all means list them. These can be added to the resumes proper, but if one of the accomplishments helps further illustrate a specific point, you can include that as well in the plan. For example, if you are starting a science-fiction magazine publishing firm, and one of your co-founders won the Hugo Award for Best Science-Fiction, that's something that can be stated right in the executive summary, especially if the author is well-known. Don't be afraid to toot horns, but just don't blow them too hard. Stick with rewards or accomplishments that relate to your industry if you can.
Got a Rep?
A good reputation is key. If you and your companions are well-known in your community or across the country, you have a ton of great references that investors can turn to in order to learn more about your people and your business. If you've been selling to customers already, and they love your product or service, consider having them write a formal, signed letter to you stating such. A list of three or four letters can be included in the Appendix of your plan. If you've done any special community service that relates to your business of choice, you will want to include a letter of recognition you may have received for your help. Same goes for your personnel. It's a great thing if you can all look like upstanding members of the community in the eyes of the investor.
Are You Experienced?
On the heels of education and accomplishments is probably the most important thing investors look for: experience in the industry. Provide generous details about the experience levels of all the partners and personnel, pointing out to investors the special capabilities every one of you have. Your business has the possibility of being very successful and, more importantly, profitable. You want investors to believe that too. Want to really shine? Include a rating chart with an experience level from 1 to 10, and 'rate' yourself and your staff. Example: Robert Morris -- Experience Level: 8/10. Explain in detail why each person receives that particular rating.
What are the 'Mad Skillz'?
It's not just what you've done, but what you're capable of doing that excites investors. If you're starting a software company, and you have extensive knowledge of twenty computer platforms or over a hundred brands of software, that says a lot. List skills and abilities that relate to your business, and let those investors see definite promise in you and your team.
Are We Weak or Are We Strong?
Identifying and describing the strengths and weaknesses of your personnel is a must. Investors want to know just how well you know each member of your team, what their shortcomings are, where they excel, and how you plan to either capitalize on those strong areas, and improve the weak ones. Do not believe for a second Clark Kent is in your corner. Everyone has weaknesses, even you. (Actually, Clark Kent can't handle kryptonite anyway) You would be well advised to let the investor know about them, and how you plan to overcome them. On the other hand, trumpeting the strengths is also a great way to show investors just how solid a team you have.
Are We Ready for Anything?
Economic disaster. Tidal wave. Fire. Theft. There are so many things that can happen, and it's important that the investor understands that you and your team are ready for whatever does happen. We're not saying you'll have to necessarily contend with a tidal wave in your lifetime, but you're in this business for the long haul. It's a great idea to illustrate in your personnel section that the team is committed 100% to success, and will strive to overcome any obstacles or hardships that may arise.
What's Our Motivation?
This last section of your personnel report essentially pulls it all together. The experience, the education, the skills, and the accomplishments mean absolutely nothing if your team isn't motivated to succeed. For example, let's say you are running a software company, and one of your co-founders is an MIT graduate, fresh out of college. Naturally, she is motivated to do a great job for you, right? What about if you run an insurance agency, and one of your saleswomen just got married and is expecting a child. She'll work harder to earn more sales and make more commissions, so you will have to assist her in making adjustments to her schedule or work location to ensure her success. Everyone on your team has a certain reason for succeeding. Find out and explain that as the last part of your personnel section.
What's Your Major?
As many times as you've probably been told that a college degree is a worthless piece of paper, consider it a blessing when it comes to the investors' mindset. A Masters in Business, or even an Associate degree goes a long way towards proving your mettle, and secondary or advanced education is still one of the top requirements for running a business today. If you're unfortunate not to possess a degree of some kind, make sure you state clearly in the proposal that you have a well-educated team to back you up. If not, you might really want to consider college and put your new business on the back burner for a while. Or at least emphasize your "hands-on" experience in your chosen area. Any sort of advanced training, certificates, seminars, et al, are important to show that you have a both the ability to learn and the interest in improving yourself.
Ever Worked Before?
A full employment history, and more preferably a resume, of yourself AND each of your personnel is desirable in the business plan. Investors want to know who everyone is because they don't know any of you. They're meeting you for the first time. You are responsible for making sure investors know everyone involved, so don't leave anyone out. In many cases, investors will probably run background checks, so make sure to have a meeting with all of your staff, and insist they are open and honest.
What Have You Done?
If there are certain accomplishments or rewards that you or members of your personnel have attained, by all means list them. These can be added to the resumes proper, but if one of the accomplishments helps further illustrate a specific point, you can include that as well in the plan. For example, if you are starting a science-fiction magazine publishing firm, and one of your co-founders won the Hugo Award for Best Science-Fiction, that's something that can be stated right in the executive summary, especially if the author is well-known. Don't be afraid to toot horns, but just don't blow them too hard. Stick with rewards or accomplishments that relate to your industry if you can.
Got a Rep?
A good reputation is key. If you and your companions are well-known in your community or across the country, you have a ton of great references that investors can turn to in order to learn more about your people and your business. If you've been selling to customers already, and they love your product or service, consider having them write a formal, signed letter to you stating such. A list of three or four letters can be included in the Appendix of your plan. If you've done any special community service that relates to your business of choice, you will want to include a letter of recognition you may have received for your help. Same goes for your personnel. It's a great thing if you can all look like upstanding members of the community in the eyes of the investor.
Are You Experienced?
On the heels of education and accomplishments is probably the most important thing investors look for: experience in the industry. Provide generous details about the experience levels of all the partners and personnel, pointing out to investors the special capabilities every one of you have. Your business has the possibility of being very successful and, more importantly, profitable. You want investors to believe that too. Want to really shine? Include a rating chart with an experience level from 1 to 10, and 'rate' yourself and your staff. Example: Robert Morris -- Experience Level: 8/10. Explain in detail why each person receives that particular rating.
What are the 'Mad Skillz'?
It's not just what you've done, but what you're capable of doing that excites investors. If you're starting a software company, and you have extensive knowledge of twenty computer platforms or over a hundred brands of software, that says a lot. List skills and abilities that relate to your business, and let those investors see definite promise in you and your team.
Are We Weak or Are We Strong?
Identifying and describing the strengths and weaknesses of your personnel is a must. Investors want to know just how well you know each member of your team, what their shortcomings are, where they excel, and how you plan to either capitalize on those strong areas, and improve the weak ones. Do not believe for a second Clark Kent is in your corner. Everyone has weaknesses, even you. (Actually, Clark Kent can't handle kryptonite anyway) You would be well advised to let the investor know about them, and how you plan to overcome them. On the other hand, trumpeting the strengths is also a great way to show investors just how solid a team you have.
Are We Ready for Anything?
Economic disaster. Tidal wave. Fire. Theft. There are so many things that can happen, and it's important that the investor understands that you and your team are ready for whatever does happen. We're not saying you'll have to necessarily contend with a tidal wave in your lifetime, but you're in this business for the long haul. It's a great idea to illustrate in your personnel section that the team is committed 100% to success, and will strive to overcome any obstacles or hardships that may arise.
What's Our Motivation?
This last section of your personnel report essentially pulls it all together. The experience, the education, the skills, and the accomplishments mean absolutely nothing if your team isn't motivated to succeed. For example, let's say you are running a software company, and one of your co-founders is an MIT graduate, fresh out of college. Naturally, she is motivated to do a great job for you, right? What about if you run an insurance agency, and one of your saleswomen just got married and is expecting a child. She'll work harder to earn more sales and make more commissions, so you will have to assist her in making adjustments to her schedule or work location to ensure her success. Everyone on your team has a certain reason for succeeding. Find out and explain that as the last part of your personnel section.
