Business Plan Rev 2

Business Plan
Writing an Effective Business Plan
Dr. Ir. Subiakto Soekarno MBA, CFP, CWM

Dr. Isti Raafaldini Mirzanti, MM, CBAP
Workshop IOT & Bizlater Kominfo

25 Mei 2021
Harmony Integrity
Harmony  Integrity
 Trust
 Trust
 Innovation
 Innovation
 Strive
 Strive
for Excellence
for Excellence
SBMSBM  Jalan
ITB ITB  Jalan
Ganesha
Ganesha
No. No.
10 Bandung
10 Bandung
40132
40132
Indonesia  Telp:
Indonesia  Telp:
+62 +62
22 2531923  Fax:
22 2531923  Fax:
+62 +62
22 2504249  website:
22 2504249  website:
www.sbm.itb.ac.id
www.sbm.itb.ac.id
Facilitator profile :
Dr. Ir. Subiakto Soekarno MBA, CFP, CWM
• Undergraduate degree (Mech Eng)-ITB, Graduate Degree/MBA from

Oklahoma State University-USA. Doctor in Management from University of
Padjadjaran.
• Trained in UCLA, University of Kentucky-USA, Univ of Windsor – Canada.
• CFA level 1 (AIMR-USA), Registered Financial Advisor IARFC-USA) ,
Qualified Wealth Planner (QWP), Certified Financial Planner (CFP), Wakil
Perantara Pedagang Efek (WPPE), Wakil Manajer Investasi (WMI)
• 25 year working experience as executive in Strategic Industry, Multinational,
and as Entrepreneur.
• Office : MBA ITB Building, Jl. Gelap Nyawang 1, Bandung
• Contact : Office :022-2534308 ext 117
HP :081 221203040
e-mail : subiakto@sbm-itb.ac.id
1-2
Harmony  Integrity  Trust  Innovation  Strive for Excellence
SBM ITB  Jalan Ganesha No. 10 Bandung 40132 Indonesia  Telp: +62 22 2531923  Fax: +62 22 2504249  website: www.sbm.itb.ac.id
OBJECTIVES
At the end of this module, you will be able to:

• Identify the essential elements of a Business Plan.
• Identify how a good Business Plan can create an anchor for

continued success.
• List additional resources that can help you develop an
effective Business Plan.

Rencana Kelas
SS=Subiakto Soekarno. IRM = Isti Rafaaldini Mirzanti
• 08.00 -08.15 : Pendahuluan ttg Business Plan - SS
• 08.15 – 08.30: Presentasi Pitch Deck (2 kelompok saja) SS-IRM
• 08.30 – 08.45 :Business Plan Materi 1 (Visi, Misi, Objective) - SS
• 08.45 - 09.15: Business Plan Materi 2 (Market Analysis) - IRM
• 09.15 - 09.30 : Class Exercise ttg Market - IRM
• 09.30 –10.00 : Business Plan Materi 3 (Kompetitor/Marketing
Planning) - IRM
• 10.00 – 10.05 : Coffee Break
• 10.05 – 11.00 : Business Plan Materi 5 (Financial Viability)-SS
• 11.00 – 11.10 : Wrap Up dan contoh Business Plan- SS IRM

What is a Business Plan?
• A Business Plan is a written document that defines the goals of your

business and describes how you will attain those goals.
• A Business Plan is worth your considerable investment of time, effort, and
energy.
• A Business Plan sets objectives, defines budgets, engages partners, and
anticipates problems before they occur.
• A business plan is a written narrative, typically 25 to 35 pages long, that
describes what a new business plans to accomplish.
• For most new ventures, the business plan is a dual-purpose document
used both inside and outside the firm.

The Business Model Canvas
Segmenting
Targeting
4P: Product
4P: Promotion
Positioning
4P: Place
4P: Price

Business
model canvas
and business
plan
8
Pitch Deck Presentation (2 groups only)

Who are the
key players
What is your goal and How will you

current situation differentiate yourself
Effective
business
How big is the What will be
business your are plan your marketing
entering plan?
What is the capital

requirement to get your
What are the economics
business started? of your business?

Business Plan has to be
Visually
Concise attractive
Simple
Well
structured

Feasibility Study vs Business Plan

Business Plan vs Business Model
• The business model is the mechanism

through which the company generates
its profit while the business plan is a
document presenting the company's
strategy and expected financial
performance for the years to come.
• As you can see, the business model is
at the center of the business plan.
• The business model describes how the
company is positioned within its
industry's value chain, and how it
organizes its relations with its suppliers,
clients, and partners in order to
generate profits. The business plan
translates this positioning in a series of
strategic actions and quantifies their
financial impact.
Strategic Plan vs Business Plan

Who Reads the Business Plan—And What Are They Looking
For?
There are two primary audiences for a firm’s business plan
Audience What They are Looking For
A clearly written business plan helps the employees of a

A Firm’s Employees firm operate in sync and move forward in a consistent and
purposeful manner.
Investors and other A firm’s business plan must make the case that the firm is
external a good use of an investor’s funds or the attention of
stakeholders others.

