Business plan. Calculation of financial indicators

When you are working on creating a business plan, you must determine the main financial indicators of the project. All of them stem from serious calculations based on taking into account all the necessary costs and sales forecasts. Economics is an unforgiving science, so all calculations will lead you to an accurate understanding of how much you can afford to spend and how much you can earn.

I will try not to drag out all the calculation rules for too long when drawing up a business plan and determine the basic, most necessary data for the calculation. The calculations are based on the naive break-even point, so beloved by economics students. In fact, it divides the entire field into your profits and losses. The conditions under which it is obtained will be yours minimum requirements to the project. To begin with, you should take into account absolutely all your opening costs. Here the following must be taken into account:

• registration costs legal entity
• purchase of premises
• repair and arrangement
• purchase of equipment and materials
• purchase of technology or authorship
• expenses related to permits and licenses

Next, we determine all our subsequent expenses in two categories, fixed and variable costs. List fixed costs, which in no way depends on the number of services provided, includes the following items:

• rental costs
• salary (for employees who do not work on a piece-rate basis)
• energy supply, water supply, heating
• connection
• depreciation of equipment and its maintenance
• taxes
• safety

Now let's make a list variable expenses. Here we include the costs associated with the provision of services, those that are directly included in the price:

• material costs
• salary (of employees working on a piece-rate system)
• electricity (if consumption depends on the amount of goods or services)
• logistics (delivery costs)
• connection

Basically, most types of business include wages and materials as variable expenses, but everything depends solely on the type of goods produced or services provided. Carefully consider what expenses will accompany you during each operation, and include them in your business plan. Now let's think about income. As you may have guessed, it is easy to determine the income from one transaction (be it a product or service), you just need to subtract the variable costs of providing them from the price. The problem is that the assortment does not allow us to determine a clear understanding of the profitability indicator, since all your services and goods are different and cost differently. One way to resolve this issue is to use average numbers. In a restaurant and car wash, this will be the average bill. It’s easier in production and in the store, everything is calculated according to the desired level of profitability. It is better to carry out calculations in in electronic format and build them interconnected in order to be able to obtain ready-made results every time the initial data changes. And they will change in order to understand how the payback period or business profitability will change when prices or the number of customers change. If you acted in accordance with my advice when drawing up a business plan, then you can just as easily draw up a schedule like this:

So, the graph shows the monetary value vertically from the quantity of goods produced or services provided. We see lines on the graph permanent And variable expenses(dotted line). Constants remain unchanged, regardless of the flow of clients, and variables, on the contrary, are multiples of it and start from zero. The sum of both types of costs is reflected in red. Which allows you to reflect the total expenses of the organization at different points workload. Now, where the green line reflecting income crosses the red one, we get the break-even point. Namely, the same amount of goods and services necessary for the company to have income. Let's move on to the following chart:

Let’s remove all unnecessary stuff and shade the areas of profitability and unprofitability for clarity. Now everything is clear, moving the line down, we get the very minimum amount needed to make money. For ease of understanding, let's rotate the resulting graph. Red indicates the loss zone, green indicates the income zone.

From the above graph it becomes clear that the resulting break-even point is certainly important. But it is in no way a target indicator. To get it, we must predict the payback of the business for a certain period. Let's say you are going to pay back your business in a year, then you should divide your opening costs by 12 months, and you will get the very required level (it is assumed that the schedules are given in a monthly period). Let's draw a dotted line and get the following:

It turns out that to achieve your ROI goals, you must look at the intersection of other lines. Thus, the red cross marks the very necessary level of your consumption of your goods and services, which will ensure all your goals. You can determine the target point at which the payback of the business will fit within a certain time frame, or based on specific expectations and market research, calculate the payback period. Then it's up to you to make calculations at a point or range you define. Be sure to calculate and provide data on any questions that arise. First of all it will be net profit. When calculating for a specific point, you can easily calculate it as the difference in profit and the sum of constants and variable costs. The amount received will reflect your income and will also allow you to determine your profitability and payback period. Profitability is calculated as the ratio of the final cost of your goods and services (for example, per month) to the sum of the costs of their production/provision (the sum of variable and fixed costs). Payback period is calculated as the ratio of the costs required to open to the net profit. Of course, financial calculations in a serious business plan imply more scrupulous work with numbers. Are taken into account possible sources attracting investments, all main indicators are correlated depending on interest rates on loans and repayment schedules. Without resorting to all the subtleties, we looked at the main indicators of the financial calculation of a business plan. I hope this helps in your activities.

