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30+ Business Plan Questions & Step-By-Step Business Plan Guide

22 March 2024

Table Of Contents

• 30+ Business Plan Question s

8 Steps to Creating a Full-Proof Business Plan

• SurveySparrow: The Best Business Plan Tool

Whether in business, marketing, or sales, you know how crucial a solid business plan is to your success. It’s not just about getting started—it’s about setting a clear direction for growth and innovation. This blog is your first step toward clarity and strategy.

Creating a comprehensive business plan is critical for entrepreneurs and business owners. It serves as a roadmap for your business and helps secure funding from investors and banks.

A well-crafted business plan should address key areas of your business, providing a detailed overview of its objectives, strategies, and financial projections.

Here’s a guide structured around crucial categories, each followed by pertinent business plan questions that will help in developing a robust business plan

30 Critical Business Plan Questions to Ask

Whether you’re steering a startup toward uncharted territories, aiming to elevate an established brand, or driving relentless sales growth, your business plan is the compass that guides your strategy, operations, and financial foresight.

Understanding this, we’ve compiled 30 questions designed to ignite your planning process and refine your business strategy.

Here we go.

Executive Summary

• What is your business’s mission statement?
• What products or services does your business offer?
• Who are the founders, and what is their background?
• What is the current stage of the business (concept, start-up, expansion)?
• What are the key financial highlights?

Market Analysis

6. Who is your target market, and how large is it? 7. What are the current trends and growth in your industry? 8. Who are your competitors, and what are their strengths and weaknesses? 9. How does your business fit into the market? 10. What is your unique value proposition?

Wait, wouldn’t you need a survey to run these questions and gather feedback? What if I told you that you can do that easily with Surveysparrow .

If you’re ready to chart your business path, grab our Free Business Plan Questionnaire Template . Begin your journey to success now.

Sign up for free with your email and start using it right away.

 Marketing and Sales Strategy

11. How will you reach your target market (marketing channels)? 12. What is your pricing strategy? 13. How do you plan to sell your product or service? 14. What is your sales forecast for the first year? 15. How will you measure the success of your marketing efforts?

Operations Plan

16. What is the location of your business, and why? 17. What facilities and equipment do you need? 18. Who are your suppliers, and what are your supply chain logistics? 19. What is the production process? 20. How will you ensure quality control and customer service?

Management and Organization

21. Who makes up the management team, and what are their roles? 22. How does your organizational structure look? 23. What are the backgrounds of your team members? 24. What gaps in expertise or knowledge exist in your team? 25. How will you fill these gaps (hiring, advisors, etc.)?

Financial Plan

26. What are your startup costs? 27. What is your break-even analysis? 28. What are your projected profit and loss statements for the first 1-3 years? 29. What are your cash flow projections? 30. What are the assumptions underlying your financial projections?

By carefully answering these questions, you can construct a thorough business plan that addresses all the critical components needed for your business’s success. Remember, a business plan is not a static document; it should evolve as your business grows and adapts to market changes.

• A Journey Begins: Identifying the Problem
• The Voyage of Discovery: Defining Your Customers
• The Battle Plan: Reaching Your Customers
• Understanding the Landscape: Identifying Your Competitors
• The Strategy Map: Outlining Your Operational Plan
• Charting the Course: Defining Your Business Structure
• The Guardian of Your Venture: Creating a Risk Management Plan
• Calculating the Costs: Budgeting and Financial Projections

1. Identify the Problem

Just as any memorable journey starts with a step, every successful business starts with identifying a problem.

The burning question to answer here is: what problem is your business attempting to solve? Remember, the more specific the issue, the better your chances of designing a unique solution that customers will flock to.

2. Define Your Customers

Identifying your target customer is crucial in the business planning process. This involves understanding and defining your potential customers’ specific demographics, psychographics, behaviors, and needs.

By doing this, you can tailor your products, services, and marketing strategies to meet their specific needs. The more precisely you can define your target audience , the more effectively you can serve them and set your business up for success.

3. Reach Your Customers

Now that You’ve discovered your target customers. Now comes the next challenge: How do you reach them?

Consider all possible marketing channels. Will it be social media? Email newsletters? Influencer partnerships? The choice is yours, but ensure it aligns with where your customers spend their time. After all, there’s no point in sending smoke signals if your customers are tuned into the radio.

 4. Identify Your Competitors

Now you have your bearings; it’s time to study the lay of the land. This means understanding your competition. The question is: Who are they, and how do they solve the same problem?

Understanding your competitors will help you differentiate your business and position it uniquely in the market. After all, in the quest for customer loyalty, your unique selling proposition (USP) is your Excalibur.

 5. Outline Your Operational Plan

So, you’ve identified the problem, defined your customers, planned your marketing, and sized up the competition. You’re almost ready to set sail. But first, there’s another significant piece of the business puzzle to put in place: your operational plan.

Your operational plan should include a detailed plan for sourcing deals. Using the Grata data deal sourcing platform can further help streamline this process and ensure you have access to the most relevant and up-to-date information.

How will your business function day-to-day? What resources will you need? Answering these business plan questions will help you create a clear blueprint of your business operations, ensuring your venture runs as smoothly as a well-oiled machine.

6. Define Your Business Structure

One question that’s often overlooked in the excitement of crafting business plans is this: What is your business structure? Sole proprietorship, partnership, corporation, or LLC ?

Your business structure will significantly affect taxation, liability, and other legalities. It’s like choosing the right ship for your journey – you need one that will safely weather the storms of your entrepreneurial voyage.

7. Create a Risk Management Plan

In the entrepreneurship journey, bumps and detours are part of the course. Having a risk management plan is essential. The business plan question is: What potential obstacles might you face, and how will you mitigate them?

A well-thought-out risk management plan ensures you’re prepared for the challenges ahead.

8. Create Budget and Financial Projections

Now, onto the numbers. What will be the cost of starting and running your business? How soon before you break even? Financial forecasts might seem as daunting as navigating uncharted waters, but they’re vital in answering the essential business-related question : Will your venture be financially viable?

How Can SurveySparrow Help You in Critical Business Planning

With SurveySparrow by your side, you’re never alone in your business planning journey. Its extensive suite of customer and employee experience tools offers invaluable insights to help answer all these key questions in your business plan.

Use SurveySparrow to conduct comprehensive market research, understand customer behavior, and even keep tabs on employee satisfaction. With this trusty tool, you’re well-equipped to answer all your business plan questions, ensuring your entrepreneurial journey is successful.

Here’s how you can do it.

Market Research : SurveySparrow allows you to design and distribute surveys to gather insights about your market. You can explore potential customer needs, preferences, and pain points and evaluate market trends and size, all of which are critical inputs for your business plan.

Customer Segmentation and Profiling : Using SurveySparrow, you can categorize your potential customers based on their preferences, behavior, demographics, and more. This can help you define your target market, tailor your offerings, and devise effective marketing strategies.

Competitor Analysis : By surveying consumers, you can gain insights about your competitors – their strengths, weaknesses, and what customers think of them. This data can be vital in positioning your business uniquely in the market.

Pricing Strategy : You can use surveys to understand what customers are willing to pay for your product or service, helping you devise a suitable pricing strategy.