Guidelines for Writing a Business Plan
• Types of Business Plans

Guidelines for Writing a Business Plan
• Recognizing the Elements of the Plan May Change

• It’s important to recognize that the plan will usually change while written
• New insights invariably emerge when an entrepreneur or a team of
entrepreneurs immerse themselves in writing the plan and start getting
feedback from others
• Business plans must help investors understand and gain
confidence on how you will meet your customers’ needs.

Executive Summary
• The Executive Summary of a Business Plan is one page introduction to your Business Plan.
• The Executive Summary is critical, because many individuals (including venture capitalists)
only read the summary.
• The Executive Summary section includes:
• A first paragraph that introduces your business.
• Your business name and location.
• A brief explanation of customer needs and your products or services.
• The ways that the product or service meets or exceeds the customer needs.
• An introduction of the team that will execute the Business Plan.
• Subsequent paragraphs that provide key details about your business, including projected sales and
profits, unit sales, profitability, and keys to success.
• Visuals that help the reader see important information, including highlight charts, market share
projections, and customer demand charts.

Executive Summary
• What is your idea?

• Why is it a good idea?
• What products and services do your offer?
• Who are your customers?
• Who are your key competitors?
• What is your marketing plan?
• What is your organizational plan?
• What are your financial projections?

Context, idea and rationale
• Description of the organization background (professional

Background experience, skills)
• Insert origin of your idea
Idea
Description Insert a brief description of your idea

Business Concept
• The business concept shows evidence that a product or service is viable and capable of
fulfilling an organization's particular needs.
• The Business Concept section:
• Articulates the vision of the company, how you plan to meet the unique needs of your customer,
and how you plan to make money doing that.
• Discusses feasibility studies that you have conducted for your products.
• Discusses diagnostics sessions you had with prospective customers for your services.
• Captures and highlights the value proposition in your product or service offerings.

The business concept
Cocacola: the beverage business
Federal express: the package transformation

business
Disney: the entertainment business

The business concept: Challenges
COULD BECOME OUTDATED TOO NARROW/TOO BROAD VALIDATED BY CUSTOMER

AND MUDDLED BECAUSE
MARKET IRRELEVANCE AND
DECLINE

• Strategic mission: identifies what the
enterprise wants to achieve or
The become
• The leading brand of specialty
Strategic coffee in North America by the
year 2000 (Starbucks)
Mission • Becoming the leading bank in
Vietnam (Techcombank)

Vision
• Imagine your business in the

future. What does it look
like? In the future, I imagine . .
. ......

Mission statement, goals and objectives
1. Define the purpose and the scope of organization
2. Provide long term direction
Mission 3. Reflect your believes, values and priorities
Example:
“ Transportation as reliable as running water, everywhere for everyone”
1. State what must be done to accomplish
Goal
mission
2. Identify target
3. Serve as guide for objective setting
Restate goals into Restate goals into Restate goals into

operational terms operational terms operational terms
Objectives Quantify what and
when results will be
Quantify what and
Quantify what and
achieved achieved achieved

Market Analysis
• A Market Analysis defines the target market so that you can position your business to get
its share of sales.
• A Market Analysis section:
• Defines your market.
• Segments your customers.
• Projects your market share.
• Positions your products and services.
• Discusses pricing and promotions.
• Identifies communication, sales, and distribution channels.

Market Analysis - Target Market
Target Market Description

Market Analysis - Target Market

Market Analysis - Target Market Size

Market Analysis - Target Market Growth

Market Size
Dapat dinyatakan sebagai: MARKET VOLUME atau MARKET
POTENTIAL
MARKET POTENTIAL
Nilai batas atas dari total peluang
MARKET VOLUME + PROSPEK

Jumlah total volume penjualan Potensi Penjualan dari Calon
yang terjadi untuk lingkup pasar Pelanggan Potensial
tertentu
Keperluan Validasi
Keperluan Analisa Pasar
Pasar
* Umumnya dihitung dalam periode 12 bulan & dinyatakan dalam satuan

mata uang
Market Size Hierarchy
TAM: Total Available Market

TAM Adalah total permintaan pasar
terhadap tipe produk / layanan
SAM SAM: Serviceable Available

Market
Adalah bagian dari TAM yang
dituju oleh produk / layanan kita
dan dalam jangkauan geografis
kita
SOM SOM: Serviceable Obtainable
Market
Bagian dari SAM yang dapat kita
rebut pangsa pasarnya

Menghitung Market Size (Potential)
Definisikan KRITERIA Target Customer
Sekolah premium dgn SPP > Rp. 1 juta / bln
Perkirakan JUMLAH Target
TAM
Customer
1200 Sekolah di Indonesia Rp. 72
M
Definisikan WILAYAH Pelayanan
Perkirakan
Jawa Barat Rata-rata
Perkirakan JUMLAH Target KONSUMSI
Produk per TOM
Customer dalam Wilayah
150 Sekolah di Jawa Barat Customer Rp. 9M
per Tahun
Tentukan Nilai MARKET SHARE
20%
Perkirakan JUMLAH Customer SOM

