nz government business plan

Self-employed or running a business

Find out how to set up a business, including self-employment, and what your responsibilities are when running a business.

Setting up a new business

There are some things you need to think about before making any decisions about starting a business or becoming self-employed.

Questions to ask yourself before you start — business.govt.nz

There’s a 10-step guide on business.govt.nz to help you set up your business.

Guide to starting a business

If you are buying an existing business

It can be cheaper to buy an existing business than to set one up from scratch. Investigate the market to make sure you’re getting a fair deal.

Buying a business or franchise — business.govt.nz

If you’re going contracting

You can also be a self-employed contractor. You’ll normally be paid more than a salaried worker, but you’ll need to pay your own tax, and you do not get paid for public holidays, annual holidays or sick leave.

Going contracting - business.govt.nz

Sorting out your finance

You’ll need to work out the money side of starting a business.

• Introduction to business finance — business.govt.nz
• How much money do you need to start a business — business.govt.nz

Pay tax and ACC levies

You’ll need to keep accurate records, file tax returns and make payments to Inland Revenue and ACC.

• Introduction to taxes and levies — business.govt.nz
• Setting up a business or organisation — Inland Revenue

Claim expenses

You can claim business expenses, such as home office expenses, and deduct these from your income before calculating tax. 

Claiming expenses — business.govt.nz

Get your business online

Having a website makes it easier for your customers to find you. Find out how to get your business online and how to avoid some common mistakes.

• Getting an online presence — business.govt.nz
• Buying and selling online — Commerce Commission

Selling on online shopping sites

Usually when you sell things online you no longer want or need, you do not have to pay tax on those sales. But, if you’re selling things on a regular basis for profit, you may be in business and you will have to pay tax.

Online trading: a hobby or a business? — business.govt.nz

Protect the data and information you collect

You need to protect data and information you collect about your customers and employees.

• Protecting business data — business.govt.nz
• Protecting customer employee information — business.govt.nz

If you do not take steps to protect your information, you could put your business at risk or damage your reputation.

Cyber security for businesses and individuals — Cert NZ

Advice and support for your business

There is help and support available for you and your business.

Grants and help from government organisations

There are government organisations that provide help for new businesses.

Grants and help for your new business — business.govt.nz

Contact a business advisor

An advisor can help you with planning for your business.

Getting business planning advice — business.govt.nz

Help from Inland Revenue with tax

Inland Revenue has community compliance officers and Kaitakawaenga Māori who help small businesses with tax. Through Inland Revenue, you can request:

• a business advisory or social policy visit
• Kaitakawaenga Māori business support .

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Last updated 04 November 2022

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Date printed 17 July 2024

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Better Business Cases

Better Business Cases (BBC) is a methodology that provides objective analysis in a consistent format to decision-makers. It allows for better comparability and transparency that lets government make smart investment decisions that maximise public value.

All investments need a business case. Business cases provide a structured way to present the case for investment to decision-makers.

What you need before starting a business case

Programmes and projects start with a mandate and brief, not a business case. The most successful projects are delivered as part of a well-established organisation strategy and overarching programme with clear objectives at all levels. You need a Senior Responsible Owner (SRO) appointed, and the following documents.

• Risk Profile Assessment and Strategic Assessment
• Business Case Scoping document
• Strategic thinking and planning

The Five Case Model framework

The Five Case Model (5CM) is the organising framework for a Better Business Case. The 5CM:

• gives discipline and structure to a business case in the investment life cycle, and
• aims to address specific questions and give evidence to satisfy decision-makers and approvers.

The five cases

• Strategic case – is there a need for investment.
• Economic case – does the investment offer value for money.
• Commercial case – is the investment viable.
• Financial case – is the investment affordable.
• Management case – is the investment achievable.

The five cases are developed in increasing detail at each business case stage.

In 2018 the G20 adopted the 5CM as an international standard for infrastructure projects. For more information about the 5CM refer to chapter 2 of The Green Book: International Guidance  PDFs.

What business cases you need to complete

The business cases you need to complete depends on your risk rating or if the projects are in a programme.

Complete a:

• Indicative Business Cases

Then for every project in the programme complete the following Business Case stages.

Detailed Business Case

Implementation business case, projects not part of a programme.

If you are completing a standalone project that is medium or high risk, complete the following Business Case stages.

If your project is low risk you can choose to complete the above business cases, or instead the following Business Case stages.

Single-stage Business Case

The Single-stage Business Case combines both the Indicative and Detailed Business Cases.

Additional guidance

Find out more about how BBC works for Agile projects, the methods and tools used to help build your business cases, and what to do if you need a business case approved urgently.

Additional Better Business Case guidance

In this section, indicative and programme business cases.

The Indicative (IBC) Business Case stage both give decision makers an early indication of the preferred way forward for an investment.

The Detailed Business Case (DBC) recommends a preferred option that optimises value for money and seeks approval from decision-makers of the delivery strategy of the investment.

The Single-stage Business Case (SSBC) combines the Indicative and Detailed Business Case stages into one process document supporting a single decision-making point.

The Implementation Business Case stage seeks approval from decision-makers to enter into commercial contracts for the provision of the selected option.

Here we provide more help you may need when developing your business case.

• Better Business Cases for Agile projects
• Investment Logic Mapping
• Approaches to sensitivity analysis
• Techniques to quantify risk and uncertainty
• Better Business Cases training

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Were you looking for...

Find the support, information and tools to help you start job hunting and choose the next steps in your career.

Find information on the options available to learn and train beyond school.

Connect with places where you can look for work now.

Programmes and initiatives that create jobs.

Find information on financial support for education, training or to work.

Find information and support available to you as an employee.

Employment advice and tools to set up and run, or manage closure of your business.

Information for businesses to build capabilities of your workforce.

Find out about opportunities for different employment options.

Tools and services to find staff now.

Funding available when you hire staff, including apprenticeships, training and job creation schemes.

{{ 'Find the right support for you' | except-last-word }} {{ 'Find the right support for you' | last-word }} Find the right support for you

Getting started.

Advice and tools to help with setting up in business.

See 11 types of support on this page

Starting a business.

Getting started — business.govt.nz

Business.govt.nz has a package page with resources for getting your business up and running. From tips to templates, you’ll find it all in one place.

Business.govt.nz has tips, tools, visual guides, and case studies to point you in the right direction when starting a business. Find information on planning, getting set up, funding and finance on the getting started package page to help you get started on the right foot.