Risk Assessment : Use surveys to gather feedback about potential risks or barriers to your business. Understanding these risks in advance can help you form strategies to mitigate them.

Employee Engagement : If you plan to have employees, understanding their needs and expectations is crucial for crafting your operations plan and culture. SurveySparrow can assist with gathering employee feedback and gauging engagement .

Product Testing : Before launching, you can use SurveySparrow to get feedback on your product or service. This can help you fine-tune it according to your target market’s needs and preferences.

Financial Projections : The data you gather from customer and market surveys can help inform your sales forecasts and financial projections, key business plan components .

In short, SurveySparrow can offer a wealth of information, helping you answer the critical questions in your business plan. You’re better equipped to create a robust, data-driven business plan by leveraging these tools.

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That’s All of It.

Remember, every successful business starts with a comprehensive business plan. And every comprehensive business plan starts with answering the right questions. So, go ahead and take the plunge. Your entrepreneurial journey awaits, and with SurveySparrow as your co-pilot, you’re set for an exciting voyage.

After all, the sky’s the limit regarding what you can achieve in the business world. Onwards and upwards, future tycoons!

Passionate, eidetic, and a writer at large.

Growth Marketer at SurveySparrow

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135 Business Plan Questions

Embarking on the business journey of your dreams begins with a robust business plan. This plan is not just a document—it’s the roadmap to your success, painting a clear picture of where you’re headed and how you plan to get there.

Whether you’re a seasoned entrepreneur or a hopeful startup pioneer, the questions I’ve compiled are designed as your compass, guiding you through the intricate landscape of business strategy.

From your executive summary to the details of your financial projections, each question serves to dig deep into the essence of your vision, solidifying your plan with precision and care.

Table of Contents

Executive Summary

• What is the core mission of your business?
• How would you describe your company’s business model in simple terms?
• What unique problem does your business solve for its customers?
• What are the short-term and long-term goals of the company?
• Who are the intended clients or customers of your business?
• What is the vision statement for your business?
• Who are the founders and key team members, and what are their roles?
• How does your company set itself apart from the competition?
• What are the main achievements or milestones of your business to date?
• What key opportunities do you see in the market?
• How much funding are you seeking, and how will it be used?
• What are the main products or services your company offers?
• What is the current stage of your business (concept, start-up, growth)?
• How do you see your company evolving in the next five years?
• Can you summarize the financial outlook and projections for your company?

Company Description Considerations

• What is the legal structure of your business (e.g., sole proprietorship, LLC, corporation)?
• How did the idea for the business originate, and how has it been developed?
• Who are the target customers, and why will they choose your business?
• What are the key elements of your business’s operations?
• What are the specific advantages of your location or facilities, if any?
• How does your company’s history and background set it up for success?
• What business sector or industry does your company fall under?
• How does your company contribute to the economy and community?
• What partnerships or collaborations are essential to your business?
• What are the core values and culture of your company?
• How does your business respond to changes in the market?
• What relevant certifications, licenses, or permits does your business hold?
• What are the main risks and challenges your business faces?
• What role does sustainability play in your company’s operations?
• How does diversity and inclusion manifest in your company?

Market Analysis

• Who is your primary target market, and what are their defining characteristics?
• How large is the target market, and what is its projected growth?
• What are the trends and themes currently shaping your target market?
• Who are your top competitors, and what are their strengths and weaknesses?
• What is your market share, or what market share do you project to capture?
• How do your target customers make their purchasing decisions?
• What factors influence the demand for your products or services?
• What barriers to entry exist in your market, and how can they be overcome?
• How does pricing play a role in your market position?
• What is your value proposition to customers in comparison to competitors?
• How might technology impact your market in the future?
• What are the legal or regulatory factors affecting your market?
• How have external factors like the economy affected your market historically?
• How does geography affect your market and business model?
• What are the risks associated with your target market?

Organization and Management Structure

• Who comprises the leadership team, and what are their backgrounds?
• What is the organizational structure of your business?
• How will your management team help achieve the business’s goals?
• What gaps exist in your current team, and how do you plan to fill them?
• What are the roles and responsibilities of your management team members?
• How does the management structure align with your business strategy?
• How does your team make decisions and communicate internally?
• What systems are in place for performance management and accountability?
• What is your plan for recruiting and retaining skilled employees?
• How do you approach leadership development and training?
• How does the current team’s expertise align with the business goals?
• What are the board of directors’ roles, if applicable?
• How do you plan to create a productive company culture?
• What external advisors or consultants does the business use, and why?
• How have you planned for succession in key management roles?

Service or Product Line Inquiry

• What are the main products or services your business offers?
• How do these products or services fulfill customer needs?
• What is unique about your products or services?
• How does product/service quality compare to competitors?
• What is the lifecycle of your products or services?
• How is your product or service produced or delivered?
• Are there any patents, copyrights, or trademarks involved?
• What research and development activities are you pursuing?
• How do you plan to expand your product or service range?
• What customer feedback have you received about your product or service?
• How does your product or service adapt to changes in the market?
• What is the pricing strategy for your products or services?
• How does your product or service contribute to your brand image?
• What are the future plans for developing your product or service?
• How do warranty or guarantee terms play into your offering?

Marketing and Sales Strategies

• What marketing channels will you use to reach your target audience?
• How will you position your company within the market?
• What promotional strategies will you utilize to attract customers?
• What is your sales forecast for the first year and beyond?
• How will you set sales targets and measure success?
• What sales tactics will you employ to enhance customer acquisition?
• How will your marketing and sales strategies evolve as the business grows?
• What is your approach to online and social media marketing?
• What customer relationship management processes will you put in place?
• How do you plan to establish your brand identity?
• What partnerships or sponsorships will you leverage to enhance marketing?
• What are your strategies for repeat business and customer loyalty?
• What is your process for tracking marketing ROI?
• How do customer service and support fit into your sales strategy?
• How does your marketing strategy cater to different customer segments?

Funding Request Fundamentals

• How much total funding is required to reach your business objectives?
• What specific purposes will the funding be used for?
• What is your proposed timeline for the utilization of funds?
• What types of funding (e.g., equity, loan) are you pursuing?
• How will investors or lenders get a return on their investment?
• What is the current financial position of the business?
• How much equity are you willing to exchange for investment?
• What are the key financial milestones that the funding will help achieve?
• What are the terms you’re seeking for any loans?
• How do you plan to manage cash flow and ensure financial stability?
• What collateral, if any, are you offering to back up your funding request?
• How does the funding impact your business’s financial projections?
• What is the exit strategy for investors?
• How will additional funding influence your strategic business decisions?
• What contingencies do you have in place if you don’t secure the expected funding?

Financial Projections and Feasibility

• What are your financial forecasts for the next three to five years?
• How did you arrive at your revenue and expense estimates?
• What are the key assumptions underlying your financial projections?
• What are the projected cash flow statements for the next few years?
• What is your break-even analysis showing?
• What are your strategies for maintaining a healthy profit margin?
• How do you plan to monitor and manage financial risks?
• What is your approach to pricing and cost control?
• How will you balance reinvestment in the business with profitability?
• What financial metrics will you use to gauge business performance?
• How will you handle unexpected financial shortfalls or emergencies?
• What is your strategy for financial record-keeping and accounting?
• How do customer payment terms and cycles affect your cash flow?
• What financial software or tools do you use for projections?
• How will financial trends and economic conditions potentially impact your projections?