30 Sekolah Rp. 5 Juta / Bln Rp.
Rp.60
SBM ITB  Jalan Ganesha No. 10 Bandung 40132 Indonesia  Telp: +62 22 2531923 Fax: Juta
1.8M
/ thn website: www.sbm.itb.ac.id
+62 22 2504249
Tips Perhitungan
• Data Market Volume dapat diperoleh dari:

• Laporan Riset Pasar yang dikeluarkan oleh Konsultan seperti Gartner, IDC, dll
• Laporan Tahunan Perusahaan Terbuka yang umumnya mengutip laporan dari Konsultan
Riset Pasar
• Untuk Produk yang menciptakan kategori baru, Market Potential bisa

diperkirakan dari produk lama yang tergantikan
• Perkiraan pasar PC dihitung berdasarkan besar pasar mesin ketik

Market Validation
Merupakan cara untuk membuktikan adanya peluang dalam

waktu dekat dalam jumlah yang besar, khususnya utk solusi baru
Contoh Market Validation AirBNB:
630.000 Rumah Terdaftar

Komunitas yg memungkinkan anggota tinggal dari satu
rumah teman ke teman lain, utk saling mengenal budaya
170.000 Iklan Sewa Rumah

Lokasi New York & San Francisco dalam 1 minggu

Pendekatan Lain: Bottom Up
Dapat diterapkan bagi bisnis yang sudah mulai beroperasi.
Menggunakan data dari proses operasionalnya.
Contoh
- Saat ini Kami memiliki 200 Pelanggan yang membayar Rp. 1 Juta per Tahun
- Terdapat sekitar 2.000.000 orang yang memiliki kriteria yang sama di
Indonesia
- Kami memiliki tingkat konversi sebesar 10%
- Potensi pasar kami adalah 2.000.000 x 10% x Rp. 1 Juta = Rp. 200 Miliar per
Tahun
Market Analysis - Market Profitability
Porter 5 forces tool is

helpful to assess the
attractiveness and
profitability of a market
by analyzing the forces
acting upon it

Market Analysis - Market Trends
Title of trend #1 (e.g changes in • Description and proof of trend #1

price sensitivity)
Title of trend #2 (e.g changes in • Description and proof of trend #2

customer demans/needs)
Title of trend #3 (e.g. Changes in • Description and proof of trend #3

supplier/buying power)

Market Analysis - Key Success Factor
KSF: elements that are necessary in order for the firm ro achieve its business objectives
Title of KSF #1 (e.g ability to

achieve economies of scale)
• Description of KSF #1
Title of KSF #2 (e.g ability to

attract high level employees)
• Description of KSF #2
Title of KSF #3 (e.g. ability to

innovate quicker than its • Description of KSF #3
competitor)

Competitor Analysis - Competitor Identification
1. Key National Competitors 2. Key Regional Competitors
• Competitor A • Competitor A
• Competitor B • Competitor B
• Competitor C • Competitor C
• Competitor D • Competitor D
3. Substitutes 4. Net Entrants
• Competitor A • Competitor A
• Competitor B • Competitor B
• Competitor C • Competitor C
• Competitor D • Competitor D

Kompetitor vs Subtitusi
KOMPETITOR SUBTITUSI
CUSTOMER’S JOB = SAMA CUSTOMER’S JOB = SAMA
PRODUCT CONCEPT = SAMA PRODUCT CONCEPT = BERBEDA
VALUE PROPOSITION = VALUE PROPOSITION =

(MUNGKIN) BERBEDA (KEMUNGKINAN BESAR) BERBEDA
Konsultan
Keuangan

Competitor Analysis - Competitor Comparison
e.g.: Revenue, market share, main

activity, number of employee, 4P
(Product, price, promotion, place),
quality, USP
Competitive Advantage
Atribut yg dapat membuat suatu produk mengungguli
kompetitornya, terdiri atas:
Kemampuan Comparativ Differential Kemampuan dalam

Produksi secara lebih menawarkan produk
efisien
e Advantage Advantage yang berbeda
Aset tangible /
Pemilihan segmen intangible yg
customer tertentu
agar dapat melayani
Focus Asset memungkinkan
perusahaan
lebih baik beroperasi lebih baik

Unfair Advantage
Merupakan COMPETITIVE ADVANTAGE yang sulit ditiru oleh
Kompetitor sehingga menyulitkannya untuk merebut pasar:
ASET FOKUS COST

TEKNOLOGI LEADERSHIP
ASET BASIS INFRASTRUKTUR

PENGGUNA BISNIS

Competitor Analysis - Competitor positioning
Make your own matrix

Perceptual Map
Metode utk menggambarkan aspek Differential Advantage & Focus
Memetakan posisi suatu
produk terhadap Kompetitor
sesuai dengan atributnya
Atribut menggambarkan
dasar pengambilan keputusan
oleh Customer
Atribut yang digunakan

umumnya:
- Value Proposition
- Fokus segmen pelanggan
- Harga

Langkah Membuat Perceptual Map
UNIQUE VALUE Tentukan Value Proposition utama yang akan
PROPOSITION diterapkan
Susun Daftar Kompetitor & Subtitusi yang menyasar

