Set Up a Business Plan for Your Small Business (Part 2)
This is the second in a multipart series to ensure that your new business is successful. This article also concerns business plans. We previously covered how to estimate revenue for the first three years.
The next step in the process is to estimate your cost of sales. Your cost of sales for many businesses is the cost of goods sold, or the cost of the products and other direct expenses that you actually sold to your customers. This would be appropriate for a manufacturer or distributor. So let’s say selling headlight bulbs is part of your business, and you plan to sell 10,000 of them in year 1 (as per your previous revenue/volume projections). Estimate what the average cost of the bulbs to you is. You may sell many different kinds so you need the weighted average. Let’s say it’s 10 dollars. And this includes any direct cost involved with readying them for sale. Multiplying this out you can see your cost of sales is projected to be $100,000 for year one. Estimate any cost changes you anticipate for years two and three. Multiply to arrive at your direct expenses for those years.
You may have many items that you intend to sell. You should repeat the above for all of them and add together for a cost of sales total. This total can be deducted from your total Revenue figure for year one to produce your gross margin amount. Gross margin is the amount left after deducting direct costs from revenue. You should then continue this calculation for years two and three, making any adjustments to your direct expense that you may anticipate.
We should look at the business plan as a more strategic document. The concept of cost of customer acquisition is important, even if it doesn’t explicitly show in your P & L statement. This is the cost that it takes to acquire your customers, both in total and broken down to a per customer basis. This is important to know as far as general profitability, unit profitability, and in a marginal cost sense. Marginal cost is that associated with producing one additional unit.
Components of customer acquisition cost may include advertising, direct sales expense including sales commissions, and affiliate marketing expense. If we make an assumption on how many products a customer will buy or dollar value spent per customer, we can calculate the cost per product. So if we plan to spend 10,000 dollars in those three categories to acquire our customers from the previous example, then we would have a one dollar per unit acquisition cost. A related concept is LTV or lifetime value of a customer which is the estimated lifetime dollar amount spent per customer.
Of course, one can see how different marketing programs might influence what total revenue the acquisition expense might be. I’ll discuss this separately when we examine scenario analysis.
We can now take a look at the remaining expense items in your projected Profit & Loss statement.
The next general expense category is called S, G & A, or Selling, General and Administrative expense. This includes important items such as compensation (salaries and fringe benefits), rent, travel, office supplies. It also includes marketing expenses that we’ve quantified above. The largest component is usually compensation. Carefully analyze what personnel you will need. Determine what the average salary is and the number of people. A good rule of thumb is to add 30% for fringe benefits, but this will vary depending on the benefits you offer and what jurisdiction you operate in (ex: state workers compensation).
In the next article in the series we will continue with SG&A and other expenses in your business plan.