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The Game Plan: Farm Business Planning

The Game Plan: Farm Business Planning

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The Game Plan: Farm Business Planning

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  1. The Game Plan: Farm Business Planning Rodney Jones Rodney.jones@okstate.edu 405 744 6173

  2. Introduction - Business Planning • The “game plan” • The issue is not where profits are now • The issue is where profits will be in the future • In a competitive industry continuous improvement is necessary • Low cost production is imperative for growth and prosperity

  3. Benefits of Formal Planning(Developing a Written Plan) • Stimulate thinking about the future • Provide structure to decision making • Better understand the business, and the changes it is facing • Provide benchmarks • Prioritize and clarify goals • Test ideas on paper • Facilitate communication, and coordinate decisions

  4. Benefits of Formal Planning (cont). • Answer questions posed by others (family members, lenders, etc.) • Document your ability to manage, plan, and communicate in a proactive manner • Development of a more precise thought process (make better decisions) (the plan is not as important as the planning process) • Help focus on the business “Competitive Advantage”

  5. Possible Components of a Formal Business Plan • 1. Executive Summary • 2. Business Description • 3. Products and Operations Plan • 4. Sales and Marketing Plan • 5. Management Org. & Staffing Plan • 6. Financial Plan • 7. Other

  6. 1. Executive Summary • May Be The Most Important Component • Discuss the “People” • The Opportunity • Succinctly describe why the business will succeed • The Context • Overview of Risks and Rewards • Think “Shark Tank” Presentation

  7. 2. Description • Type of Business, Products, Services • Business History • Who Are The Current “Stakeholders” • What Resources Do We Have To Work With • Physical Resource Emergency Plan

  8. 3. Production and Operations Plan • Product, Production Process, and Production Scheduling Plan • Commodity vs differentiated • Production Quality Control Plan • Environmental Stewardship Plan • Regulations and Licensing Issues • Production Risk Management and Emergency Plan

  9. 4. Sales and Marketing • Marketing the product or service • Marketing Risk Management Plan • Marketing yourself and the business in general • Landlords • Lenders • Employees • Community • Quality Control • Inventory Management

  10. 5. Mgmt. Organization and Staffing Plan • Legal Structure • Organizational Structure • Human Resource Inventory and Staffing Assessment • Human Resource Risk Management and Emergency Plan

  11. Three Important “Structures” • Organizational/Management Structure • Legal Form • Financial Structure

  12. 6. Financial • Current Financial Assessment • Balance Sheet, Income Statements, Cash Flow Statements, Statement of Owners Equity • Financial Evaluation of Alternatives • Enterprise Budgets, Cash Flow Budgets, Pro-Forma Projections • Capital Investment Analysis • Monitoring Mechanisms (MIS) • Capacity and Willingness to Assume Risk • Dealing with Stress

  13. Financial Structure • The legal structure may dictate the financing options available • Venture capitalists, general public, etc. may feel more comfortable with a corporate legal structure • Long term investors like to see an organizational structure that facilitates growth

  14. 7. Other • Actions To Be Taken • How Will We Monitor Performance • Business Transition Plan • Transition to new size • Transition to new enterprise mix • Transition to new production methods • Transition to next generation • Etc. • Emergency (likelihood and impacts) • Supporting Documentation

  15. The Strategic Plan Component of the Overall Business Plan • Values, Vision, Mission, Objectives, Goals • Internal and External Factor Analysis (SWOT)

  16. Business Vision Statement • Provides a guiding philosophy • Influenced by strengths and weaknesses • Reflect “core values” • Should inspire (Dream Big Picture) • Should unite stakeholders (Involvement From All) • Demonstrate Uniqueness (Competitive Advantage What we would like to be

  17. Mission Statement • Normally short and to the point • Specific, embodies the broader vision • Size, scope, composition of products (Customer Oriented) • What we are all about now • Requires involvement from all stakeholders Who we are

  18. Vision vs. Mission • Vision is broad and future oriented • What we would like to be • Mission is more focused on what we are all about today and who we are trying to serve • Who we are

  19. Goal Setting • Goal Setting • Objectives and Goals define manageable steps to vision and mission accomplishment. • Goals work because they: • provide information for all stakeholders • focus attention and action • mobilize energy and effort • increase persistence • encourage development of good work habits • provide measurement benchmarks

  20. Long Term Objectives • DRIVE • Directional (move you toward your vision) • Reasonable (attainable) • Inspiring (positive challenge) • Visible (easy to visualize) • Eventual (will be fulfilled at a future time)

  21. Short Term Goals • Short Term Goals • Effective goals are SMART: • Specific (detailed) • Measurable (can determine results) • Attainable (within economic and physical capabilities) • Rewarding (satisfying) • Timed (have a deadline)

  22. Summary (Key Points From This Section) • Agriculture is a competitive industry • Must be a low cost producer • Or, must maintain a niche • Formal business planning is all about “competitive advantage” • “Strategic” business planning is thinking long-term – Developing a Vision-Mission, along with associated objectives and goals • Business planning is a never ending management task

  23. Thank you: • Please complete a very brief survey of this webinar by clicking on the link (also in the chat box at the lower right corner of your screen) • https://okstatecasnr.az1.qualtrics.com/jfe/form/SV_2ggzEO68b9s4ZTf • e-Farm Management Training: http://agecon.okstate.edu/efarmmanagement/index.asp