1. Mini Business Plans
Charting an emergent path for new ideas

2. Mini business plan template overview
Executive summary
Elevator pitch
Customer profile
Business model
Competitive analysis
Market sizing
Rev. inc. statement
Spot sensitivity table
4P model
Growth progression
Capabilities required
Critical assumptions
Plan to learn
CORE TEMPLATE
SECONDARY TEMPLATE

3. SUMMARY SECTION

4. Executive summary
CORE TEMPLATE
THE OPPORTUNITY
PROBLEM Brief explanation of the opportunity (e.g. customer job-to-be-done, existing solutions and key barriers)
SOLUTION Overview of the solution, highlighting the main features and how the solution addresses the customer job-to-be-done
BUSINESS MODEL Type of business model employed, highlighting delivery model and key processes
FOOTHOLD CUSTOMER Profile (e.g. age, occupation, hobbies) and estimated market size of foothold customer
COMPETITIVE ADVANTAGE How the solution is competitively superior than existing solutions, and an articulation of the right to win
CAPABILITIES REQUIRED Priority resources required to execute against the proposed solution
GROWTH PROGRESSION High-level overview of different versions of the solution within the next several years
MARKET SIZING Relevant financials (e.g. revenue model, estimated market penetration, annual profit)
PLAN TO LEARN Key tests planned for the next 90 days in an effort to continue to learn more about critical assumptions
HOW WE CAN WIN
WHY IT’S WORTH IT

5. REPRESENTATIVE IMAGE OR SKETCH OF THE SOLUTION
Elevator pitch
SECONDARY TEMPLATE
REPRESENTATIVE IMAGE OR SKETCH OF THE SOLUTION
THE PITCH
Description of (1) What is the idea or offering? (2) What job-to-be-done does it solve? (3) Who is the foothold customer? (4) What is the market size? (5) Why should the organization pursue this opportunity?
VALUE PROPOSITION
DELIVERY MODEL
PROFIT MODEL
How will we create value for the target customer? Why will this solution win over existing offerings?
How will the product be delivered to the customer to best satisfy their important and unsatisfied job?
How will the organization make money from the introduction of this solution in the marketplace?

6. CUSTOMER SECTION

7. CUSTOMER AND STAKEHOLDERS EXISTING SOLUTIONS / COMPENSATING BEHAVIORS
Customer profile
CORE TEMPLATE
CUSTOMER AND STAKEHOLDERS
CUSTOMER INFORMATION
Who is your target customer? (e.g., age, location)
CUSTOMER STAKEHOLDERS
Who are the important stakeholders in your customer’s life?
JOBS TO BE DONE
CIRCUMSTANCE
What is your customer trying to accomplish in his/her life?  (What is he/she trying to DO, how does he/she want to be PERCEIVED, how does he/she want to FEEL?)
What is the environment in which your target customer is trying to solve his/her jobs to be done (e.g., the who, when, where, and while doing what)?
BARRIERS
EXISTING SOLUTIONS / COMPENSATING BEHAVIORS
SOLUTION ATTRIBUTES
What obstacles get in the way of your customer nailing his/her jobs to be done (e.g., wealth, access, skill, time, behavior)?
How is your stakeholder attempting to solve his/her jobs to be done with imperfect solutions today? What existing products/services or “do it yourself” workarounds is he/she using?
What matters most to your stakeholder in a solution and what tradeoffs is he/she willing to make to better solve his/her jobs to be done (e.g., accessibility, affordability, simplicity, convenience)?

8. BUSINESS MODEL SECTION

9. Business model overview
CORE TEMPLATE
Solution overview: ________________________________________________________________________________________
CVP
CONSUMER Target consumer profile
Prioritized Job to Be Done
OFFERING What are you offering to the consumers?
How is your solution better than its alternatives?
RESOURCES What existing company assets would this solution use?
What new capabilities would we have to buy or develop?
PROCESSES What processes need to be in place? (e.g. HR, Sales/Marketing, Training etc.)
What partnerships are needed to drive this model?
Is there a digital component to the model?
REVENUE MODEL How will the customers pay for the solution?
How will you make money?
COST DRIVERS What are the main drivers of costs?
DELIVERY MODEL
PROFIT FORMULA

10. RELEVANCE TO NEW OFFERING
Competitive analysis
SECONDARY TEMPLATE
TYPE OF COMPETITOR
EXAMPLE COMPANY
DESCRIPTION
RELEVANCE TO NEW OFFERING
Category (e.g. Healthy Food Vending)
Logo of example company
Description of example offering from that company
Description of relevance to new offering (code box accordingly)
Product Feature
Solves Same Jobs
Same Business Model
Non-Consumption