These resources are for all New Zealanders in business. They’re built with small to medium business owners at front of mind. No matter your geographical location, or your industry, Business.govt.nz provides information to help you thrive.

Start your own business

Ministry of Social Development

Work and Income have a range of supports to help you if you’re starting your own business.

Supporting people to develop and start their own business.

You can get help with:

• advice and training on how to start a business
• help with essential start-up costs
• subsidies for living costs while you’re getting started.

Each type of support has different criteria you need to meet, these are outlined on the Work and Income website.

Support for business

Inland Revenue

Inland Revenue are here to support you with understanding your responsibilities around tax and social policy obligations, helping you get it right from the start.

The website holds key information that will help when you’re looking to start working for yourself.

You can get support with:

• Starting your business
• Choosing a business structure
• Running your business – education seminars/webinars and videos
• Employing people

Anyone setting up a new business, support for those already in business and those wanting to close down an existing business. 

Help with costs while you set up your business

Flexi-wage — Ministry of Social Development

If you are out of work and want to start your own business but need some support, Work and Income may be able to help with Flexi-wage Self-employment.

If you’re out of work and want to start your own business, Flexi-wage Self-employment may be able to support you and help with costs while you get started.

You may be able to get Flexi-wage Self-employment if you’re:

• within New Zealand’s working-age population
• out of work
• disadvantaged in the labour market (which means you have, or are expected to have, difficulty getting or keeping a job), and
• at risk of long-term unemployment.

Flexi-wage Self-employment includes:

• $600 a week over 28 weeks, totalling $16,800 (pro-rated for those pursuing self-employment part-time)
• funding support through a Business, Training and Advice Grant, up to $5,000.

Employment New Zealand website

Employment New Zealand

The Employment New Zealand website provides a wide range of information and resources, to help employers and employees understand their rights and obligations. Employment New Zealand is part of the Ministry of Business, Innovation and Employment.

The website provides practical, operational, and best practice employment information to help employers and employees understand what they can do and how they should do it.

The website is free to use for any member of the public. This includes both employers and employees, but also any other individuals and organisations.

The information on the website aims to support positive relationships between employers and employees, and to promote safe, fair, and harmonious workplaces.

Employment Learning Modules

The Employment Learning Modules on the Employment New Zealand website are free to access. These will help you and your employees learn about your rights and responsibilities in the workplace.

The Employment Learning Modules are short online courses on a range of topics relating to employment – working arrangements, employment agreements, pay and wages, etc. The new module, ‘An Introduction to Your Employment Rights’, comes in 8 different languages, and also comes with a voice-over function.

The modules are free to access, use, and sign up for, by any member of the public. This includes both employers and employees, but also any other individuals and organisations.

You and your employees will gain a better understanding of your rights and responsibilities under New Zealand employment law.

Digital Boost

Business.govt.nz

Digital Boost provides access to free, self-paced training to assist small businesses in gaining digital skills.

Learn the digital skills to boost your business. Whatever stage you’re at, use digital to do business smarter. 

See how other Kiwi business owners are using digital to boost their business and work smarter. Access free, self-paced training and tools and gain skills to launch your business into the digital world. 

Business.govt.nz assisted in creating Digital Boost for all New Zealand small businesses, no matter what stage or business structure you’re in. Digital Boost is free to use.

Choose business structure

business.govt.nz

Each different way to structure your business has different legal and financial obligations. Most businesses in New Zealand are sole traders, companies, or partnerships.

There are different ways to structure your business, depending on how you plan on running it.

Anyone thinking of starting a business

Answer three quick questions to see which structure is best suited for your business idea.

Workplace Policy Builder

Policies set out the rules for your workplace. They tell your workers what you expect from them, and what they can expect from you.

Workplace policies, together with employment agreements, are a great foundation for employment relationships.

All employers.

Build a workplace policy to let your workers know what to expect at work.

Going contracting

Business.govt.nz has tips, tools, templates and case studies to help you get set up to go contracting.

You’ll find information about:

• setting up as a contractor
• managing finances
• different business structures
• finding work
• tax and expenses
• checking your contracts
• government help.

Business.govt.nz is free to use by any member of the public. The content is designed with New Zealand small businesses front of mind.      

Employment Agreement Builder

Create tailored employment agreements for your staff. Employment agreements are a legal requirement and a great foundation for an employment relationship.

Employment agreements are a legal requirement for all employees.

Create tailored employment agreements for your staff.

Last modified: 19 February 2024

Related content

Find a range of employment advice and tools for businesses to support staff.

Government Business Capability Model

The Government Business Capability Model provides a set of typical business capabilities for government organisations to apply to how they operate by linking strategy to their resources and assets.

A business capability is what an organisation needs to deliver its business strategy and achieve its outcomes. Business capabilities encompasses people, processes, information, and technology.

Government agencies often develop specific capability models for their organisations as part of their enterprise architecture. The Government Business Capability Model has pre-defined capabilities that are most common, allowing agencies to model their business capabilities specifically to their needs.

Māori Crown Capability

A key capability the NZ government public service needs to develop is Crown engagement with Māori. The Government Business Capabilities in this model will be updated to support the existing Crown engagement with Māori capability. Te Arawhiti — The Office for Māori Crown Relations has developed the Māori Crown Relations Capability Framework to further support the development and implementation of this capability.

Public Sector Capability — Te Arawhiti

Purpose of the business capability model

The GEA-NZ Government Business Capabilities support agencies to improve capability planning, capability management, and capability maturity measurements at a system-wide level.

The model can be used as a baseline of the capabilities an agency requires. It shows an agency the areas of capability to focus on, and what other capabilities exist that may be relevant to their processes.

The purpose of this model is to:

• assist in developing an understanding of the collective capabilities of NZ government
• identify opportunities for system-level integration, collaboration and development of system or sector-level assets
• enable comparison of capabilities, and learning to improve government capability which can lead to enhanced outcomes for NZ
• improved investment with more system benefit.

Structure of the capability model

The model has 6 high-level capability domains.

Government Customer Capabilities (GCC)

Government agency capabilities (gac), government sector capabilities (gsc), government generic capabilities (ggc), government enterprise capabilities (gec), government partner capabilities (gpc).

The business capabilities in the GEA-NZ Business Capability Model are divided into 6 high-level capability domains. These are Government Customer Capabilities (GCC), Government Agency Capabilities (GAC), Government Sector Capabilities (GSC), Government Generic Capabilities (GGC), Government Enterprise Capabilities (GEC), and Government Partner Capabilities (GPC).