Appendix and Supporting Documents

• What supporting documents will you include in the appendix?
• How will these documents reinforce your business plan’s credibility?
• What resumes or biographies of your team members will you present?
• What legal documents are relevant to include (e.g., licenses, permits)?
• How can we access extensive market studies mentioned in the plan?
• What are your key technical product specifications or service descriptions?
• How do your financial statements and accounting documents get audited?
• What testimonials or case studies from customers can you showcase?
• What press coverage or media mentions has your business received?
• Can you provide industry endorsements or expert opinions?
• How will technology prototypes or demos be made available for review?
• What are your policies and procedures manuals like?
• How do your charts, graphs, and tables support your plan’s data?
• What correspondence or contracts with suppliers/partners are appropriate to include?
• How does your intellectual property documentation reflect on your business’s value?

Frequently Asked Questions

Can i write a business plan myself, or should i hire a professional.

Writing a business plan yourself is possible, especially with the aid of specific questions that cover all business aspects. However, hiring a professional can provide expertise and a polished result, particularly if you seek significant funding.

How often should I update my business plan?

Regular updates are crucial—annually at minimum or more often if your business is rapidly changing. This keeps your business plan relevant and useful as a dynamic, guiding document.

What’s the most critical part of a business plan?

While all sections are important, the Executive Summary is critical as it’s often the first (and sometimes only) part read by potential investors or partners. Clear and compelling financial projections are also vital for potential funders.

Final Thoughts

As your blueprint comes together, remember that the strength of your business plan lies in its details and its ability to represent the vision and practicalities of your enterprise honestly.

The questions outlined will challenge you to think critically, anticipate future hurdles, and prepare for success. With these comprehensive inquiries as your cornerstone, you can turn your business from a dream into an actionable, thriving reality.

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Bea Mariel Saulo

How to Write a Business Plan: Step-by-Step Guide + Examples

Noah Parsons

24 min. read

Updated April 17, 2024

Writing a business plan doesn’t have to be complicated. 

In this step-by-step guide, you’ll learn how to write a business plan that’s detailed enough to impress bankers and potential investors, while giving you the tools to start, run, and grow a successful business.

• The basics of business planning

If you’re reading this guide, then you already know why you need a business plan . 

You understand that planning helps you: 

• Raise money
• Grow strategically
• Keep your business on the right track 

As you start to write your plan, it’s useful to zoom out and remember what a business plan is .

At its core, a business plan is an overview of the products and services you sell, and the customers that you sell to. It explains your business strategy: how you’re going to build and grow your business, what your marketing strategy is, and who your competitors are.

Most business plans also include financial forecasts for the future. These set sales goals, budget for expenses, and predict profits and cash flow. 

A good business plan is much more than just a document that you write once and forget about. It’s also a guide that helps you outline and achieve your goals. 

After completing your plan, you can use it as a management tool to track your progress toward your goals. Updating and adjusting your forecasts and budgets as you go is one of the most important steps you can take to run a healthier, smarter business. 

We’ll dive into how to use your plan later in this article.

There are many different types of plans , but we’ll go over the most common type here, which includes everything you need for an investor-ready plan. However, if you’re just starting out and are looking for something simpler—I recommend starting with a one-page business plan . It’s faster and easier to create. 

It’s also the perfect place to start if you’re just figuring out your idea, or need a simple strategic plan to use inside your business.

Dig deeper : How to write a one-page business plan

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• What to include in your business plan

Executive summary

The executive summary is an overview of your business and your plans. It comes first in your plan and is ideally just one to two pages. Most people write it last because it’s a summary of the complete business plan.

Ideally, the executive summary can act as a stand-alone document that covers the highlights of your detailed plan. 

In fact, it’s common for investors to ask only for the executive summary when evaluating your business. If they like what they see in the executive summary, they’ll often follow up with a request for a complete plan, a pitch presentation , or more in-depth financial forecasts .

Your executive summary should include:

• A summary of the problem you are solving
• A description of your product or service
• An overview of your target market
• A brief description of your team
• A summary of your financials
• Your funding requirements (if you are raising money)

Dig Deeper: How to write an effective executive summary

Products and services description

This is where you describe exactly what you’re selling, and how it solves a problem for your target market. The best way to organize this part of your plan is to start by describing the problem that exists for your customers. After that, you can describe how you plan to solve that problem with your product or service. 

This is usually called a problem and solution statement .

To truly showcase the value of your products and services, you need to craft a compelling narrative around your offerings. How will your product or service transform your customers’ lives or jobs? A strong narrative will draw in your readers.

This is also the part of the business plan to discuss any competitive advantages you may have, like specific intellectual property or patents that protect your product. If you have any initial sales, contracts, or other evidence that your product or service is likely to sell, include that information as well. It will show that your idea has traction , which can help convince readers that your plan has a high chance of success.

Market analysis

Your target market is a description of the type of people that you plan to sell to. You might even have multiple target markets, depending on your business. 

A market analysis is the part of your plan where you bring together all of the information you know about your target market. Basically, it’s a thorough description of who your customers are and why they need what you’re selling. You’ll also include information about the growth of your market and your industry .

Try to be as specific as possible when you describe your market. 

Include information such as age, income level, and location—these are what’s called “demographics.” If you can, also describe your market’s interests and habits as they relate to your business—these are “psychographics.” 

Related: Target market examples

Essentially, you want to include any knowledge you have about your customers that is relevant to how your product or service is right for them. With a solid target market, it will be easier to create a sales and marketing plan that will reach your customers. That’s because you know who they are, what they like to do, and the best ways to reach them.

Next, provide any additional information you have about your market. 

What is the size of your market ? Is the market growing or shrinking? Ideally, you’ll want to demonstrate that your market is growing over time, and also explain how your business is positioned to take advantage of any expected changes in your industry.

Dig Deeper: Learn how to write a market analysis

Competitive analysis

Part of defining your business opportunity is determining what your competitive advantage is. To do this effectively, you need to know as much about your competitors as your target customers. 

Every business has some form of competition. If you don’t think you have competitors, then explore what alternatives there are in the market for your product or service. 

For example: In the early years of cars, their main competition was horses. For social media, the early competition was reading books, watching TV, and talking on the phone.

A good competitive analysis fully lays out the competitive landscape and then explains how your business is different. Maybe your products are better made, or cheaper, or your customer service is superior. Maybe your competitive advantage is your location – a wide variety of factors can ultimately give you an advantage.

Dig Deeper: How to write a competitive analysis for your business plan

Marketing and sales plan

The marketing and sales plan covers how you will position your product or service in the market, the marketing channels and messaging you will use, and your sales tactics. 

The best place to start with a marketing plan is with a positioning statement . 

This explains how your business fits into the overall market, and how you will explain the advantages of your product or service to customers. You’ll use the information from your competitive analysis to help you with your positioning. 

For example: You might position your company as the premium, most expensive but the highest quality option in the market. Or your positioning might focus on being locally owned and that shoppers support the local economy by buying your products.

Once you understand your positioning, you’ll bring this together with the information about your target market to create your marketing strategy . 