11. FINANCIAL SECTION

12. Market sizing
CORE TEMPLATE
Market sizing summary statement: _______________________________________________________________________
Financial Assumption 1 (e.g. Scale)
Proof Points / Industry Analogs
XXX
NUMBER TO BELIEVE
Financial Assumption 2 (e.g. Revenue growth)
Proof Points / Industry Analogs
XXX
NUMBER TO BELIEVE
Financial Assumption 2 (e.g. Concept and customer job)
Proof Points / Industry Analogs
XXX
NUMBER TO BELIEVE
Sources:

13. Reverse income statement
SECONDARY TEMPLATE
Annual revenue/ customer
Component 1: $X
Component 2: $X
Total: $X
Assumptions:
Assumption 1
Assumption 2
Assumption 3
Cost driver $X
Profit margins:
Component 1: X%
Component 2: X%
Overall: X%
Revenues per year
Component 1: $X
Component 2: $X
Total: $XB
Customers X
Cost driver $X
Profit
Component 1: $X
Component 2: $X
Total: $XM
Cost driver
Annual costs/customer
Component 1: $X
Component 2: $X $X
Costs per year
Component 1: $X
Component 2: $X
Total: $XM
Cost driver $X
Customers X
Cost driver $X

14. AVERAGE YEARLY REVENUE PER CUSTOMER ($) MARKET PENETRATION (%)
Two-variable spot sensitivity table
SECONDARY TEMPLATE
REVENUE POTENTIAL (millions of $USD)
Assumptions:
(insert assumption)
AVERAGE YEARLY REVENUE PER CUSTOMER ($)
MARKET PENETRATION (%) 1 3 5 7 10

15. The 4P model CORE MARKET Steady-state revenue target
SECONDARY TEMPLATE
CORE MARKET
Ensure the organization has alignment on a steady-state number that would be attractive
Steady-state revenue target
Define as tightly as possible – what constitutes your “dream customers”
A. Core Population
How much will the customer pay per transaction? What data supports this?
B. Transaction Pricing
How many purchases are there a year?
C. Purchase Frequency
Solve for this by dividing the revenue target by A x B x C
Required Penetration
OPTION VALUE
What other markets open up as a result of following this strategy?

16. ULTIMATE VISION SECTION

17. TARGET PRODUCT PROFILE
Feature that helps solve customer jobs
Additional feature
KEY FEATURES & TARGETED BENEFITS
How will customers access your solution? How will you distribute and promote?
DISTRIBUTION & MARKETING
E.g. XXMM seniors aged 55+ in the US
E.g. 10%, or XXMM suffer from diabetes
ESTIMATED ADDRESSABLE POPULATION
What is the profit formula? Is it a subscription? Rental?
PRICING STRATEGY v1 v2 vF
TARGET PRODUCT PROFILE
Foothold Market and Initial Offering
What new features, markets or forms will you pursue for the next iteration?
NEW FEATURES/ MARKETS/FORMS
FOOTHOLD MARKET & RATIONALE:
Includes rationale for selecting market
Enter rationale (Why is this market attractive? Is it underserved? Non-consuming? Overshot?)
Growth progression
CORE TEMPLATE

18. Capabilities required
SECONDARY TEMPLATE
To execute against the ultimate vision, key capabilities must be developed, purchased, or acquired via partnership
Marketing
Sales
Distribution
XXX
What specific capabilities do we need:
e.g. Direct marketing expertise
Why do we need them for this solution:
e.g. Cost effective mechanism to reach our new customers
How will the capabilities be acquired for launch:
e.g. Developed in-house
How will the capabilities evolve:
e.g. Future partnerships will move this capability from in-house to an external vendor over time

19. IMMEDIATE NEXT STEPS SECTION

20. Critical assumptions # ASSUMPTIONS IMPACT UNCERTAINTY
CORE TEMPLATE #
ASSUMPTIONS
IMPACT
UNCERTAINTY
DOES ANYONE WANT IT?
CAN WE DO IT?
IS IT WORTH IT?

21. 1 2 3 Plan to learn CRITICAL ASSUMPTIONS LEARNING TESTS ESTIMATED COST
CORE TEMPLATE
CRITICAL ASSUMPTIONS
LEARNING TESTS
ESTIMATED COST
OWNER
TIMING 1
XXX 2 3
Deal-killer assumptions