It is a document that highlights all the characteristics of the future organization and carries out an analysis possible problems and risks, their prediction and methods by which they can be avoided.

Simply put, a business plan for an investor is the answer to the question “Should I finance the project or throw it in the trash?”

Important! A business plan is drawn up on paper, taking into account some procedures and rules. This presentation of the project to some extent materializes your idea and shows your desire and willingness to work. Also, putting it on paper makes it easier for investors to perceive the idea.

Drawing up a business plan yourself

Making a business plan yourself is not that difficult, you just need to think about the idea carefully. Before you grab a calculator and calculate your income, there are several steps you need to take.

1. Identify the “pros” and “cons” of the idea that has arisen. If the number of “minuses” is off the charts, don’t rush to give up. Some aspects can be turned into the opposite side, think about ways to solve such “cons”.
2. Important Features are competitiveness and market sustainability.
3. The sales market needs to be thought through to the smallest detail.
4. The payback of the product (service) and the time of receiving the first profit will allow you to determine (approximately) the required amount for investment.

If after such a superficial analysis you don’t want to give up your brainchild, then it’s time to take it Blank sheet and start creating a business plan.

It is important to know! Unified structure and step by step instructions there is no way to calculate a business plan. Therefore, the presence and order of items included in the plan are determined independently. However, experts have established the most optimal plan structure option. If you have no experience in drafting such documents, you need to use these recommendations to correctly compose your work.

Structure and procedure for drawing up a business plan

The structure of a good business plan, according to economists, should include 12 points. Each of them is described below.

Title page

The following parameters are specified here:

• name of the project;
• name of the organization where the project is planned to be implemented, indicating telephone numbers, addresses and other contact information;
• head of the above organization;
• developer (team or manager) of a business plan;
• date of document preparation;
• It is allowed to include the most significant indicators of financial calculations for the project on the first sheet.

This document is necessary to protect the copyright of the idea and business plan. This reflects the reader's awareness that he does not have the right to distribute the information contained in the document without the permission of the author. There may also be an instruction prohibiting copying, duplicating the document, or transferring it to another person, or a requirement to return the read business plan to the author if the investor does not accept the agreement.

An example of a confidentiality memorandum can be seen below.

The next 2 sections of the plan – “Brief Summary” and “Main Idea of ​​the Project” – are introductory. They can be used as a preliminary proposal (for review) to partners and investors until negotiations are scheduled.

Brief summary

Although a brief summary of such a document is at the beginning, it is written at the final stage, as a summary. A summary is a short description of the project idea and a list of the most significant characteristics financial component.

The following questions will help, answering which can lead to an excellent resume:

1. What product does the company plan to sell?
2. Who would want to buy this product?
3. What is the planned sales (production) volume for the first year of the company’s operation? What will be the revenue?
4. What is the total cost of the project?
5. How will the enterprise be formed according to its organizational and legal form?
6. How many workers are planned to be recruited?
7. What is the required amount of capital investment to implement the project?
8. What are the sources of funding? of this project?
9. How much will the total profit (profitability) be for a specific period, payback period, volume Money at the end of the first year of operation of the enterprise, profitability. Net present value.

It is important to know! The summary is read by the investor first. Therefore, the future fate of the project depends on this section: the investor will either become interested or bored. This part should not exceed 1 page.

Main idea of ​​the project

1. What is the main project goal?
2. What are the objectives of the enterprise to achieve main goal?
3. Are there any obstacles to your goal and how to get around them?
4. What exact actions does the author propose to perform in order to as soon as possible achieve results and achieve goals? What are these deadlines?

Important! It is necessary to provide clear, real and explicit arguments that will confirm confidence in the profitability and success of the project. The volume of this part is optimal within 1-2 pages.

In this section, it is customary to use the conducted SWOT analysis – assessment of the strengths and weaknesses of the enterprise, opportunities (prospects), as well as possible threats. It is unlikely that you will be able to make a business plan correctly and as completely as possible without such an analysis.

A SWOT analysis reflects 2 aspects that influence the life of an organization: internal, relating to the enterprise itself, and external (everything outside the company that it cannot change).

Do not forget: You are describing a company, not a product! Common mistake authors is that they begin to write the characteristics of the product in the “strength” column.