Each of these 6 domains encompasses people, process, information and technology, shown in the verticle, white rectangles. The business capabilities all contribute towards achieving business outcomes. 

This capability domain is about understanding the customer. Government Customer Capabilities are what a customer needs in order to interact with government to receive their benefits and entitlements and meet their obligations, such as paying taxes.

Customer needs and capabilities should be considered in designing, developing and implementing government services to achieve a service that a customer requires.

Well-designed, customer-centric services that make it easier for the customer often include the following areas:

• service discovery
• service information discovery
• service orchestration
• information transfer
• records management
• digital access
• digital skills.

Customer capabilities can be added to the model to develop a common understanding of what they are and what initiatives are needed to enhance overall customer capability.

This capability domain is about an agency understanding its own capability needs. Government Agency Capabilities are considered primary capabilities — they are unique and only implemented once across government agencies. They often relate to the specific provision of a service to customers or as a function of government.

There is a limited opportunity for shared capability, however, agencies may make use of other capabilities. For instance, a unique capability can be supported by a shareable digital capability such as Business Process Management or Case Management.

The intention is that each agency defines agency capabilities as part of their capability planning and management. Over time, these specific capabilities can be added to the model to develop a unified, high-level view of capabilities across NZ government.

This capability domain is about specific sectors discovering and developing sector-level capability that support agencies across the same sector.

The intention is that the agencies belonging to various sectors define these as part of their sector-level capability planning and management. These specific capabilities can be added to the model and develop a unified view of capabilities across NZ government.

Government Generic Capabilities are key business capabilities needed and often implemented by many government organisations. Some of the capabilities are considered unique to government organisations. They are often needed by more than one sector of government.

Government Generic Capabilities are potential capability candidates for shared capabilities, shared services, and shared technology. A range of shared capabilities are needed to deliver strategic goals and outcomes when delivering customer-centric government services. These will affect life-event-based service delivery and the related federated service delivery.

The processes to support Government Generic Capabilities are often similar to those found in other industries, but may have specific legislation, goals or outcomes. The processes may therefore be more specialised, and special knowledge and skillsets may be required. For example, the Public Records Act 2005 places obligations on government organisations that are not placed on private organisations

The intention is to refine these and identify those capabilities with maximum system benefit to develop system capability.

Government Enterprise Capabilities are not unique to government. All organisations need them, whether government, non-government, a corporation or not-for-profit organisation. Government Enterprise Capabilities are also known as ‘corporate capabilities’, or even ‘back-office capabilities’. Most organisations, for example a food franchise or internet provider, implement the same enabling business capabilities such as human resources and finance.

The processes to support enterprise capabilities are well understood and largely standardised, and the people skills are readily available. As a result, when organisations merge, it is usually enterprise capabilities that are consolidated first.

The intention is to refine the Government Enterprise Capabilities and identify the capabilities where there is maximum system benefit to develop system capability. For example, there are common process models for several areas within this capability domain.

The Government Partner Capabilities are capabilities that partners with government organisations need in order to be an effective partner. These are still being developed.

Access or download the capability model

A dataset is available from the Open data catalogue on data.govt.nz. This contains a machine readable CSV file, an XLSX file and an XML model file in the XMI 2.5.1 format for Sparx System Architect.

GEA-NZ Government business capabilities — data.govt.nz

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Last updated 13 November 2023

Date printed 17 July 2024

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Creating a business plan.

A thorough business plan is priceless for any business - if you're trying to grow your business in a crowded marketplace, it could be your biggest asset.

Current state vs future goals.

Think about where your business is now and where you want it to be in five years' time. You should make note of this in an executive summary that introduces your business plan. It's best to write the summary after you finish writing the plan itself.

The purpose of your business.

The first part of your business plan should detail the reason for your business - its purpose. Detail your business structure, the number of staff you have, your physical address and region where you're based. You may have locations spread out across New Zealand or the world if you export.

Explain how your business is different from your competition, the products or services you've developed, and define your competitive advantage. Consider:

• Where the opportunities are for your business - are there gaps in the market that you can exploit with a new product or service?
• Your strengths and weaknesses - what does your business do well and where is there space for improvement? For example, do you have outstanding customer service?
• Any threats to your business on the horizon - are you aware of any new competitors or marketing campaigns from your rivals that could impact heavily on your bottom line?

Formulate a SWOT analysis

Have a brainstorming session with your staff to identify your business's strengths, weaknesses, opportunities and threats. You can even ask your loyal customers for their opinions.

A SWOT analysis helps you pinpoint the positives and negatives of your business, both internally and in your control (strengths and weaknesses), and externally and outside of your control (opportunities and threats).

Free business plan template

There's a handy business plan template available on the Business.govt.nz website.

Your competitive advantage.

A competitive advantage is simply what you do better than anyone else. It's important to be specific about why consumers choose your business over your competitors' businesses. What exactly is it about your operation that is an advantage?

• Prime location - say you have a burger joint that's in a prime location, on the main street with huge foot traffic. Your competitors are off the main street, giving you a key competitive advantage over them
• Regular cut-price discounts - perhaps you sell electronics and are well known for having sales competitors can't match every two weeks. This would mean your sales can be marketed as a main advantage
• Personalised after-sales service - perhaps you have a business that sells and installs ovens, and sends staff to people's homes one month after each sale. If competitors aren't offering similar after-sales service, this is a crucial competitive advantage.

The smarter you can be about developing and promoting your competitive advantage, the better placed your business will be to succeed. Be careful not to generalise with words like 'price' or 'quality' - you have to be more specific.

Scope out your competitors.

When building your business plan, describe your main competitors. Consider all possibilities - you may have competitors on the same street, elsewhere in your town or city, throughout the country, worldwide and on the Internet. As soon as new competitors enter the market, you'll want to know about them too.

There may be competitors who aren't in your precise sector of business, but you may still be competing with them for the same consumer dollar.

It's a good idea to also do a SWOT analysis on each of your main competitors. Then make use of this information by assessing how your business could reduce your competitors' strengths and opportunities, while taking advantage of their weaknesses and threats.

No market without marketing.

How you'll position your business in the marketplace and how you'll continue to trade in the long-term should be answered with an intelligent marketing strategy. Plan your marketing budget and how you'll use it to help return a profit.

