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What if the particular sources of income that exist today change in the future?A business plan can help the nonprofit and its board be prepared for future risks, by answering questions such as, “What is the likelihood that the planned activities will continue as usual?A business plan can explain: what the income sources will be to support the charitable nonprofit's activities.
Most MBA programs use this Canvas in courses on strategy and entrepreneurship.
It is best to consider the business model as a foundation for the business plan of the company.
Here is a typical outline of the format for a business plan: A business plan explains the “who/what/how/where/when” and typically will answer questions such as: “Who are the nonprofit’s “customers?
” “What is the geographic area for the nonprofit’s services?
A business plan can also take into account assumptions that exist today but may change in the future: Are there certain factors that need to be in place in order for those income streams to continue flowing?
The plan should address both the everyday costs needed to operate the organization as an entity, as well as costs that are specific to the unique programs and activities of the nonprofit.Ideally, the business planning process also takes into consideration the potential for changes in basic assumptions about the nonprofit’s operating environment.For example, many nonprofits rely on government contracts or grants.It is the company’s DNA, represented on a single sheet of paper. It is also a great strategic planning tool to highlight value-creating processes and to create “what-if” scenarios when discussing a firm’s strategic options.When a firm has clearly articulated the nine building blocks or “boxes” in the Canvas, it has answered the fundamental strategic questions facing the firm.” A business plan is the action plan, identifying the tasks, milestones, and goals, but also identifying the potential for success and the potential risks ahead, given the nonprofit’s “competitive advantages” and the environment in which it operates. ” Other questions that a strategic plan might answer include: “What needs to happen so that we can achieve success? ” More resources on strategic planning for nonprofits.The strategic plan takes all that the business plan has identified and answers “” the desired results will be achieved, such as, “How will we accomplish all this with limited resources? Example: One finding from a nonprofit’s “business plan” could be the need to diversify financial resources.The strategic plan might then address that will happen, such as through the tactic of developing an annual giving campaign; and further, how that tactic could be sustained, such as by identifying the cost of staff needed to support that activity on an ongoing basis; and how success in the annual giving campaign will be measured.The report of the death of the business plan has been an exaggeration, to paraphrase Mark Twain.While there is no consensus on the definition of a business model, most people use it as shorthand for the revenue model of a business; i.e. A business plan, on the other hand, must not only explain a company’s revenue model, but also its overall business strategy: how it acquires customers; how it creates valuable products and services that someone will actually pay for; its go-to-market plan, and its five-year forecast.In order to be comprehensive, a business model must address the following four key questions: Whereas there have been many attempts at putting all this information in a tabular form, the most successful and commonly used representation is the Business Model Canvas popularized in the bestselling book titled “Business Model Generation”, first published in 2010.