Here are some parameters you can use to describe strengths or weaknesses:

• high-tech production;
• service and after sales service;
• versatility of the product (without affecting its specific properties);
• level of qualifications and professionalism of employees;
• level of technical equipment of the enterprise.

TO external factors(“opportunities” and “threats”) include:

• market growth rate;
• level of competition;
• political situation in the region, country;
• features of legislation;
• features of consumer solvency.

Example

Characteristics of the industry on the market

• dynamics of sales of similar products in the industry for last years;
• market industry growth rate;
• trends and features of pricing;
• comprehensive assessment of competitors;
• search and identification of new and young enterprises in the industry, as well as characteristics of their activities;
• description of the consumer market, their desires, intentions, requirements, opportunities;
• assessment of the possible impact of scientific, social, economic aspects;
• prospects for development in the market.

Essence of the project

This section reveals the idea, the subject of the business plan. It also reflects the level of preparedness of the enterprise to go “into the world”, the availability of all the funds required for this.

The most important provisions in this section:

• primary goals;
• description of the target consumer segment;
• key performance factors for market success;
• a detailed presentation of the product, the characteristics of which must be within the market segment defined above;
• stage of product development (if production has started), patent and copyright purity;
• characteristics of the organization;
• the total cost of the project, indicating the financing schedule by periods and investment amounts;
• required initial expenses for a marketing campaign and the formation of a coherent organizational structure.

Marketing plan

The objectives, goals of marketing policy and methods for solving and achieving them are indicated here. It is important to indicate which task is intended for which personnel, in what time frame it is required to be completed and with the help of which tools. The funds required for the latter also need to be indicated.

Marketing plan is a strategy, a set of sequential and/or simultaneous steps created to attract consumers and provide effective returns on their part.

The investor will be attentive to such points as:

• a well-developed system of comprehensive market research and analysis;
• the planned volume of sales of goods (services) and its assortment, scheduled by time periods until the enterprise reaches full capacity;
• ways to improve products;
• description of product packaging and pricing policy;
• procurement and sales system;
• advertising strategy – clearly formulated and understandable;
• planning service;
• control over the implementation of the marketing strategy.

Production plan

Everything that directly concerns the creation of products is reflected in this part. Therefore, it is advisable to compile this section only for those companies that plan not only distribution, but also production of products.

Points that must be specified:

• required productive capacity;
• detailed interpretation technological process;
• a detailed description of the operations entrusted to subcontractors;
• necessary equipment, its characteristics, cost and method of purchase or rental;
• subcontractors;
• required area for production;
• raw materials, resources.

It is important to indicate the cost of everything that requires expenses.

Organizational plan

At this stage, the principles of organizational strategic management of the company are developed. If the enterprise already exists, then this point is still mandatory: the compliance of the existing structure with the intended goals is determined here. The organizational part must certainly contain the following data:

• name of the organizational and legal form (individual entrepreneur, JSC, partnership and others);
• an organizational management system that reflects the structure in the form of a diagram, regulations and instructions, communication and dependence of departments;
• founders, their description and data;
• management team;
• interaction with staff;
• supplying the management system with the necessary material and technical resources;
• location of the company.

Financial plan

This chapter of the business plan provides a comprehensive economic assessment of the written project, accompanied by calculations of the level of profitability, payback period, and financial stability of the enterprise.

A financial plan is very important for an investor; here it determines whether a given project is attractive to him.

Here you need to make some calculations and summarize them:

Risk analysis

In a risk analysis, the author must examine the project and identify potential threats that could lead to decreased revenue. It is necessary to take into account financial, industry, natural, social and other risks. At the same time, it is necessary to develop a detailed and effective plan to prevent them or minimize the impact on the company. Therefore, the business plan must indicate:

• a list of all potential problems;
• a set of techniques and tools that prevent, eliminate or minimize risks;
• models of the company’s behavior when events occur that are not conducive to its development;
• justification for the low probability of such problems occurring.

Applications

This is the last link in the structure of a business plan. It includes documents, quotes, sources, copies of contracts, agreements, certificates, letters from consumers, partners, statistical data, calculation tables used in the preparation of this document. It is required to insert links and footnotes to the appendices in the text of the business plan.