KOMPETITOR & SUBTISUSI
CUSTOMER JOB yang sama
VALUE & ATRIBUT Eksplorasi VALUE & ATRIBUT lain yang ditawarkan
setiap SOLUSI
Jaring pendapat pelanggan mengenai korelasi setiap

SURVEY KUANTITATIF
Value & Atribut dengan setiap solusi yang ada
Jaring pendapat pelanggan mengenai korelasi setiap

PEMETAAN HASIL
Value & Atribut dengan setiap solusi yang ada

Menganalisa Perceptual Map
Siapakah pesaing Posisi yang kosong: Pasar yg menarik?
terdekat? Ada ancaman pendatang baru?
Apakah AXIS sudah

menggambarkan
Apakah LABEL AXIS
faktor penentu
sudah saling
keputusan pembelian
berlawanan
Apakah posisi produk sudah

seperti yang diharapkan?
Terlalu dekat dengan solusi lain?
Cocok kah dengan target
pengguna yang dituju?

Perceptual Map Multi-Dimensi
Terkadang menganalisa kompetitor perlu dilakukan dengan TIGA ATAU LEBIH value dan
atribut. Diperlukan Perceptual Map Multi-Dimensi:
Proses sama dengan pembuatan 2 Dimensi, hanya perlu tools khusus utk menggambarkan Map-nya:
www.perceptualmap.com
Competitor Analysis - Key Findings
Insert Key Findings #1 • Description of Key Findings #1

(e.g competitor rankings)

(e.g vacant position)

(e.g your USP)

Marketing Plan
 The Marketing Plan section details what you propose to accomplish, and is
critical in obtaining funding to pursue new initiatives.
 The Marketing Plan section:
– Explains (from an internal perspective) the impacts and results of past marketing decisions.
– Explains the external market in which the business is competing.
– Sets goals to direct future marketing efforts.
– Sets clear, realistic, and measurable targets.
– Includes deadlines for meeting those targets.
– Provides a budget for all marketing activities.
– Specifies accountability and measures for all activities.

Marketing Plan - Overview

Marketing Plan - Product

Product A
Product Category #1
(Describe product category #1)
Product B
Product C
Product range Product Category #2

(Describe it) (Describe product category #2)
Product D
Product E
Product Category #3
(Describe product category #3)
Product F


Marketing Plan - Pricing

Marketing Plan - Pricing

Marketing Plan - Promotion
The quoted price to end users is known as the list price. This price can however be discounted for a
period of time for some customer. Below are 4 types of discount strategies:




Contoh Marketing Planning
Tujuan Channel Waktu Content Budget KPI

Awareness Socmed Awal Content Free (own Follower
teaser post)
coming
soon
Intention/ Socmed Week 2 Foto Advertising Follower,
Interest produk rp… nanya2
ciamik
Desire Socmed Week 4 Influencer Fee Rp… Follower,
kita dan dia nanya2,
beli
Action Socmed Week 7 Discount Dscount Beli %
increase
Referal Whatsapp xx Giveaway/ Referal Beli %
referal increase

Advertising (40% of • Description of your strategy

the budget)
Public relation (20% • Description of your strategy

of the budget)
Sales Promotion • Description of your strategy

(10% of the budget)
Personal Selling • Description of your strategy

(30% of the budget)
Marketing Plan - Place
1. How you intend to produce and distribute your product/services to intermediaries,
retailers and end customer?
2. Your production and distribution strategy will obviously depend on the kind of
products you sell
Production Plan
• What plant/equipment to you need to operate your business?

• Where will you produce your product?
• Where will you get your material?
• Where will you store your products before distribution?

Distribution Plan
• Where will you distribute your product? Why?

• How will you distribute your product?
• Who will be your main clients/customer?
• Overall cost distribution?
• Cost of distribution per unit?


Online and Mobile distribution
• Description of online and mobile distribution strategy

Management Team
The Management Team section outlines:

– Organizational Structure: Highlights the hierarchy and outlines responsibilities and decision-making
powers.
– Management Team: Highlights the track record of the company’s managers. You may also offer details
about key employees including qualifications, experiences, or outstanding skills, which could add a
competitive edge to the image of the business.
– Working Structure: Highlights how your management team will operate within your defined
organizational structure.
– Expertise: Highlights the business expertise of your management and senior team. You may also include
special knowledge of budget control, personnel management, public relations, and strategic planning.
– Skills Gap: Highlights plans to improve your company’s overall skills or expertise. In this section, you
should discuss opportunities and plans to acquire new information and knowledge that will add value.
– Personnel Plan: Highlights current and future staffing requirements and related costs.