Market research will enable you to focus your marketing budget on targeted consumers, rather than just sporadic advertising. Detail how you're going to get the information you need to target potential consumers with channels such as print, TV, radio, social media, paid search, online display or email.

Position your product or service

Take into account the four Ps of marketing when coming up with your strategy. They are:

• Product - having products (or services) that are right for the market you're promoting to
• Price - ensure your products or services are selling for a price that will make your target customers feel like they received value for money
• Promotion - explore the numerous opportunities to promote your offerings. Some examples include magazine ads, flyers, Facebook posts and press releases
• Place - think about where and how you'll get your products or services to your customers. They have to be able to easily access them.

Creating a business plan is a process of thinking through all the variables that are going to affect your sales. 

Things you should know.

The material on this webpage is provided for information purposes only and is not a recommendation or opinion.

The material on this webpage does not take your particular financial situation or goal into account. We recommend you seek independent legal, financial and/or tax advice.

Links to other sites are provided for convenience only and Westpac accepts no responsibility for the availability or content of such websites.

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How to create a simple business plan for your small business

A business plan is a document created to provide a clear road map for your business. It outlines the fundamentals of your business: the services or products you will offer, the financial plans, marketing strategies, and your business structure. By laying out these elements in a written document, you gain a clear understanding of your vision.

What exactly is a business plan?

A business plan is a roadmap that you create for your business. It details the fundamental principles of your business and how you will go about generating revenue and ultimately a profit. This may cover the different strategies that you are going to use, your organisational structure and the products or services that you are going to market.

By putting everything down on paper, you are committing your thoughts to a workable plan.

Why have a business plan?

Going through the process of writing a business plan forces you to think strategically about your business. If you are presenting to potential partners or investors, they will want to know that you have detailed the opportunity, the risks, your product or service and have a good understand of your marketplace.

Gain clarity in processes

Business plans help to give you clarity about the processes that you are going to follow. A plan puts a timeframe on your goals, which can tune your dreams into actions. A business plan is not about having a day-to-day schedule of what you’re going to do; it is about developing your long-term roadmap and vision.

Define you unique selling points

If you’re starting your own business, you’re probably already thinking about what sets you apart from competitors. Coming up with your unique value proposition (UVP) or unique selling proposition (USP) creates a strong foundation for all your marketing messages and strategies for engaging and acquiring new customers.

Defining your target customers

You need to figure out who your ideal customers are. Your target market or target customers are a group of consumers or organisations that are most likely to buy your products or services. Marketing to these buyers is the most effective and efficient approach. The alternative – marketing to everyone – can be both inefficient and expensive.

Defining your focus

The day-to-day of running a business can be overwhelming. It’s easy to get sidetracked by a multitude of things that aren’t necessarily the most valuable thing you can do for your business.

By having a business plan, you can continually revert to the roadmap and understand which activities are going to drive you towards your goals

What should go into your business plan?

A business plan will usually include an executive summary, a description of the business, your goals and objectives, details about the product and or service, marketing direction and strategies, how the business will be managed and operated, and the financial plan for your business. The below bullet points may be helpful in structuring your document.

Don’t obsess over every detail to start with. That will make the plan long and hard to change and adapt as you go. Keep it short and concise initially.

Executive summary

• Target Market
• Customer Descriptions
• The Opportunity
• Competitor Analysis
• Financial Plan
• Operating Plan

Although this should be the first section in your plan, it’s often easier to write it last. It’s one of the hardest sections to write well, as it needs to be concise but capture the main points. You have to answer the question “what do you do?” in as few words as you can, while making sure it’s interesting and memorable. This summary is sometimes called an elevator pitch. Try to imagine you’re riding a few floors with a potential investor, adviser, employee, or customer.

Your elevator pitch could be something like: “I run a business called (name) that provides (product/service category) mainly for (target market). We provide (unique customer benefit/business purpose) by (how you achieve that). It’s something we believe in and do really well.”

Target market

If you try to sell your products or services to everyone, it’ll be almost impossible to outdo your various competitors. You’ll also risk wasting time and money on people who don’t need or value what you sell. That could mean disappointing a lot of people, who then have a less-than-positive story to share about you.

To define your target market, begin with the big picture then speak with some potential customers and trusted advisers to see if your assumptions are correct. Gradually refine your market definition as you continue testing your ideas. Here are some thoughts to get you started.

• Will you sell to businesses or consumers?
• Will you make isolated sales to customers or develop an ongoing relationship with regular clients?
• If you’re selling to businesses, describe the size, turnover, and sectors you have in mind.
• What business roles will benefit from your product or service, and who is likely to make the purchase decision – CEO, sales manager, HR director, marketing manager, property manager, etc.
• Their age group, gender identity, socio-economic attributes
• Where they’re located
• Particular employment, profession or interest groups you might be targeting

Customer descriptions

Once you’ve tested and defined your target market, it can help to create a few specific customer descriptions. These are sometimes called customer personas. They describe fictional individuals who represent your main customer groups, as though you know them personally. Business customer personas contain more about the individual and their work. Consumer personas focus more on their life away from work.

While often used for marketing purposes, personas can also help you, your employees, and your advisers to make better decisions based on customer needs. You can even use an image library picture of someone the persona would typically look like. Before long you’ll be referring to them by name, and whether a business decision will benefit so-and-so or which option they’d prefer.

Here’s an example for a Christchurch-based expert gardening service designed for older people.

Mary has been a keen gardener for as long as she can remember. She knows a lot about plants and takes great pride in her garden. She likes the exercise and being out in the fresh air. Mary is straight up and direct. She enjoys a good laugh but doesn’t have much time for pretenders. Now in her 80s and still reasonably well off, she’s living alone in the family home in Fendalton but finds it increasingly difficult to keep things in order. Many of her friends have moved into retirement villages and they seem to visit less and less often. Sometimes she feels a bit lonely. Her daughter has suggested hiring a gardener, but Mary says it would have to be someone trustworthy who knows what they’re doing and can work alongside her. It would also be handy if they could get supplies for her from the local garden centre. And maybe stay for a cuppa from time to time. As with many things these days, her daughter says she’ll see what she can find and then they can talk it over.

The opportunity

In this section you can describe your assessment of the immediate market potential, but also demonstrate your understanding of how the business can grow. What is the wider potential, how will you reach that market and scale up to meet the demand? Can you sell your products or services online? Will you have to hire more people? Are physical premises required in new locations? How will you ensure you retain your point of difference and service standards? What new opportunities will expansion bring?