General requirements for the document

• writing a business plan must be clear, clear language, without long and complex formulations;
• desired volume – 20-25 pages;
• the business plan must cover all the information required by the investor in full;
• the document must necessarily be based on real facts, substantiated rational proposals;
• the plan must have a strategic foundation: strict, delineated and complete, with clear targets;
• interconnectedness, complexity and consistency are important features of drawing up a plan;
• the investor must see the future, prospects for the development of the project idea;
• The flexibility of the business plan is a significant plus. If adjustments can be made, amendments to the written project are a pleasant bonus for the investor;
• conditions and modes of control over the functioning of the enterprise should become part of the business plan.

Making a business plan from scratch without the help of a specialist is not easy, but it is possible. It is important to adhere to the above rules, construction structure and avoid mistakes.

The most common mistakes

• Illiterate syllable

The rules of language cannot be ignored. It often happens that the most incredible and promising idea goes into the trash bin along with a bunch of plans of mediocre IP specialists. And all because errors in spelling, vocabulary, punctuation and poor presentation of the text completely discourage any investor.

• Careless design

The design should be the same throughout the document: bullets, headings, lists, font, size, numbering, spacing, etc. Contents, headings, numbering, names of figures and tables, designation of data in graphs are required!

• Incomplete plan

To properly draw up a business plan, you need a comprehensive amount of information. The sections of the document listed above are the minimum that should be unconditionally included in the project.

• Vague plan

The work should be “like in a pharmacy on a scale.” Clear, defined, specific statements of goals and (important!) ideas.

• Too many details

An abundance of technical, financial, and marketing terms will only help in exams. For a business plan, you need to select only the most significant details. If there is a great need for a thorough description of a process, then you can add it to the appendix.

• Unrealistic data

Business proposals like these are based on assumptions. Therefore, the author needs to approach the idea rationally and have a reasonable background, a real reason, supported by calculations.

• Few facts

For each assumption there is its own justification - real, valid. Facts give work meaning and confidence. You shouldn’t create a fountain of facts either, but if you get carried away, then look at the rule about details.

• “We have no risks!”

The main rule: there is no business without risk. There is no such business in which it is “quiet and calm.” The investor knows this, and the author should know this. Therefore, it’s time to come down from the clouds to the ground and study, explore, analyze.

• “And we have no competitors either!”

There is always a competitor, as well as a risk. It can be direct or indirect. Study this topic carefully and meticulously, and a rival will definitely appear on the horizon, waving his hand at you.

• Neglecting outside help

Creating a business plan yourself does not mean doing absolutely everything yourself. Moreover, obtaining a high-quality result is possible through the joint efforts of several specialists. Don't be afraid of helpers!

It is difficult to imagine a business plan for which you would not have to create calculations. Certain calculations require all parts of the business plan: marketing, operational, production.

But the most important in terms of calculations is the financial part of the business plan. It is this that allows us to determine how profitable and sustainable the created business will be.

The financial part should answer the following questions:

• How much money will you need to start a business?
• How much profit will it bring?
• How soon will the business pay off?
• How sustainable and profitable will it be?

Each of these questions is answered by one part of the business plan. This means that the structure of the financial part of the business plan will include sections such as investment costs, profit and loss forecast, cash flow and assessment of project effectiveness.

Investment costs

The first thing you need to do when drawing up a business plan is to calculate in detail how much it will cost to create a business. This will allow the entrepreneur to understand how much money is needed to start a business and whether it is necessary to attract loans.

In this part of the business plan, it is necessary to take into account all the cost items associated with starting a business. For clarity, it is worth referring to an example. Let's consider a business plan for the construction of a car wash with two stations. You will have to invest both in the construction itself and in the purchase of equipment. IN general view The list of investment costs for this business will look like this:

• Design work
• Purchase of building materials and construction work
• Connection to electricity, water supply and other utilities
• Equipment purchase
• Installation of equipment

According to the owner of the Moydodyr car wash chain in Kazan, Aidar Ismagilov, the construction of a car wash will cost 30-35 thousand rubles per square meter, taking into account design work and communications. The total amount turns out to be quite substantial, which is why rental rather than turnkey construction is now more popular among novice businessmen. In this case, the investment plan will include both rent payments before opening the business and renovation of the premises.

Equipment costs will depend on the type of wash. If the car wash is a manual type, then it will be enough to invest 400 thousand rubles for the equipment. But for an automatic car wash, the costs will be at least 300 thousand euros.

For calculations, it is better to take a certain average price for each expense item. For example, if you need to calculate the costs of renting real estate, you should take into account not the highest and not the most low price per square meter, and the average price on the market. You can determine it by studying rental offers in your city.