Organizational Plan - Team of Founders
• Insert your profession

• Summary of your professional experience
• 1998-2000: provide details about your
professional experience
• Insert your profession

• Summary of your professional experience
• 1998-2000: provide details about your
professional experience

Organizational Plan - Business Legal Form
• Description of the legal form of your organization (PT/CV)

• Explain why you chose this legal form

Organizational Plan - Organizational Form
• Describe the organizational

form you would like to
create in your company
(matrix organization,
functional, etc)
• Explain why you would like
to create this organizational
form

Organizational Plan - Key Personnel
Name Position Skills and Experience Annual wage
Insert Describe Insert Skills and Insert Annual

name Position Experience wage




Organizational Plan - Key External contacts
Name Profession Contact details Fees
Insert Describe
Insert contact details Insert Fees
name Profession
Insert Describe
name Profession
Insert Describe
name Profession
Insert Describe
name Profession

Operations and Management Plan
• The Operations and Management section outlines how your company will operate.
• The Operations and Management section includes:
• Organizational structure of the company. Provides a basis for projected operating expenses and
financial statements. Because these statements are heavily scrutinized by investors, the
organizational structure has to be well-defined and realistic within the parameters of the
business.
• Expense and capital requirements to support the organizational structure. Provides a basis to
identify personnel expenses, overhead expenses, and costs of products/services sold. These
expenses/costs can then be matched with capital requirements.

Product Decision
The objective of the

product decision is to
develop and implement
a product strategy that
meets the demands of
the marketplace with a
competitive advantage

Product Decision
 The good or service the organization provides society

 Top organizations typically focus on core products
 Customers buy satisfaction, not just a physical good or
particular service
 Fundamental to an organization's strategy with
implications throughout the operations function

Product Strategy Options
 Differentiation
 Circus Du Soleil
 Low cost
 Taco Bell
 Rapid response
 Kungfu Fast Food

Product Life Cycles
 May be any length from a few hours to decades

 The operations function must be able to introduce new products successfully

Product Development System

Quality Function Deployment
1. Identify customer wants

2. Identify how the good/service will satisfy customer wants
3. Relate customer wants to product hows
4. Identify relationships between the firm’s hows
5. Develop importance ratings
6. Evaluate competing products
7. Compare performance to desirable technical attributes

QFD Quality Function Deployment
Interrelationships
Customer
importance
How to satisfy
ratings
customer wants
assessment
Competitive
What the Relationship
customer matrix
wants
Target values Weighted

rating
Technical
evaluation
Managing Quality
An operations manager’s objective is to build a total

quality management system that identifies and satisfies
customer needs

Managing Quality
An operations
manager’s objective
is to build a total
quality management
system that
identifies and
satisfies customer
needs

Quality Implications
Sales Gains via

 Improved response
 Flexible pricing
 Improved reputation
Improved Increased
Quality Profits
Reduced Costs via
 Increased productivity
 Lower rework and scrap
costs
 Lower warranty costs

Defining Quality
The totality of features and characteristics of a product

or service that bears on its ability to satisfy stated or
implied needs
American Society for Quality

Key Dimensions of Quality
 Performance  Durability
 Features  Serviceability
 Reliability  Aesthetics
 Conformance  Perceived quality
 Value

Strategic Importance
Supply chain management is the integration of the

activities that procure materials and services, transform
them into intermediate goods and final products, and
deliver them through a distribution system
Competition is no longer between companies; it is

between supply chains

Supply Chain Management
The objective is to build a chain of suppliers

that focuses on maximizing value to the
ultimate customer

Supply Chain Management
Important activities include determining

1. Transportation vendors
2. Credit and cash transfers
3. Suppliers
4. Distributors
5. Accounts payable and receivable
6. Warehousing and inventory
7. Order fulfillment
8. Sharing customer, forecasting, and
production information

Many Suppliers
 Commonly used for commodity products

 Purchasing is typically based on price
 Suppliers compete with one another
 Supplier is responsible for technology, expertise,
forecasting, cost, quality, and delivery

Few Suppliers
 Buyer forms longer term relationships with fewer

suppliers
 Create value through economies of scale and
learning curve improvements
 Suppliers more willing to participate in JIT programs
and contribute design and technological expertise
 Cost of changing suppliers is huge

Choosing Vendor
Aspect Weight Score Score Score (2) X (2) X (2) X

(1) (2) V1 V2 V3 (3) (4) (5)
(3) (4) (5)
Location (close to town) 0.2 50 60 60 10 12 12

Competitive pricing 0.15 80 70 60 12 10.5 9
Availability of raw material/ 0.15 60 90 80 9 13.5 12

product
Easy to contact 0.1 80 80 80 8 8 8
High flexibility in delivery 0.2 40 90 80 8 18 16
High flexibility in product 0.2 30 80 80 6 16 16

specifications
TOTAL 1 53 78 73
Total weight = 1
Score: 0-100 (low to high)

Managing the Supply Chain
There are significant management issues in

controlling a supply chain involving many
independent organizations
 Mutual agreement on goals
 Trust
 Compatible organizational cultures

Issues in an Integrated Supply Chain
 Local optimization - focusing on local profit or cost

minimization based on limited knowledge
 Incentives (sales incentives, quantity discounts, quotas, and
promotions) - push merchandise prior to sale
 Large lots - low unit cost but do not reflect sales
 Bullwhip effect - stable demand becomes lumpy orders through
the supply chain