Competitor analysis

Ignoring the competition will only lead to problems and it’s a sure sign you’re not very business-savvy at all. Although it may be hard to focus on what could undermine your business, it’s an essential part of planning for success. Here are some ideas for this section.

• List all direct competitors – the ones that are primarily focused on selling the same service or products as you, particularly if it’s to the same market segments.
• List your indirect competitors – the ones that cross over with your business, but their focus isn’t the same as yours.
• Write down the challenges or barriers that will help to prevent more competitors appearing in the market.
• Describe what sets you apart from competitors, your unique selling proposition (USP) and why it’s likely to remain unique to your business. For example, if you sell products, you might have a way to differentiate your business based on quality, service, price, or range. This needs to be believable, so stick to facts not wishful thinking.

Financial plan

Include high-level financial information about your set-up costs, ongoing expenditure and projected income. An accountant or some types of business software can help you create a draft cash flow forecast that shows how your business will survive. A summary is all you need to include here.

Marketing plan

Most marketing plans address what are known as the five Ps. Just remember to keep things brief and stick to the facts.

• Product: What are you selling? What need or issue does it address? What are its unique benefits? How will it be packaged/delivered? Is there a warranty? And so on.
• Price: What will you charge? How does this cover your expenses? How do you know your customers are willing to pay this amount? Does it fit with your brand? How does it compare to your competitors’ charges? What is your expected profit per item?
• Place: Where will you sell your product/service? How does this make it easy to reach your target customers or meet their expectations? How will this change as you expand? Will you have temporary variations for things like events or seasonal changes?
• Promotion: How will you promote your product or service? How does this align with your target customer groups? How have you worked out which methods will provide the best return on investment?
• People: How will you attract the best employees? Collaborate with others? Build strong connections with customers? Make it easy for people to become your social promoters or ‘brand evangelists’?

Operating plan

Focusing on the present or immediate future, describe the day-to-day tasks required to make your business successful. Like a project plan, this section needs to include what needs to be done, who does each task and when does it have to be done by. It should cover all aspects of the business at a high level. It basically shows in a simplified form that you’ve thought all your processes through, including the points at which they depend on inputs and outputs from each other.

What skills and experience does your business need to succeed and where will they come from? What people will you need to employ? What skills and experience can you tap into as required, through the likes of contractors, advisers, and business professionals? How will you identify, attract, and retain the best you can afford and those you can trust?

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PM's 'very meaningful' new 36-point list of priorities

The next three months has been charted in a to-do list unveiled by Prime Minister Christopher Luxon.

Prime Minister Christopher Luxon has unveiled a new "action plan" laying out the Government's intentions for the next three months.

The plan to June 30 – centred on the cost of living, law and order and public services – follows an initial 100-day to-do list. That 100-day period wrapped up last month.

The new plan also follows a number of tax and benefit changes that kicked in with the beginning of the new financial year yesterday.

"Just like our 100-Day Plan, this next action plan is focused on three key areas to make life better for Kiwis," Luxon said. The first is "rebuilding the economy and easing the cost of living", the second is "restoring law and order" and the third is "delivering better public services", he said.

But one of yesterday's tax changes appears to clash with the Government's signalled cost-of-living relief.

App tax delivered straight to you

Online marketplaces now need to collect and return GST on "listed services" including short-stay accommodation, ride-sharing and food delivery. It has come to be known as the "app tax" .

But Uber has confirmed the change will hit Kiwis in the back pocket.

"Due to changes in New Zealand's GST laws, fares on all rides taken with the Uber platform will see a modest increase from today," a spokesperson said.

"Decisions to increase rider fares are never taken lightly, but in this instance we've had to prioritise the experience of our drivers while ensuring Uber can continue to provide the level of quality and reliability Kiwis have come to expect from us."

Luxon told Breakfast this morning: "It's one of those things through our coalition negotiations that we conceded on, [but] what we are really focused on though is delivering income tax relief for low- and middle-income New Zealanders."

National had campaigned on repealing the app tax if elected but backtracked on that promise after forming the coalition government. Finance Minister Nicola Willis said adjustments needed to be made after other sources of revenue were scuppered during coalition talks.

The Prime Minister this morning emphasised other measures the Government is taking, such as the FamilyBoost programme .

"In the scheme of the total package of what we're trying to deliver here... that is of a scale that's actually going to be very meaningful to lots of people," he said.

The new plan

"Having a clear plan with specific actions and timeframes for delivery creates momentum and drives focus," Luxon said in a statement announcing the 39-point programme.

"New Zealanders expect and deserve delivery from their government, and that is exactly what they are getting from us."

Speaking to Breakfast this morning, he said the new set of actions was focused on tackling big decisions.

"I want to break them down and actually put the decisions into quarters," he said.

"So it's important that, every quarter, we're moving things forward."

There's "massive alignment" between the three coalition parties – National, David Seymour's ACT and Winston Peters' New Zealand First – over the core issues, he added.

Opposition response

Labour deputy leader Carmel Sepuloni accused the Prime Minister of attempting to run the country like a business.

“This Government should ‘raise the energy’ on cost of living support for New Zealanders," she told 1News. "Our country isn’t a company and shouldn’t be run like one.

"Kiwis deserve a government that chooses cost of living support for those who need it, like free prescriptions, half price public transport and free and healthy school lunches, rather than $2.9 billion for landlords.

"If you can take anything away from the Government’s latest list, it appears ACT have won out over NZ First in a big way – it makes us wonder who’s calling the shots."