It's another matter if the supplier and his price are already known in advance. For example, a car wash requires equipment only from a strictly defined manufacturer. Then the calculations need to include exactly the prices that he offers.

Knowing the required amount of investment will allow you not only to estimate how much money will be needed to start a business, but also how quickly it will pay off.

Profit and loss forecast

If you subtract the amount of its expenses from the amount of business income, you can find out what the net profit is. This indicator shows much better than income what the state of the business is and how much needs to be invested in its further development.

At the beginning of a business, expenses often exceed income, and instead of net profit, a net loss appears. In the first months or even a year of work, this is a normal situation. You shouldn’t be afraid of it: the main thing is that the loss decreases every month.

When making a profit and loss forecast, all indicators should be calculated monthly until the business pays off. At the same time, you should not make the forecast too optimistic: imagine that the income will not be the maximum possible, take the average indicators.

Cash Flow

For a business that is still at the starting stage, it is important to understand not only what its net profit will be. One of the most important indicators is the so-called cash flow. By calculating cash flow, you can determine what the financial condition of the business is and how effective the investments in it are.

Cash flow is calculated as the difference between cash inflows and outflows for a certain period. If we return to the example with a car wash, then in order to calculate the cash flow in the first month of its operation, it is necessary to take the net profit for receipts, and the amount of the initial investment for outflows.

In this case, it will be more convenient to calculate if outflows are designated as a negative number. That is, we add a minus sign to the amount of initial investment in a car wash, and to the resulting number we add net profit in the first month of operation.

To calculate cash flow in the second month, you need to find the difference between the result of the first month and the net profit received in the second month. Since the first month turned out to be a negative number, the net profit must be added to it again. Cash flow in all subsequent months is calculated according to the same scheme.

Project effectiveness assessment

Having predicted the profits and losses, as well as the cash flow of the business, you need to move on to one of the most important sections - assessing its effectiveness. There are many criteria by which the effectiveness of a project is assessed. But for a small business, it is enough to evaluate only three of them: profitability, break-even point and payback period.

Profitability business is one of the most important indicators. In general, in economics there are many different profitability indicators - return on equity, return on assets, return on investment. All of them allow you to assess the effectiveness of a business in its various aspects.

To understand exactly what profitability indicators should be calculated in your business plan, you need to refer to the requirements of the investor or credit institution. If the goal is to evaluate the profitability of the business “for yourself,” it will be enough to calculate the overall profitability of the business.

It's easy to do. It is enough to divide the profit of a business by the amount of its income, and then multiply the resulting number by 100 to get the result as a percentage.

It is difficult to name the optimal indicator of business profitability. It largely depends on the size of the business and the type of activity of the company. For a micro-business with revenue up to 10 million rubles, a profitability rate of 15 - 25% is considered good. How bigger business, the lower the percentage received may be. In the case of a car wash, the normal profitability indicator is from 10 to 30%, says Aidar Ismagilov.

Another indicator that needs to be calculated is break even. It allows you to determine at what income the company will fully cover its expenses, but will not yet make a profit. You need to know this to understand how strong the business is financially. To find the break-even point, you first need to multiply the business’s income by its fixed expenses, then subtract variable expenses from the income, and then divide the first number obtained by the second.

Fixed costs are those that do not depend on the volume of goods produced or services provided. The business incurs such expenses even when it is idle. In the case of a car wash, these costs include the salaries of accountants and administrators, public utilities and communications, depreciation, loan payments, property taxes, and so on.

Variable costs are everything that changes with changes in production volume. For example, at a car wash, costs that change with an increase or decrease in the number of cars washed are the cost of car chemicals, water consumption, and piecework wages.

Having received as a result of the calculations a certain number, you can relate it to the income statement. In the month when the business's income reaches or exceeds the amount obtained as a result of calculating the break-even point, it will be reached.

Most often, the break-even point is not reached in the first month of business operation, especially if it is related to production. According to Aidar Ismagilov, in the case of a car wash, reaching the break-even point depends on the season. If the car wash opened during the dry summer season, when there is little demand for services, they will be unprofitable throughout that season. If the opening occurred during the high demand season, then the break-even point can be reached in the first month.

This publication outlines the basic approaches and principles, on the same page you can calculate the estimated income, expenses, profitability and payback period of your business. Turnover and tax expenses are also automatically calculated.