This is how you plan to communicate your message to potential customers. Depending on who your customers are and how they purchase products like yours, you might use many different strategies, from social media advertising to creating a podcast. Your marketing plan is all about how your customers discover who you are and why they should consider your products and services. 

While your marketing plan is about reaching your customers—your sales plan will describe the actual sales process once a customer has decided that they’re interested in what you have to offer. 

If your business requires salespeople and a long sales process, describe that in this section. If your customers can “self-serve” and just make purchases quickly on your website, describe that process. 

A good sales plan picks up where your marketing plan leaves off. The marketing plan brings customers in the door and the sales plan is how you close the deal.

Together, these specific plans paint a picture of how you will connect with your target audience, and how you will turn them into paying customers.

Dig deeper: What to include in your sales and marketing plan

Business operations

The operations section describes the necessary requirements for your business to run smoothly. It’s where you talk about how your business works and what day-to-day operations look like. 

Depending on how your business is structured, your operations plan may include elements of the business like:

• Supply chain management
• Manufacturing processes
• Equipment and technology
• Distribution

Some businesses distribute their products and reach their customers through large retailers like Amazon.com, Walmart, Target, and grocery store chains. 

These businesses should review how this part of their business works. The plan should discuss the logistics and costs of getting products onto store shelves and any potential hurdles the business may have to overcome.

If your business is much simpler than this, that’s OK. This section of your business plan can be either extremely short or more detailed, depending on the type of business you are building.

For businesses selling services, such as physical therapy or online software, you can use this section to describe the technology you’ll leverage, what goes into your service, and who you will partner with to deliver your services.

Dig Deeper: Learn how to write the operations chapter of your plan

Key milestones and metrics

Although it’s not required to complete your business plan, mapping out key business milestones and the metrics can be incredibly useful for measuring your success.

Good milestones clearly lay out the parameters of the task and set expectations for their execution. You’ll want to include:

• A description of each task
• The proposed due date
• Who is responsible for each task

If you have a budget, you can include projected costs to hit each milestone. You don’t need extensive project planning in this section—just list key milestones you want to hit and when you plan to hit them. This is your overall business roadmap. 

Possible milestones might be:

• Website launch date
• Store or office opening date
• First significant sales
• Break even date
• Business licenses and approvals

You should also discuss the key numbers you will track to determine your success. Some common metrics worth tracking include:

• Conversion rates
• Customer acquisition costs
• Profit per customer
• Repeat purchases

It’s perfectly fine to start with just a few metrics and grow the number you are tracking over time. You also may find that some metrics simply aren’t relevant to your business and can narrow down what you’re tracking.

Dig Deeper: How to use milestones in your business plan

Organization and management team

Investors don’t just look for great ideas—they want to find great teams. Use this chapter to describe your current team and who you need to hire . You should also provide a quick overview of your location and history if you’re already up and running.

Briefly highlight the relevant experiences of each key team member in the company. It’s important to make the case for why yours is the right team to turn an idea into a reality. 

Do they have the right industry experience and background? Have members of the team had entrepreneurial successes before? 

If you still need to hire key team members, that’s OK. Just note those gaps in this section.

Your company overview should also include a summary of your company’s current business structure . The most common business structures include:

• Sole proprietor
• Partnership

Be sure to provide an overview of how the business is owned as well. Does each business partner own an equal portion of the business? How is ownership divided? 

Potential lenders and investors will want to know the structure of the business before they will consider a loan or investment.

Dig Deeper: How to write about your company structure and team

Financial plan

Last, but certainly not least, is your financial plan chapter. 

Entrepreneurs often find this section the most daunting. But, business financials for most startups are less complicated than you think, and a business degree is certainly not required to build a solid financial forecast. 

A typical financial forecast in a business plan includes the following:

• Sales forecast : An estimate of the sales expected over a given period. You’ll break down your forecast into the key revenue streams that you expect to have.
• Expense budget : Your planned spending such as personnel costs , marketing expenses, and taxes.
• Profit & Loss : Brings together your sales and expenses and helps you calculate planned profits.
• Cash Flow : Shows how cash moves into and out of your business. It can predict how much cash you’ll have on hand at any given point in the future.
• Balance Sheet : A list of the assets, liabilities, and equity in your company. In short, it provides an overview of the financial health of your business. 

A strong business plan will include a description of assumptions about the future, and potential risks that could impact the financial plan. Including those will be especially important if you’re writing a business plan to pursue a loan or other investment.

Dig Deeper: How to create financial forecasts and budgets

This is the place for additional data, charts, or other information that supports your plan.

Including an appendix can significantly enhance the credibility of your plan by showing readers that you’ve thoroughly considered the details of your business idea, and are backing your ideas up with solid data.

Just remember that the information in the appendix is meant to be supplementary. Your business plan should stand on its own, even if the reader skips this section.

Dig Deeper : What to include in your business plan appendix

Optional: Business plan cover page

Adding a business plan cover page can make your plan, and by extension your business, seem more professional in the eyes of potential investors, lenders, and partners. It serves as the introduction to your document and provides necessary contact information for stakeholders to reference.

Your cover page should be simple and include:

• Company logo
• Business name
• Value proposition (optional)
• Business plan title
• Completion and/or update date
• Address and contact information
• Confidentiality statement

Just remember, the cover page is optional. If you decide to include it, keep it very simple and only spend a short amount of time putting it together.

Dig Deeper: How to create a business plan cover page

How to use AI to help write your business plan

Generative AI tools such as ChatGPT can speed up the business plan writing process and help you think through concepts like market segmentation and competition. These tools are especially useful for taking ideas that you provide and converting them into polished text for your business plan.

The best way to use AI for your business plan is to leverage it as a collaborator , not a replacement for human creative thinking and ingenuity. 

AI can come up with lots of ideas and act as a brainstorming partner. It’s up to you to filter through those ideas and figure out which ones are realistic enough to resonate with your customers. 

There are pros and cons of using AI to help with your business plan . So, spend some time understanding how it can be most helpful before just outsourcing the job to AI.

Learn more: 10 AI prompts you need to write a business plan

• Writing tips and strategies

To help streamline the business plan writing process, here are a few tips and key questions to answer to make sure you get the most out of your plan and avoid common mistakes .  

Determine why you are writing a business plan

Knowing why you are writing a business plan will determine your approach to your planning project. 

For example: If you are writing a business plan for yourself, or just to use inside your own business , you can probably skip the section about your team and organizational structure. 

If you’re raising money, you’ll want to spend more time explaining why you’re looking to raise the funds and exactly how you will use them.

Regardless of how you intend to use your business plan , think about why you are writing and what you’re trying to get out of the process before you begin.

Keep things concise

Probably the most important tip is to keep your business plan short and simple. There are no prizes for long business plans . The longer your plan is, the less likely people are to read it. 

So focus on trimming things down to the essentials your readers need to know. Skip the extended, wordy descriptions and instead focus on creating a plan that is easy to read —using bullets and short sentences whenever possible.

Have someone review your business plan

Writing a business plan in a vacuum is never a good idea. Sometimes it’s helpful to zoom out and check if your plan makes sense to someone else. You also want to make sure that it’s easy to read and understand.

Don’t wait until your plan is “done” to get a second look. Start sharing your plan early, and find out from readers what questions your plan leaves unanswered. This early review cycle will help you spot shortcomings in your plan and address them quickly, rather than finding out about them right before you present your plan to a lender or investor.