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The 36-point list

• Deliver a Budget that reduces wasteful spending while investing in frontline services like health, education and police.
• Legislate for personal income tax relief.
• Legislate to introduce the FamilyBoost childcare tax credit.
• Finalise the Government Policy Statement on Land Transport, freezing fuel tax until the end of 2026 and delivering significant investment for transport.
• Take decisions to implement the Going for Housing Growth plan while making the MDRS optional for councils.
• Respond to the independent review of Kāinga Ora’s financial situation, procurement, and asset management.
• Introduce legislation to improve the rental market.
• Release draft plan to ease restrictions on building materials from overseas for public consultation.
• Take decisions on measures to increase investment in renewable electricity generation.
• Introduce legislation to amend the RMA to clarify application of National Policy Statement on Freshwater Management in relation to individual consents for freshwater and to extend marine farm consent.
• Introduce legislation to suspend the requirement on councils to identify and adopt new Significant Natural Areas.
• Finalise policy to keep agriculture out of the ETS.
• Commence an independent review of the methane science and targets for consistency with no additional warming from agricultural methane emissions.
• Reform the CCCFA regime to improve access to credit for home buyers.
• Initiate the first regulatory sector review.
• Take decisions on the scope of the extension to the Covid-19 inquiry.
• Take decisions on reform of the Holidays Act.
• Raise the energy New Zealand brings to key relationships through international engagements, focusing on our traditional partners, the Pacific, and South East and South Asia.
• Take decisions on the removal of the ban on offshore oil and gas exploration.
• Commission a study into New Zealand’s fuel security, including investigating the feasibility of reopening the Marsden Point Oil Refinery.
• Establish a Regional Infrastructure Fund.
• Progress legislation to improve rehabilitation, reintegration and safety outcomes in the corrections system, including by extending eligibility to offence-based rehabilitation programmes to remand prisoners.
• Take decisions to restore Three Strikes.
• Launch a review of the firearms registry.
• Take decisions on establishing a Youth Serious Offender Category and making Youth Military Academies a standalone sentencing option for the Youth Court.
• Set targets for improving public service outcomes.
• Take decisions on the rollout of structured literacy for year 1-3 students, including a phonics check.
• Take action to strengthen teacher training, including refocusing Professional Learning and Development for teachers on numeracy, literacy and assessment.
• Take action to develop standardised assessment and regular reporting to parents.
• Introduce legislation to reintroduce charter schools.
• Launch an Attendance Action Plan and introduce the first phase of initiatives to lift school attendance.
• Take decisions to disestablish Te Pūkenga and consult on a proposed replacement model.
• Issue a new Government Policy Statement on Health, setting the government’s priorities for the health system for the next three years.
• Take decisions to streamline the Medsafe approval process.
• Take decisions to tighten controls on youth vaping.
• Take decisions on the repeal of Section 7AA of the Oranga Tamariki Act.

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Government considers rolling back insulation standards.

Photo: 123rf

Building and construction minister Chris Penk wants to roll back insulation standards that save a new home an estimated 40 percent on heating.

Upgrades to insulation and glazing requirements in May 2023 were the first significant improvements to insulation standards in New Zealand in more than a decade.

According to correspondence released to RNZ under the Official Information Act, government experts told Penk the old standards were "significantly lower" than other countries with similar climates, including relevant parts of Australia, the UK, Ireland, and the US.

They told him upgrades had overwhelming support from the public and the building sector when they were brought in - and they reduced heating requirements in a new, four-bedroom home by up to 40 percent, at an estimated upfront cost increase of up to 2.8 percent.

This did not persuade Penk, who told officials he had heard from builders and developers in Tauranga and the rest of Bay of Plenty that the standard, known as H1, added $40,000- 50,000 cost to a new home and created overheating issues.

Chris Penk is not convinced by upgrades to the insulation standards rolled out last year. Photo: RNZ / Samuel Rillstone

Urgent investigation called for

Asked about wanting to roll back H1, Penk sent a statement to RNZ saying he had asked MBIE to "urgently investigate" the cost of the changes.

"Builders frequently raise concerns with me over the new requirements within clause H1 of the Building Code that they say are adding tens of thousands of dollars onto the cost of a home. There are also frequent reports of moisture and overheating issues that are leading to increased energy usage making the requirements counter-productive," he said.

"In the middle of a housing crisis, while Kiwis are still living in cars and emergency accommodation such as motels, it is critical that we don't create artificial barriers through well intended but badly implemented policies."

RNZ understands there were discussions with the industry about less drastic changes that might have addressed some of the issues builders were raising. It's not clear from the emails how these were resolved.

But in an email to Penk on 24 May officials at the Ministry for Business, Innovation and Employment (MBIE) said they would begin work to undo changes to the H1 part of the Building Code.

Penk had told them by email that while he agreed with concerns that changing the system too much would lead to uncertainty for the building sector, he had decided returning the Building Code to a "known prior state is the lightest possible touch in terms of making change….I am keen to move forward in any case".

Industry views

Before the change was introduced, 99 percent of public submissions during consultation supported raising insulation standards.

When the changes were brought in, H1 had endorsement from the Master and Certified Builders Associations, the Insulation Association, the Institute of Architects, the Wood Processing and Manufacturers' Association, the National Association of Steel-framed Housing, Concrete New Zealand, the Window and Glass Association, BRANZ, the Green Building Council, and the Building Advisory Panel, MBIE told the minister.

Consultants at BRANZ and Beca had calculated the heating and cooling benefits of the changes.

As well as reducing heating requirements in new homes by 40 percent, the department estimated the H1 changes reduced the energy needed to heat and cool larger commercial buildings by 23 percent on average.

However, once the changes were implemented, MBIE received a large number of unprompted complaints in a building sector survey asking how MBIE could support the sector.

Complaints included that homes were now too warm and owners were having to run air conditioning in winter, that the upgrades had added $35,000 cost to a four-bedroom home, that the changes were adding 6-7 percent to building costs, that many architects or designers did not understand them properly, and that the H1 changes were "excessive" or, according to one respondent, "based on fanciful ideas of environmentalist and greedy suppliers".

Penk's email said builders and developers had complained to him when he visited them in Tauranga and Bay of Plenty.

He also cited an unnamed "gentleman who does building inspection work on contract… [who] says that he can quantify the additional energy needing to be expended to cool homes that are too warm (as compared with and weighed against the warming of homes that are too cool, of course)".

A spokesperson for the minister said there had been discussions with the person about getting these figures, but MBIE also needed to "do a proper formal look into how H1 is working in the real world which is what the minister has asked for".

One of the other complainants Penk cited in his email to officials was from a representative of Fletcher Building, who had raised issues about ventilation.

Earlier this year, Fletcher Residential and Development chief executive Steve Evens told RNZ overheating could be a an issue in new homes, if homes weren't designed properly.

He also said the new insulation standards were going well, and the added wall insulation and other improvements required were providing "significant" benefits to people by keeping out cold and damp.

RNZ has approached the company for comment.

Copyright © 2024 , Radio New Zealand

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Housing: Listings soar, Auckland, Canterbury buck price falls, ASB expects turnaround in late 2024

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A steady housing market recovery is expected later this year, according to ASB economists.

The housing market cooled in June, with average nationwide prices and sales falling.