FINANCIAL VIABILITY

• 1. Start Up Capital
• 2. Cost Structures
• 3. Break Even Analysis
• 4. Proyeksi Laporan Keuangan (Laba Rugi, Neraca, Arus Kas)
• 5. Financial Feasibility (Payback Period, NPV, IRR, PI)

Financial Plan (1/2)
• The Financial Plan translates your company's goals into specific financial targets.
• The Financial Plan section:
• Clearly defines what a successful outcome entails. The plan isn't merely a prediction; it implies a
commitment to making the targeted results happen and establishes milestones for gauging
progress.
• Provides you with a vital feedback-and-control tool. Variances from projections provide early
warnings of problems. When variances occur, the plan can provide a framework for determining
the financial impact and the effects of various corrective actions.
• Anticipate problems. If rapid growth creates a cash shortage due to investment in receivables
and inventory, the forecast should show this. If next year's projections depend on certain
milestones this year, the assumptions should spell this out.

Financial Plan (2/2)
• The Financial Plan is the most essential part of your Business Plan. It shows investors the
timeframes you have scheduled to make profits.
• Some elements of the Financial Plan include:
• Important Assumptions
• Key Financial Indicators
• Break-even Analysis
• Projected Profit and Loss
• Projected Cash Flow
• Projected Balance Sheet
• Business Ratios
• Long-term Plan

Financial Plan - Overview
Whether or not your idea is viable Start-up

capital
Profit and
Financial
loss
Ratios
forecast
Financial Plan
Balance
Cash flow
Sheet
forecast
forecast
Financial Plan - Start Up Capital
the money that is required to start a
new business, whether for office space,
permits, licenses, inventory, product
development and manufacturing,
marketing or any other expense.

Calculating COGS
COST CLASSIFICATION
Based on its function.
COGS (Production
Cost)
COST
Marketing Cost
Commercial Cost
General
Administration Cost

COST OF GOOD SOLD
Labor Cost Raw Material Indirect Cost

(Operation (Leather, (Electricity,
Team) yard, paper) gas)

117

118

119

120

121

122

Breakeven Analysis
• Breakeven analysis is used to indicate the level of operations necessary to

cover all costs and to evaluate the profitability associated with various levels
of sales; also called cost-volume-profit analysis.
• The operating breakeven point is the level of sales necessary to cover all
operating costs; the point at which EBIT = $0.
• The first step in finding the operating breakeven point is to divide the cost of goods sold
and operating expenses into fixed and variable operating costs.
• Fixed costs are costs that the firm must pay in a given period regardless of the sales
volume achieved during that period.
• Variable costs vary directly with sales volume.

Kelayakan Keuangan - Breakeven Analysis (BEP)

Kelayakan Keuangan - Breakeven Analysis (BEP)

126

127

128

129

130

131

132

Proyeksi Laporan Keuangan –
Pro Forma Laporan Keuangan
• Pro forma laporan keuangan adalah proyeksi Laporan Laba (Rugi) dan
Neraca perusahaan.
• Input yang dibutuhkan untuk menyusun pro forma laporan keuangan
dengan menggunakan:
• Laporan keuangan tahun sebelumnya
• Proyeksi penjualan tahun mendatang
• Asumsi-asumsi terkait dengan beberapa faktor

Proses Proyeksi
• Tahap 1: Menyiapkan Proyeksi Penjualan
• Tahap 2: Menyiapkan Pro Forma Laporan Laba (Rugi)
• Metode yang umumnya digunakan untuk mengembangkan proyeksi
Laporan Laba (Rugi) adalah dengan metode percent-of-sales.
• Metode ini dilakukan dengan memproyeksi beban pokok penjualan
dan beban operasional berdasarkan hubungannya sebagai persentase
dari nilai penjualan.
• Tahap 3: Menyiapkan Pro Forma Neraca
• Metode yang umumnya digunakan adalah pendekatan judgmental
dan memperkirakan sumber pembiayaan eksternal yang diperlukan
serta menggunakannya sebagai penyeimbang neraca.

Financial Plan - Profit and loss forecast
A projection of how much money you will bring in by selling products or services and how much profit
you will make from these sales.

Menghitung Arus Kas Operasional (Operating Cash
Flow)
• Arus kas operasional (Operating Cash Flow – OCF) adalah arus kas yang
dihasilkan dari kegiatan operasional normal (dari penjualan dan produksi
barang dan/atau jasa).
NOPAT = Laba Operasional  (1 – Beban Pajak)
OCF = NOPAT + Depresiasi

Financial Plan - Cash Flow Forecast
an estimate of the amount

of money you expect to
flow in and out of your
business and includes all
your projected income and
expenses.
A forecast usually covers

the next 12 months,
however it can also cover a
short-term period such as a
week or month

Financial Plan - Cash Flow Forecast
an estimate of the
amount of money you
expect to flow in and out
of your business and
includes all your
projected income and
expenses.
A forecast usually covers

the next 12 months;
however it can also cover
a short-term period such
as a week or month

139

Investment feasibility

Kelayakan Keuangan - Payback Period
• Metode Payback Period menggambarkan waktu yang diperlukan bagi

perusahaan untuk mengembalikan modal awal yang telah dikeluarkan
(dihitung berdasarkan arus kas).
• Kriteria keputusan:
• Waktu maksimum ditetapkan oleh manajemen.
• Apabila payback period kurang dari waktu maksismum yang ditetapkan,
proyek dapat diterima.
• Apabila payback period lebih dari waktu maksimum yang ditetapkan,
proyek ditolak.