If you need a more detailed review, you may want to explore hiring a professional plan writer to thoroughly examine it.

Use a free business plan template and business plan examples to get started

Knowing what information to include in a business plan is sometimes not quite enough. If you’re struggling to get started or need additional guidance, it may be worth using a business plan template. 

There are plenty of great options available (we’ve rounded up our 8 favorites to streamline your search).

But, if you’re looking for a free downloadable business plan template , you can get one right now; download the template used by more than 1 million businesses. 

Or, if you just want to see what a completed business plan looks like, check out our library of over 550 free business plan examples . 

We even have a growing list of industry business planning guides with tips for what to focus on depending on your business type.

Common pitfalls and how to avoid them

It’s easy to make mistakes when you’re writing your business plan. Some entrepreneurs get sucked into the writing and research process, and don’t focus enough on actually getting their business started. 

Here are a few common mistakes and how to avoid them:

Not talking to your customers : This is one of the most common mistakes. It’s easy to assume that your product or service is something that people want. Before you invest too much in your business and too much in the planning process, make sure you talk to your prospective customers and have a good understanding of their needs.

• Overly optimistic sales and profit forecasts: By nature, entrepreneurs are optimistic about the future. But it’s good to temper that optimism a little when you’re planning, and make sure your forecasts are grounded in reality. 
• Spending too much time planning: Yes, planning is crucial. But you also need to get out and talk to customers, build prototypes of your product and figure out if there’s a market for your idea. Make sure to balance planning with building.
• Not revising the plan: Planning is useful, but nothing ever goes exactly as planned. As you learn more about what’s working and what’s not—revise your plan, your budgets, and your revenue forecast. Doing so will provide a more realistic picture of where your business is going, and what your financial needs will be moving forward.
• Not using the plan to manage your business: A good business plan is a management tool. Don’t just write it and put it on the shelf to collect dust – use it to track your progress and help you reach your goals.
• Presenting your business plan

The planning process forces you to think through every aspect of your business and answer questions that you may not have thought of. That’s the real benefit of writing a business plan – the knowledge you gain about your business that you may not have been able to discover otherwise.

With all of this knowledge, you’re well prepared to convert your business plan into a pitch presentation to present your ideas. 

A pitch presentation is a summary of your plan, just hitting the highlights and key points. It’s the best way to present your business plan to investors and team members.

Dig Deeper: Learn what key slides should be included in your pitch deck

Use your business plan to manage your business

One of the biggest benefits of planning is that it gives you a tool to manage your business better. With a revenue forecast, expense budget, and projected cash flow, you know your targets and where you are headed.

And yet, nothing ever goes exactly as planned – it’s the nature of business.

That’s where using your plan as a management tool comes in. The key to leveraging it for your business is to review it periodically and compare your forecasts and projections to your actual results.

Start by setting up a regular time to review the plan – a monthly review is a good starting point. During this review, answer questions like:

• Did you meet your sales goals?
• Is spending following your budget?
• Has anything gone differently than what you expected?

Now that you see whether you’re meeting your goals or are off track, you can make adjustments and set new targets. 

Maybe you’re exceeding your sales goals and should set new, more aggressive goals. In that case, maybe you should also explore more spending or hiring more employees. 

Or maybe expenses are rising faster than you projected. If that’s the case, you would need to look at where you can cut costs.

A plan, and a method for comparing your plan to your actual results , is the tool you need to steer your business toward success.

Learn More: How to run a regular plan review

Free business plan templates and examples

Kickstart your business plan writing with one of our free business plan templates or recommended tools.

Free business plan template

Download a free SBA-approved business plan template built for small businesses and startups.

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How to write a business plan FAQ

What is a business plan?

A document that describes your business , the products and services you sell, and the customers that you sell to. It explains your business strategy, how you’re going to build and grow your business, what your marketing strategy is, and who your competitors are.

What are the benefits of a business plan?

A business plan helps you understand where you want to go with your business and what it will take to get there. It reduces your overall risk, helps you uncover your business’s potential, attracts investors, and identifies areas for growth.

Having a business plan ultimately makes you more confident as a business owner and more likely to succeed for a longer period of time.

What are the 7 steps of a business plan?

The seven steps to writing a business plan include:

• Write a brief executive summary
• Describe your products and services.
• Conduct market research and compile data into a cohesive market analysis.
• Describe your marketing and sales strategy.
• Outline your organizational structure and management team.
• Develop financial projections for sales, revenue, and cash flow.
• Add any additional documents to your appendix.

What are the 5 most common business plan mistakes?

There are plenty of mistakes that can be made when writing a business plan. However, these are the 5 most common that you should do your best to avoid:

• 1. Not taking the planning process seriously.
• Having unrealistic financial projections or incomplete financial information.
• Inconsistent information or simple mistakes.
• Failing to establish a sound business model.
• Not having a defined purpose for your business plan.

What questions should be answered in a business plan?

Writing a business plan is all about asking yourself questions about your business and being able to answer them through the planning process. You’ll likely be asking dozens and dozens of questions for each section of your plan.

However, these are the key questions you should ask and answer with your business plan:

• How will your business make money?
• Is there a need for your product or service?
• Who are your customers?
• How are you different from the competition?
• How will you reach your customers?
• How will you measure success?

How long should a business plan be?

The length of your business plan fully depends on what you intend to do with it. From the SBA and traditional lender point of view, a business plan needs to be whatever length necessary to fully explain your business. This means that you prove the viability of your business, show that you understand the market, and have a detailed strategy in place.

If you intend to use your business plan for internal management purposes, you don’t necessarily need a full 25-50 page business plan. Instead, you can start with a one-page plan to get all of the necessary information in place.

What are the different types of business plans?

While all business plans cover similar categories, the style and function fully depend on how you intend to use your plan. Here are a few common business plan types worth considering.

Traditional business plan: The tried-and-true traditional business plan is a formal document meant to be used when applying for funding or pitching to investors. This type of business plan follows the outline above and can be anywhere from 10-50 pages depending on the amount of detail included, the complexity of your business, and what you include in your appendix.

Business model canvas: The business model canvas is a one-page template designed to demystify the business planning process. It removes the need for a traditional, copy-heavy business plan, in favor of a single-page outline that can help you and outside parties better explore your business idea.

One-page business plan: This format is a simplified version of the traditional plan that focuses on the core aspects of your business. You’ll typically stick with bullet points and single sentences. It’s most useful for those exploring ideas, needing to validate their business model, or who need an internal plan to help them run and manage their business.

Lean Plan: The Lean Plan is less of a specific document type and more of a methodology. It takes the simplicity and styling of the one-page business plan and turns it into a process for you to continuously plan, test, review, refine, and take action based on performance. It’s faster, keeps your plan concise, and ensures that your plan is always up-to-date.

What’s the difference between a business plan and a strategic plan?

A business plan covers the “who” and “what” of your business. It explains what your business is doing right now and how it functions. The strategic plan explores long-term goals and explains “how” the business will get there. It encourages you to look more intently toward the future and how you will achieve your vision.

However, when approached correctly, your business plan can actually function as a strategic plan as well. If kept lean, you can define your business, outline strategic steps, and track ongoing operations all with a single plan.