The Real Estate Institute (REINZ) house price index - a measure of the changing value of properties - fell 0.7% from a month ago, but rose just over 1% from a year ago.

House sales in June fell sharply, down 13% on the previous month.

“It was the weakest number of sales on a seasonally adjusted basis since April 2023,” ASB economists said this afternoon.

“Among the main centres, Auckland led the fall in sales, and there were also large slumps in several regions such as the West Coast, Gisborne, Tasman, Canterbury and Manawatū-Wanganui.”

REINZ said the national seasonally adjusted median price fell 1.3% from a year ago and was flat from May to be $770,000.

In Auckland, prices rose 2.4% from a month ago and were up nearly 5% from a year ago, to a median price of $1.05 million.

Sales counts fell 15% from a year ago, and the national inventory level increased 29% from a year ago, while listings rose 26%.

“The increased number of listings coming to market continues the trend we have seen all year, with high levels of choice for buyers nationwide,” Real Estate Institute chief executive Jen Baird said.

“The winter months do tend to see fewer people choosing to sell, and this year is no different.

“Salespeople are seeing some properties come to market due to high interest rates, cost of living pressures and changing employment circumstances,” Baird said.

Nationally, the median days to sell rose by one day to 48 days.

Baird said there was a “notable decrease in buyer activity” and a reduced sense of urgency.

“As more listings come to a well-stocked market, those who are in the position to buy are taking their time to carefully select their ideal home,” she said.

Inflation outlook

ASB economists said inflation was likely to keep slowing.

Food prices fell 0.3% in the year to June , the first annual decrease in nearly six years.

And more inflation insights are likely on Wednesday when the June quarter consumer price index data is released.

The economists expected the Reserve Bank to cut the Official Cash Rate (OCR) by 25 basis points in November.

“But the risk is the bank delivers 50 basis points of cuts in 2024. While a lower OCR is likely to support the housing market at the margin, there are still numerous headwinds facing the sector.”

ASB said these headwinds included a slowdown in net permanent and long-term migration, which would weaken demand for housing.

“At the same time, a rising unemployment rate may also continue to weigh on the market, until job security feels more assured.”

OCR cuts should help more people feel confident about job security, ASB said.

“We do not expect the housing market will rebound quickly in the short term until economic growth is stronger and unemployment stabilises.

“In the meantime, over 2024, we still expect annual house price growth of a modest 1%.”

Seasonally adjusted median price movements, selected regions:

• Auckland: Up 2.4% from May, up 4.8% from June 2023
• Waikato: Down 1.3% from May, down 2.3% from June 2023
• Bay of Plenty: Down 4.3% from May, down 6% from June 2023
• Wellington: Up 0.8% from May, up 2% from June 2023
• Canterbury: Up 1.6% from May, up 5% from June 2023
• Otago: Down 5.3% from May, down 3.8% from June 2023

- Reporting by RNZ and NZME

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New Zealand will radically ease zoning rules to try to relieve its stubborn housing shortage

FILE - A house is for sale in Christchurch, New Zealand, Aug. 13, 2018. New Zealand’s government introduced sweeping measures to free up land for new homes on Thursday, July 4, 2024, pledging to “flood the market” with opportunities to build houses, and scrap rules for minimum floor areas and balconies in apartments. (AP Photo/Mark Baker, File)

FILE - Builders work on a construction site in Christchurch, New Zealand, April 28, 2020. New Zealand’s government introduced sweeping measures to free up land for new homes on Thursday, July 4, 2024, pledging to “flood the market” with opportunities to build houses, and scrap rules for minimum floor areas and balconies in apartments. (AP Photo/Mark Baker, File)

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WELLINGTON, New Zealand (AP) — New Zealand will drastically ease zoning restrictions in a bid to “flood the market” with land for homes and override the powers of local councils to curb development, the nation’s housing minister said in announcing reforms to what he called one of the world’s least affordable housing markets.

“It’s about allowing maximum choice and opportunity for people to build and develop,” said the minister, Chris Bishop, in a speech in Auckland this week. “Let’s get away from the idea that planners can plan our cities and let actual individuals and families decide how they live their lives.”

The new measures would require local councils — which decide what land in New Zealand is used for — to free up “bucketloads” of additional space for housing development, Bishop said. They must now accommodate the next 30 years of projected growth instead of the next three as is currently required.

Councils will also be barred from imposing urban limits on cities and forced to permit mixed-use development, with an end to rules mandating balconies and minimum sizes for apartments, in a suite of changes widely endorsed by analysts.

“It’s very easy for local councils to say no to growth because their residents don’t want it, because they don’t benefit from it, but the costs of those decisions are falling on central government,” said Stuart Donovan, a housing economist with the New Zealand thinktank Motu, who was speaking from Brisbane, Australia.

Bishop’s pitch that the market, rather than officials, should decide what and where homes are needed was a fresh attempt from a series of New Zealand housing ministers to resolve a chronic shortage of homes that has frustrated successive governments and marred the political fortunes of some. While two decades of runaway prices have eased since a 2022 peak , they remain far higher than before the COVID-19 pandemic and an average home costs eight times the average income.

The proportion of income spent on rent was higher in New Zealand than in any other country, Bishop said Thursday, citing research by the Organization for Economic Cooperation and Development, a grouping of mostly developed Western nations.

But in a country where housing stock is comprised overwhelmingly of single-family, standalone dwellings, efforts by lawmakers to cool prices before have at times been cautious. Favorable tax conditions have made housing the most popular form of investment in New Zealand, with half of all household wealth bound up in land and homes, according to the country’s Reserve Bank — and some voters have rejected measures that would lower prices.

Remarks Bishop made to reporters last month that homes were “too expensive” and prices should be reduced were so unusual from a lawmaker for one of the major political parties that they prompted news headlines. But analysts said Thursday that public opinion had changed as a generation of younger New Zealanders found themselves priced out of the housing market.

“At one point in time, it would be, ‘I want house prices to be affordable for my children, but I don’t want my house price to fall,’” said Shamubeel Eaqub, an independent economist who specializes in housing. “But I think there is a general recognition that things have gotten so far out of kilter that something has to change.”

The new measures would not flatten the market, Eaqub said; New Zealand’s shortage of homes was so great that it would still take decades to resolve. But he was among many analysts to welcome the shift.

It follows a test case on easing restrictions in New Zealand’s largest city, Auckland, where a plan introduced in 2016 that increased housing density prompted a surge in building and reduced rents.