Kelayakan Keuangan - Payback Period

Kelayakan Keuangan - Net Present Value (NPV)
• Net present value (NPV) diperoleh dengan cara mengurangi nilai uang
saat ini dari pendapatan proyek dengan investasi awal.
• Bila NPV lebih besar dari pada 0, proyek dapat diterima.
• Bila NPV kurang dari 0, proyek ditolak.
• NPV = Nilai uang saat ini dari pendapatan proyek – investasi awal

Kelayakan Keuangan - Net Present Value (NPV)

Kelayakan Keuangan - Internal Rate of Return (IRR)
• Internal Rate of Return (IRR) merupakan faktor diskon yang

menyebabkan NPV sama dengan 0 (karena nilai uang saat ini dari
pendapatan proyek sama dengan investasi awal).
• IRR menunjukkan tingkat pengembalian yang akan diperoleh apabila
perusahaan melakukan investasi pada proyek tertentu.
• Apabila IRR lebih besar dari biaya modal, proyek dapat diterima.
• Apabila IRR lebih kecil dari biaya modal, proyek ditolak.

Kelayakan Keuangan - Internal Rate of Return (IRR)

THANK YOU

Preparing the Cash Budget - Konsep Dasar
• Cash Budget atau proyeksi kas adalah rencana penerimaan dan

pengeluaran kas perusahaan yang digunakan untuk memperkirakan
kebutuhan kas jangka pendek perusahaan.
• Pada umumnya cash budget dibuat untuk periode satu tahun yang
disusun oleh periode-periode yang lebih pendek.
• Semakin tinggi faktor musim dan ketidakpastian pada arus kas
perusahaan, semakin pendek periode-periode cash budget dibuat.

Menyusun Cash Budget - Proses Penyusunan
• Proyeksi pendapatan adalah prediksi kegiatan penjualan perusahaan pada

periode tertentu.
• Proyeksi pendapatan digunakan sebagai dasar untuk melakukan proyeksi
arus kas bulanan yang dihasilkan dari proyeksi penjualan serta proyeksi
pengeluaran terkait dengan kegiatan produksi, persediaan, dan penjualan.
• Proyeksi penjualan dilakukan berdasarkan analisis data internal, eksternal,
maupun kombinasi keduanya.
• Proyeksi eksternal adalah proyeksi penjualan berdasarkan hubungan antara penjualan
perusahaan dengan beberapa indikator ekonomi eksternal.
• Proyeksi internal adalah proyeksi penjualan berdasarkan asumsi internal perusahaan.

Preparing the Cash Budget - Format Umum Cash Budget
Jan. Feb. ... Nov. Des.
Penerimaan Kas XXX XXG XXM XXT
Dikurangi: Pengeluaran Kas XXA XXH ... XXN XXU
Arus Kas Bersih XXB XXI XXO XXV
Ditambah: Saldo Kas Awal XXC XXD XXJ XXP XXQ
Saldo Akhir Kas XXD XXJ XXQ XXW
Dikurangi: Saldo Kas Minimum XXE XXK ... XXR XXY
Kebutuhan Pembiayaan XXL XXS
Kelebihan Kas XXF XXZ

Menyusun Cash Budget -
Contoh Proyeksi Penerimaan Kas
Agu. Sep. Okt. Nov. Des.
Proyeksi Pendapatan 100 200 400 300 200
Penjualan Tunai (0.20) 20 40 80 60 40
Pembayaran Piutang Usaha:
Tunda Bayar 1 Bulan (0.50) 50 100 200 150
Tunda Bayar 2 Bulan (0.30) 30 60 120
Penerimaan Kas Lain 30
Total Penerimaan Kas 20 90 210 320 340

Contoh Proyeksi Pengeluaran Kas
Aug. Sep. Oct. Nov. Dec.
Bahan Baku (0.70 x penjualan) 70 140 280 210 140
Pembelian Tunai (0.10) 7 14 28 21 14
Pembayaran Hutang Usaha:
Tunda Bayar 1 Bulan (0.70) 49 98 196 147
Tunda Bayar 2 Bulan (0.20) 14 28 56
Pembayaran Biaya Sewa 5 5 5
Pembayaran Gaji 48 38 28
Pembayaran Pajak 25
Pembelian Aset Tetap 130
Pembayaran Bunga Hutang 10
Pembayaran Dividen 20
Pembayaran Pokok Hutang 20
Total Pengeluaran Kas 7 63 213 418 305

Contoh Proyeksi Cash Budget
Oct Nov. Dec.
Penerimaan Kas 210 320 340
Dikurangi: Pengeluaran Kas 213 418 305
Arus Kas Bersih (3) (98) 35
Ditambah: Saldo Kas Awal 50 47 (51)
Saldo Akhir Kas 47 (51) (16)
Dikurangi: Saldo Kas Minimum 25 25 25
Kebutuhan Pembiayaan (Hutang Bank Jangka Pendek) 76 41
Kelebihan Kas (Surat Berharga) 22

Financial Plan - Ratios
ROA is an indicator of how The amount of net income

profitable a company is returned as a percentage of
relative to its total assets. shareholders equity
ROA gives an idea as to how
efficient management is at
using its assets to generate
earnings.