See why 1.2 million entrepreneurs have written their business plans with LivePlan

Noah is the COO at Palo Alto Software, makers of the online business plan app LivePlan. He started his career at Yahoo! and then helped start the user review site Epinions.com. From there he started a software distribution business in the UK before coming to Palo Alto Software to run the marketing and product teams.

Table of Contents

• Use AI to help write your plan
• Common planning mistakes
• Manage with your business plan
• Templates and examples

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50 Questions Your Business Plan Should Answer

S adly, most investors don't read business plans. However, writing one is the only way you will be able to answer the following 50 questions which an investor will ask you:

1. What is the price of your product or service and why?

2. How much capital is required to execute your business plan?

3. How much is the company is worth?

4. What existing products/services does your company provide?

5. What is the use of the proceeds?

6. On a summary basis, what is the historical financial performance of the company (even if, and perhaps particularly if, you have no revenues)?

7. On a summary basis, what is the projected financial performance of the company?

8. What new products/services are being developed and when will they be ready for market?

9. What is the size of the market for your product in dollars?

10. What is the size of the market in terms of units?

11. How has the market for the product/service changed over the past 5 years and why?

12. How do you anticipate it will change going forward?

13. At what rate is the market for your product growing?

14. Is the competition highly concentrated or highly fragmented?

15. What is your distribution channel and why is it the best one?

16. On a broad level, what are the elements of your marketing strategy?

17. What does it cost to generate a lead, and what is the ratio of leads to sales?

18. What funding is being allocated to new product development from the financing and from ongoing operations?

19. How many potential customers have you talked to?

20. What are the gross and margins on your product/service? Why are they superior or inferior to a competitor?

21. What is your assumptions on the bad debt and collection period for outstanding receivables?

22. What are your working capital needs once sales take off and how will these needs be addressed?

23. What will happen to gross and operating margins as sales rise and why?

24. What percentage of your sales are recurring?

25. Who are your top five executives and what is their professional and educational background?

26. What regulatory or legal threats are present?

27. Are there international markets for this product and is the company positioned to take advantage of them?

28. Who is the largest competitor in your industry?

29. What criteria will be used to choose locations for geographic expansion?

30. How will you get this product into mass market distribution channels?

31. Is the product/service patented?

32. Who are your suppliers and or vendors?

33. Do you have more than one for each supplier/vendor of your basic raw materials or services?

34. What are your payment terms with vendors or suppliers?

35. What will cause gross and operating margins to improve as volume increases or decreases?

36. Where is the company located and how many square feet does it lease or own?

37. What is the length of the sales cycle?

38. How did you estimate returns and allowances?

39. How are sales personnel compensated? Incentivized?

40. What, as a percentage of sales, is the industry norm for R&D expenditures?

41. What is the earnings multiple of public companies like yours?

42. What is your immediate marketing objectives?

43. Does the company have a board of directors or advisors?

44. What is the ownership structure of the company? Who else is an owner?

45. How has the company been financed to date? What other financial transactions have occurred in the past?

46. Has the product generated any publicity? Where?

47. How old are the current liabilities on the balance sheet?

48. Who has prepared the historical financial statements and have they been compiled, reviewed or audited?

49. Is there any cyclically in sales?

50. What are the competitive advantages of your products?

The views and opinions expressed herein are the views and opinions of the author and do not necessarily reflect those of Nasdaq, Inc.

David Evanson

David R. Evanson has more than 30 years working in the media, on Wall Street and in media relations. He has worked with investment banks, asset managers, private equity investors and institutional brokers on a variety of marketing and communications challenges. David is also a recognized financial writer, having authored five books on finance and economics, and articles in Barron’s, Forbes, Investment Dealers’ Digest, On Wall Street, Financial Planning and Entrepreneur, among others. David brings to the table a well-developed understanding of the capital markets, investments and corporate finance, and a talent for creating targeted media communications programs for financial services providers.

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Business Plan Questionnaire

Successful business plans clearly explain a company’s business model, objectives, strategies, and competitive advantages. Use our business plan questionnaire below for a list of the questions you should answer in each section of your business plan to ensure clarity and understanding of your business’s hopes and mission. 

Download our Ultimate Business Plan Template here

What Questions Should Be Asked in a Business Plan?

The business plan questionnaire can help you with how to write your business plan . It will give you a concrete set of directions for the future and allow you to further examine and learn about the market you are entering. Be sure to provide answers to the following questions in each key section of your business plan.

Executive Summary Questions

You may ask yourself:

• What is the issue your business is addressing?
• How are you solving it?
• What are your business’s strengths?
• Why should an investor be interested in your business?

Company Analysis Questions

Ask yourself the following:

• What is your business’ mission?
• What is your history?
• What are some of your past achievements?
• What is your business’ legal structure?
• Where is your business located?
• Why did you start the business?
• How do you measure your business success?

Industry Analysis Questions

Include the answers to the following questions:

• What is the size of the market?
• What are the characteristics of the market: growth trends, units sold, employment? 
• What factors are influencing growth or decline in the market?
• Are there any barriers to entering the market? 
• Are there any government regulations that affect the market? 

    Finish Your Business Plan Today!

Customer analysis questions.

Be sure to include the following in your analysis:

• What is the size of the target customer market?
• Where are these prospective customers located?
• What are their desires and needs, and how will your business meet those needs?
• In descriptive terms, who is your target market? (what motivates them to purchase, what influences their purchasing decisions) 
• Why will your target customers seek out your business?
• What trends/purchasing shifts could occur in the market?
• How will you monitor customer satisfaction? (e.g., surveys, reviews, etc.)

Competitive Analysis Questions

First, simply focus on your competition and what they are up to.

Address the following:

• Who are your direct competitors? (e.g., other businesses in your genre) What percentage of market share do they occupy?
• Who are your indirect competitors? (e.g., other companies that may not be specified in your business’s genre, but provide similar results to that of your business) 
• What are your competitors’ strengths and weaknesses?
• What are their products and pricing like?

Then, look into your business’ competitive advantage to describe how your business will be better.

• Will you offer more or better features?
• Will you ensure better results for your users?
• Will you offer better pricing?
• Will your customer service be more efficient?
• Will you offer a better overall customer experience?

Marketing Plan Questions

A complete plan will include the following marketing plan sections:

• How will you communicate to your target customers about your product or service?
• Why are you choosing these specific avenues (e.g., website, Social Media, etc.)?
• What materials do you have or need, and what will be the cost of this?
• What do you plan to spend on marketing per prospect and per client?
• How will you retain existing customers?
• How will your business attract publicity?
• What media will you target?
• How will your product or service be delivered to the market?
• How might future changes impact your marketing?
• How will you price your product relative to others in the market to be competitive yet profitable?
• What type of payment will you accept?
• Overall, how will your marketing strategy be effective to your target customers?

Operations Plan Questions

Consider the following:

• What equipment is needed, and what is the cost?
• What are your hours of operation and number of shifts?
• How many employees will you have?
• What are the skill sets required when looking to hire new employees?
• What are your practices for scheduling, managing, and hiring personnel?
• What are the processes you will use to produce and sell your product or service?
• What is your purchasing process?
• How will finished goods be distributed?
• How will quality be measured and improved over time?
• What will your procedures to keep track of inventory look like?