In order to obtain data, enter the parameters of your idea in the appropriate fields of the form and click the "Calculate" button.

Note: Of course, this calculator only gives you a general idea of ​​the profitability of your idea and whether it's worth pursuing. After all, the calculation of specific indicators (sales, average bill, etc.) is still your responsibility.

The role of this online program is to help, firstly, systematize the confusion in the head of a novice entrepreneur and give him guidelines. Show exactly what is worth thinking about and what needs to be taken into account. This is more important than it seems.

Secondly, the calculator helps you avoid boring monotonous work with counting dozens of different ratios of business components. By changing input parameters (for example, cutting costs), you can quickly refine your idea without having to do all the calculations again, with the click of a button.

The financial section is responsible for providing summary monetary information. In general, all business plans can be written using different methods and according to different requirements. Their format will largely depend on the goals of the project, its scale and main characteristics. The same differences may be present in the financial sections of such plans, however, as a rule, the process of writing this chapter can be divided into several main stages, namely:

1. Calculation standards;
2. General production expenses;
3. Cost estimates and calculation of the cost of goods or services;
4. Report on main financial flows;
5. Gains and losses report;
6. Approximate financial balance of the project;
7. Analysis of key financial indicators;
8. Description of the method(s) of financing.

Business plan financial plan structure

1. Calculation standards

At this point, it is necessary to identify and describe the following points:

• Prices that will be indicated in the business plan (constant, current, including or excluding taxes);
• The taxation system, the amount of tax, the timing of its payment;
• The time frame covered by the business plan (planning horizon). As a rule, this period is about three years: the first year is described in more detail, divided into monthly periods, while next years are divided into quarters.
• An indication of the current inflation rate, inflation data for the last few years. Taking this factor into account regarding prices for Consumables, raw materials, etc. - everything that will need to be purchased to implement the described project.

2. General production expenses.

Salary data correlates with the information previously stated in the organizational and production plans.

Variable, situational costs depend on the characteristics of production, goods, and services. This may take into account various factors, for example, seasonality. Correct calculations of variable costs can only be made by analyzing the volume of goods produced or services provided and approximate sales levels.

Fixed, recurring expenses depend on a single variable - time. These expenses include expenses for business management, marketing, facility support, equipment maintenance, etc.

3. Cost estimates and calculation of the cost of goods or services

Cost estimates (investment costs) are essentially a list of expenses that will need to be incurred to implement the project outlined in the business plan. This point should be described in as much detail as possible, as it allows you to determine the financial prospects and efficiency of investments.

If a business project involves the production of certain products, the costs of its organization and implementation must be covered using initial working capital, which are also part of investment costs.

Sources of such funds can be investments and, for example, loan funds.

The cost of products is calculated based on information about costs, salaries, overhead costs, etc. It is also necessary to take into account overall production volumes and sales levels for a specific period of time (for example, a month or a year).

4. Report on main financial flows

This paragraph includes a description of all cash flows. Undoubtedly, this report is one of the main parts of the financial plan, since it is intended to show that the project will be financially secure at any stage of its activities and that there will be no cash gaps during the project.

5. Profit and loss statement

In this paragraph, a financial assessment of the enterprise’s activities is carried out, its income, expenses, profits and losses are described.

6. Financial balance of the project

To write this section, you need to make a balance sheet forecast based on all previous calculations or existing reports (if the enterprise is already operating). This forecast is also divided into months, the first year, quarters of subsequent years and the third year of operation.

7. Analysis of the financial indicators of the project

Once you have a balance sheet, you can analyze the key financial indicators. A similar analysis is done for the entire period of implementation of the plan, after which results are summed up regarding the financial characteristics of the project: its sustainability, solvency, profitability, payback period, present value of the project.

9. Descriptions of financing methods

In this paragraph it is necessary to describe how the project will be implemented. There are several types of financing, namely equity, leasing and debt. The sponsor can be the state in the form of subsidies or loans, or private investors, and this must be indicated in the financial section of the business plan.

In the same paragraph, you need to describe the process of borrowing and repaying borrowed money, indicating sources, amounts, interest rates and debt repayment schedule.

It should be emphasized that the financial plan is the most important and complex part of the business plan. Any mistake made can result in refusal of financing, which means it is better to entrust its preparation to a competent person. However, if your project is simple and does not imply, for example, the production of large quantities of goods and their further sale, you can create it yourself.