Financial Plan - Other Feasibility study
Pay back Period: jangka Net Present Value (NPV): selisih

waktu kembalinya investasi yang telah antara pengeluaran dan pemasukan
dikeluarkan, melalui keuntungan yang yang telah didiskon dengan
diperoleh dari suatu proyek yang telah menggunakan social opportunity
direncanakan. Suatu periode yang cost of capital sebagai diskon faktor,
diperlukan untuk dapat menutup atau dengan kata lain merupakan
kembali pengeluaran investasi dengan arus kas yang diperkirakan pada
menggunakan proceeds atau aliran kas masa yang akan datang yang
netto (net cash flows). didiskonkan pada saat ini
Break Even Point (BEP): Internal Rate of Return (IRR) :

sebuah titik dimana biaya atau metode perhitungan investasi
pengeluaran dan pendapatan dengan menghitung tingkat bunga
adalah seimbang sehingga tidak yang menyamakan nilai sekarang
terdapat kerugian atau keuntungan. investasi dengan nilai sekarang dari
dengan: TR : Pendapatan total/Total penerimaan-penerimaan kas bersih
Revenue. dimasa datang.

Mitigation Plan
No. Potential Risks Plan A Plan B Plan C
1 e.g. Not Yet BEP
2 e.g Sales Decline
3 e.g. Partnership Break Up
4 Etc…[insert your potential risks]

Presenting the Business Plan to Investors (1/2)
• The Oral Presentation

• The first rule in making an oral presentation is to follow directions. If
you’re told you have 15 minutes, don’t talk for more than the allotted
time.
• The presentation should be smooth and well-rehearsed.
• The slides should be sharp and not cluttered.
• Questions and Feedback to Expect from Investors
• The smart entrepreneur has a good idea of the questions that will be
asked, and will be prepared for those queries.

Presenting the Business Plan to Investors (2/2)
Twelve PowerPoint Slides to Include in an Investor Presentation
1. Title Slide 7. Marketing and sales

2. Problem 8. Management team
3. Solution 9. Financial projections
4. Opportunity and target market 10. Current status
5. Technology 11. Financing sought
6. Competition 12. Summary

Main References
• Bruce R. Barringer
and R. Duane Ireland. 2012. Writing a Business Plan. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hal
l
• FDIC. 2019. Building a Business Plan. Create a Business Plan as the first step on your path to success
• https://slideplayer.com/slide/1618707/
• https://managementhelp.org/blogs/business-planning/2014/05/01/business-plans-vs-strategic-plans/
• https://www.thebusinessplanshop.com/blog/en/entry/business_model_vs_business_plan

THANK YOU


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Business Plan

Writing an Effective Business Plan

Dr. Ir. Subiakto Soekarno MBA, CFP, CWM

Workshop IOT & Bizlater Kominfo

• Undergraduate degree (Mech Eng)-ITB, Graduate Degree/MBA from

At the end of this module, you will be able to:

• Identify how a good Business Plan can create an anchor for

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• A Business Plan is a written document that defines the goals of your

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

What is your goal and How will you

What is the capital

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• The business model is the mechanism

Harmony  Integrity  Trust  Innovation  Strive for Excellence

There are two primary audiences for a firm’s business plan

Audience What They are Looking For

A clearly written business plan helps the employees of a

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• Types of Business Plans

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• Recognizing the Elements of the Plan May Change

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• What is your idea?

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• Description of the organization background (professional

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Cocacola: the beverage business

Federal express: the package transformation

Disney: the entertainment business

Harmony  Integrity  Trust  Innovation  Strive for Excellence

COULD BECOME OUTDATED TOO NARROW/TOO BROAD VALIDATED BY CUSTOMER

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

• Imagine your business in the

Harmony  Integrity  Trust  Innovation  Strive for Excellence

1. State what must be done to accomplish

Restate goals into Restate goals into Restate goals into

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Harmony  Integrity  Trust  Innovation  Strive for Excellence

MARKET VOLUME + PROSPEK

* Umumnya dihitung dalam periode 12 bulan & dinyatakan dalam satuan

TAM: Total Available Market

SAM SAM: Serviceable Available

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Perkirakan JUMLAH Customer SOM

• Data Market Volume dapat diperoleh dari:

• Untuk Produk yang menciptakan kategori baru, Market Potential bisa

Harmony  Integrity  Trust  Innovation  Strive for Excellence

Merupakan cara untuk membuktikan adanya peluang dalam

Contoh Market Validation AirBNB:

630.000 Rumah Terdaftar

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