Management Team Questions

In this section, answer the following:

• Who are your founding members and what is their background?
• Who are your support team members and what are their responsibilities? (include position title, person’s name, and role)
• Do you offer any ownership options to attract key management?
• Do you have any Board of Directors?
• Do you have any outside consultants that will work with your business as it grows?
• What is your business’ organizational structure? 

Financial Plan Questions

Your financial plan should include:

• Profit & Loss statement 
• Cash flow statement
• Balance sheet
• Sales volume forecast
• Personnel plan
• Break-even analysis

Here, you must gather data and convey just how much money your business will need and how much income you will earn, as well as when your business will be profitable. 

Be sure to consider the following:

• How were your numbers calculated?
• Why are the salaries and office expenses you have calculated reasonable to your business?
• Why are your expense estimates realistic?
• How have you budgeted for unexpected costs?
• Is there any debt the business currently has?
• What is the amount of equity the owners and stockholders have? 
• What is your annual interest expense?
• What is the percentage of sales issued for returns? 
• What is your average daily inventory value?
• Are you using a fixed or variable inventory method?
• What is the limit on your line of credit and the average interest rate?
• What is your minimum checking account balance to have at all times?

Your financial plan should prove that you are informed and knowledgeable on the numbers around your business. It should prove that you are aware of all potential unexpected costs or other out-of-the-blue setbacks. 

Appendix Questions

Appendices may be anywhere from just a few pages to a hundred or more.

Your appendix can include:

• Resumes of key management, blurbs on other management members
• Job descriptions/titles
• Copies of any agreements having bearing on the business plan
• Copies of licenses
• Personal and business tax returns (if applying for a loan)
• Marketing materials 
• Photos or sketches of the building, property, equipment, products 
• Industry studies or other information supporting industry trends
• Summaries of secondary market studies

Business Plan Questionnaire Conclusion

The above sample survey questionnaire for a business plan should be a guide for you to use as an outline and checklist of items that will need to be addressed in your company’s business plan. Growthink’s fill in the blank business plan includes each of these key elements and more to help your business succeed.

How to Finish Your Business Plan in 1 Day!

Don’t you wish there was a faster, easier way to finish your business plan?

With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!

Other Helpful Business Plan Articles & Templates

• Entrepreneurship

4. Who should be involved in creating a business plan?

Creating a business plan should involve key stakeholders in your business, including you as the owner or founder, any co-founders or partners, and key members of your management team. You may also want to involve industry experts or consultants who can provide valuable insight into your market and competition.

It is important to have a collaborative approach to creating a business plan, as it will require input from multiple perspectives and areas of expertise. It is also important to ensure that everyone involved in the process has a clear understanding of the goals and objectives of the business plan.

5. How often should a business plan be updated?

A business plan should be updated regularly to ensure it remains accurate and relevant. It is recommended to review and update your business plan at least once a year, or whenever there are significant changes to your business or market.

Updating your business plan can help you stay on track with your goals and strategies, and adjust your plans as needed. It can also help you identify new opportunities and potential challenges that may arise. Regularly reviewing and updating your business plan can help ensure the long-term success of your business.

Business Plan – 5 Questions Your Business Plan Must Answer in 2022 – Boomy Tokan

Remember, a well-crafted business plan can attract investors, partners, and customers. It can also help you anticipate challenges and make informed decisions. So, take the time to answer these questions thoroughly and honestly.

Finally, keep in mind that a business plan is not a static document. It should be continually updated as your business evolves and grows. By regularly reviewing and revising your plan, you can stay on track and ensure that your business is always headed in the right direction. With a solid business plan in place, you can confidently pursue your entrepreneurial dreams and achieve success.

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Funded, in part, through a Cooperative Agreement with the U.S. Small Business Administration. All opinions, and/or recommendations expressed herein are those of the author(s) and do not necessarily reflect the views of the SBA.

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How to write a business plan: 5 questions to ask

You’ve decided to start a business . That’s great! But what’s next?

A business plan is a good place to start.

A business plan will help you craft a vision and direction for your business, as well as help you secure funding from potential lenders or investors.

A business plan doesn’t necessarily have to be too detailed or involved, but it does need to be thoughtfully considered to give you the best chance of success.

What is a business plan?

A business plan is a document that a business owner writes to set out the business’s objectives and how it plans to achieve them. It covers things like how the business will market its product or services, its financial position and how it will operate.

Business plans are especially useful for new businesses, but every business can benefit from a business plan. It should be reviewed and revised periodically to assess how the business is tracking.

Why write a business plan?

Business plans are used for both an internal and an external audience.

From the internal perspective, they help the business owner and leadership team get aligned on business objectives and agree on how those objectives will be achieved. Writing a business plan makes allocating budget and resources clearer, and helps the team understand the roadmap and their role on the business journey.

A business plan can also be used to help those outside the business understand its plans. For example, a business plan might be used to help investors feel assured enough to provide funding.

How to write a business plan

There are as many ways to write a business plan as there are types of businesses – no two are the same. An uncomplicated business might set out its objectives and planning in a page or two, while a complex enterprise might take dozens of pages. But while their format and length vary greatly, they should all have similar elements.

Essentially, the business plan needs to answer a number of questions about your business. Below are some of the key questions that a business plan needs to address.

1. What is the problem you’re trying to solve?

Businesses exist to solve problems for people, so your first step should be to define the problem you are solving. The simpler, the better. Think about the specific need that you’re trying to fulfill.

What is the product or service you’re offering and how is it going to solve the problem?

2. Who are your potential customers?

Keep in mind that businesses solve problems for people. So, who are they exactly?

Who will want or need your product or service? What will motivate them to buy it? This is where market research comes in.

3. Who are your competitors?

Chances are, there’s already someone selling a product or service that’s similar to your own. Figure out who they are and what they’re doing.

That will help you find your competitive advantage – that is, why your customers will want to buy from you instead of from someone else.

All this information will help you form your brand and market positioning .

4. How will your business make (and spend) money?

The idea of going into business is to make some money, right? That’s hard to do if you’re spending more than you make.

Before emptying your pockets, estimate how much it’s going to cost to get your business going.

The best financial plans cover the following three areas, as well as how these projections will change over three years.

How much will it cost to start your business?

Setting up a business costs a lot, from costs of developing your product and buying the tools you’ll need to start servicing clients, to the initial outlays of licences, permits and insurances.

Figure out your cost per unit/service, plus consider your initial outlays to get the business going.

Startup costs will vary from business to business. To get a better idea of how much money you might need to start your business, consult this handy list of costs that you might encounter as a business owner. You can also consider hiring an accountant or bookkeeper to help you figure these out.

It’s also important to consider commonly overlooked business costs .

How much will it cost to operate your business?

Once you’re up and running, you’ll find you have many ongoing costs. From cost of staff to rent, consider what costs will stick around for the long haul.

How much money can you expect your business to make?

The critical part: calculating how much money your business can make. Consider your revenue per unit/service sold and how this will increase as your business scales and evolves over the years.

5. How will potential customers find your product or service?

How are people going to access your offering?

Whether it’s through a website , on a digital marketplace (like Etsy or eBay) or a physical store front, figure out when, where and how you’re going to sell your products or services . Each option has pros, cons and different costs.