But Auckland’s mayor decried the fresh measures.

“I am wary of any policies that will lead to urban sprawl,” Wayne Brown posted to LinkedIn. “We also don’t want to encourage low quality housing at the detriment of our unique landscapes, waterways, and harbours. Or make traffic congestion worse.”

The Parliamentary opposition also rejected the reforms.

“It’s all well and good to want to ensure development opportunities, but unless the Government fronts with infrastructure money, councils are limited in what they can offer by ways of expansion,” said the Labour party’s housing spokesperson, Kieran McAnulty, in an emailed statement.

“Labour is open to any measure that will lead to more housing and will lend support where it is likely to work, but not at the expense of building standards or loss of elite productive soil,” he added, referring to the relaxation of urban limits into rural areas. Bishop said building standards would remain unchanged.

“People often complain to me about all these shoebox apartments and I agree that they won’t be the right housing solution for everyone,” he said. “But do you know what is smaller than a shoebox apartment? A car or an emergency housing motel room.”

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Business.govt.nz, introduction to business planning.

A business plan sets out important details about your business, including how you plan to achieve your goals. Learn about what a business plan is and why it’s important you have one.

Watch: Introduction to business planning

Video transcript: Introduction to business planning

[Audio/ Visual: Gentle music starts playing with blue introduction screen with white business.govt.nz logo in the centre of the screen. The word “presents” in smaller, thinner lettering is beneath the logo. These words disappear and are replaced with white text “How to prepare a business plan”. This disappears. White text saying “Introduction to business planning” appears in the centre of the screen. Music continues to play throughout the entire video.]

[Visual: The screen changes to a shot of the presenter, seated at a dining table with a lounge visible in the background. In the bottom right is the white business.govt.nz logo which remains there until the end of the video.]

Welcome to our four-part series on how to prepare a business plan. In this video, we’ll discuss what a business plan is and why you need one. In the next three videos, we’ll briefly talk through how to prepare one using our free template.

[Visual: The words “Download our template” and url “www.business.govt.nz/businessplan” appear on the left side of screen with an animated download icon. All disappear after a few seconds.]

[Visual: The screen cuts to a shot of stationery and a laptop on the dining table. The white text “What is a business plan” pops up on the screen.]

A business plan is a document that sets out details about:

[Visual: We see the presenter for a second and then a blue background fades up. Two white lines split the screen into four even squares. In order, text graphics of the words “Business”, “Market”, “Plan” and “Financials” and icons of a hand shake, pie graph, clipboard checklist and a coin falling into an open hand appear on screen as the presenter speaks.]

• your business
• your market
• your plan to achieve your goals, and
• your financial situation.

[Visual: The screen changes to a shot of the presenter, seated at a dining table with a lounge visible in the background.]

A business plan is a living document. You prepare it, and check it regularly to make sure you’re on track.

[Visual: Screen zooms in to show the presenter at a slightly closer angle.]

You can update it as needed, for example, if you want to change the product or service you offer, or grow your business.

[Visual: Screen zooms out to show the presenter as a slightly wider angle.]

Every business benefits from a business plan. It doesn’t matter if you’re just starting your business or have an established business. A business plan helps you see where you’re going. It’s like a map.

[Visual: As the presenter speaks, the screen pans across to show the presenter on the right-hand side of the screen and text appears on the left side of screen with the words;

“A business plan is a roadmap”

The text disappears after a couple of seconds. The screen pans across to show to the presenter in the centre of the screen.]

If you’re going somewhere new, you need a map of some kind, or you might end up going around in circles.

Similarly, running a business without a plan might mean you take a long, windy route to reach your goals, wasting time, money and energy.

[Visual: Screen zooms out to show the presenter as a slightly wider angle. A blue background fades up. In order, text graphics of the words “Build a business that suits you”, “Reflect on your strengths and weaknesses”, “Identify opportunities and threats”, “Stay focused” and “Use your time and money efficiently” and icons of a hand shake, hand holding a dumbbell, target circle, magnifying glass and an hour glass appear on screen as the presenter speaks.]

Planning helps you:

• build a business that suits you and your lifestyle
• reflect on your strengths and weaknesses
• identify opportunities and threats
• stay focused instead of reacting to what’s around you, and
• use your time and money efficiently.

[Visual: The screen cuts to a shot of stationery and a laptop on the dining table. The text “Preparing a business plan” pops up in the centre of the screen.]

But how do you prepare a business plan?

[Visual: The screen cuts to a shot of the presenter, seated at a dining table with a lounge visible in the background.]

We have a template you can use.

[Visual: Screen zooms out to show the presenter at a slightly wider angle.]

Select the link on this page or download the Word file directly by typing the link business.govt.nz/businessplan.

[Visual: As the presenter speaks, the screen pans across to show the presenter on the right-hand side of the screen and text appears on the left side of screen with the words “Download our template” and url “www.business.govt.nz/businessplan” appear on screen with an animated download icon. All disappear after a few seconds. Screen changes to show the presenter in the centre of the screen at a close angle.]

Business planning isn’t hard.

[Visual: As the presenter speaks, the screen pans across to show the presenter on the right-hand side of the screen.] Just remember that:

• You don’t need all the details before you start. The template guides you on what to think about and what information to get.
• You don’t have to prepare the whole plan at once. Put aside time in your diary to do a little each week.
• Your plan doesn’t have to be perfect. Start, and refine it as you go.
• You don’t have to be a great writer. A business plan is about planning, not about words.

[Visual: As the presenter speaks, text appears as a list on the left side of screen with the words;

“You don’t need all the details

Complete sections in stages

Do a little each week

Start and refine your plan later

It’s about planning, not words”

All text disappears after the bullet points have been read.]

We’ll pause here so you can download the template.

[Visual: The screen zooms in to show the presenter at a closer angle. The words “Download our template” and url “www.business.govt.nz/businessplan” appear on the left-hand side of the screen with an animated download icon and stay on screen.]

Come back when you’re done – we’d love to work through the plan with you. See you soon!

[Visual: Blue outro screen appears with the white business.govt.nz logo in the centre of the screen. This logo disappears and the Ministry of Business, Innovation & Employment logo appears on the left-hand side and the Te Kāwanatanga o Aotearoa, New Zealand Government logo appears on the right-hand side of the screen.

[Video ends]

Download the template

Download your own copy of the business plan template [DOCX, 248 KB]

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Business planning e-learning

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