Top 3 takeaways

• Writing a business plan is important for creating a vision and providing direction for your business.
• It should consist of five key elements: the need you’re fulfilling, potential customers, your competitors, a three-year financial plan and your distribution channels.
• Consider your business plan as a living document. Updating it regularly can help to keep you focused on your business objectives.

READ NEXT: Funding a new business

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Planning, Startups, Stories

Tim berry on business planning, starting and growing your business, and having a life in the meantime., 8 factors that make a good business plan.

This is the first of four answers to interesting questions. Yesterday I got an email from an MBA student asking me four questions. It’s part of his research. I balked at first, because I think I’ve answered these questions before, on this blog, or on my other blogs, or at www.bplans.com , or planasyougo.com . Then I realized that answering these questions is blogworthy. So here is the first of four:

What makes a good business plan?

Here’s the hard part, right at the beginning: the value of a business plan is measured in money. That’s hard for me at least, maybe not for you, but for me. As a genuine ex-hippy baby boomer entrepreneur, I like touchy-feely do-gooder measurement systems. But that’s not the real case. Like just about everything else in business, the value is money. Money in the bank.

The actual calculation is pretty hypothetical. You take the money in the bank with the business plan and subtract money in the bank without the business plan, and that’s the value. One of the two is just a guess. But there it is, a cold hard (although hypothetical) number.

With that in mind, here are some of the qualities of a good business plan, in order of importance:

1. It fits the business need

We simply can’t look at business plans as generic. You have to start with whether or not the plan achieved its business purpose. Some plans exist to get investment. Some are supposed to support loan applications. Those are specialty uses, that apply to some business situations, while almost all businesses ought to develop management-oriented business plans that exist to help run the company, not to be presented to outsiders.

Obviously form follows function. The business plan used internally to manage the company doesn’t have to polish and present the company to outsiders, so it probably lives on a network, not on paper. But the plan as part of high-end startup looking for VC or angel investment does in fact have to present the business to outsiders. These are very different plans. Some of them have sales objectives, selling an idea, and a team, and a market, to investors. Some have a support objective, reassuring a lender about risk, usually with assets. My favorite business plans are about managing: starting and growing a company. A plan that might be great at selling the company might be bad at supporting a loan application, or for managing a company.

So point one, what makes a good business plan, is that it fits the business need. Does it achieve the business objective?

At this point it’s hard to avoid going into branches. I’m going to resist the temptation to write about what people look for in investment-related plans, and then the plan for lenders, or the operational plan. There are a lot of branches on that tree. Factors like readability and ease of navigation and covering all the main points depend a lot on whether those qualities affect achieving the plan’s business objective.

So it’s entirely possible to have an excellent business plan that’s never been printed, that isn’t edited, that contains only cryptic bullet points that only the internal management team understands.

And it’s also possible to have a well written, thoroughly researched, and beautifully presented business plan that’s useless.

2. It’s realistic. It can be implemented.

The second measure of good or bad in a business plan is realism. You don’t get points for ideas that can’t be implemented. For example, a brilliantly written, beautifully formatted, and excellently researched business plan for a product that can’t be built is not a good business plan. The plan that requires millions of dollars of investment but doesn’t have a management team that can get that investment is not a good plan. A plan that ignores a fatal flaw is not a good plan.

3. It’s specific. You can track results against plan.

Every business plan ought to include tasks, deadlines, dates, forecasts, budgets, and metrics. It’s measurable.

Ask yourself, as you evaluate a business plan: how will we know later if we followed the plan? How will we track actual results and compare them against the plan? How will we know if we are on plan or not?

While blue-sky strategy is great (or might be, maybe), good planning depends more on what, when, who, and how much.

4. It clearly defines responsibilities for implementation

You have to be able to identify a single person will be responsible for every significant task and function. A task that doesn’t have an owner isn’t likely to be implemented. You can go through a business plan and look to see whether or not you can recognize a specific person responsible for implementation at every point.

5. It clearly identifies assumptions

This is very important because business plans are always wrong. They’re done by humans, who are guessing the future, and humans guess wrong. So business plans must clearly show assumptions up front because changed assumptions ought to lead to revised plans. You identify assumptions and keep them visible during the following planning process.

6.  It’s communicated to the people who have to run it

At this point we leave the discussion of the plan itself, as if it were a stand-alone entity, and get into how the plan is managed. The first five points here are about the plan. You can deal with them as the plan develops. This and the following two are about the management of the plan.

I know that’s kind of tough, because it means that a plan that isn’t managed isn’t a good plan. But I can live with that.

So a good plan is communicated. Up above, where I suggest that the qualities of writing and editing are not essential for all plans, and I reference cryptic bullet points that only the team understands: I stick with that here. If only the team understands them it, it can still be a good plan; but it has to be communicated to that team.

We’re judging the plan by the business improvements it causes; in some sense, by the implementation it causes. So people in charge have to know and understand the plan. Plans in drawers, or locked on a single computer, only work when it’s a one-person organization and nobody else has to know the plan.

7.  It gets people committed

Here too it’s about the process surrounding the plan, more than the plan itself. The plan has to have the specifics in point 3 and responsibilities as in point 4, but the management has to take them to the team and get the team committed.

For the one-person business that’s easier, but still important.

Definition of commitment: in a bacon and egg breakfast, the chicken is involved, and the pig is committed.

8. It’s kept alive by follow up and planning process

Sadly, you can have all seven of the above points, and if you drop the ball — the plan in the drawer syndrome — then the plan still isn’t a good plan. It has to bring the planning process with it, meaning regular review and course correction.

No business plan is good if it’s static and inflexible. Planning isn’t about predicting the future once a year and then following that predicted future no matter what. Planning is steering and management. It takes a process of regular review and course correction.

I found this article very informative as the planning is first and one of the best steps to consider in businesses.

It was interesting to learn about how a managed plan is a good plan and it can be communicated with the team and develop the plan. I can imagine that a business could benefit from having a plan for their business and know if it is feasible to grow a business around this time. It could be really useful for a business to make sure that they will be able to grow while keeping track of the right data.

Thanks Oleg, nice post, short and right on point. Thanks for quoting me. Tim

Thanks for reading the post and sharing your comments.

When I was 20 years old I started my own business. I didn’t really saw the purpose to make one until later I suffered. Thanks for the article it will help other adventurous individuals.

Mgonzo I’m sorry if you don’t have easy web access, that makes life difficult; but there is so much free information available on the web about good business planning that nobody I know would have the time to sift through it all and send you that in email. I recommend you go immediately to bplans.com, the site you were on when you posted this comment, and click around to see the thousands of pages of information on business plans, including 550+ complete sample plans, including all the numbers in the appendices, available there. Also, my last book on business planning is available, complete, with all graphics, at http://planasyougo.com . And my previous book on business planning is available, complete, with all graphics, at http://hurdlebook.com

[…] most important thing to acquire if you are going to take this path includes money.  Where is the money going to come from? Also if you are going to work as a team then begin […]

It’s really a matter of how real the plan is. There are lots of business plans that end up in trash-cans because the targets are not doable and bring dispersal instead of focus. I agree with Tim especially on the point that targets do have to be communicated to people who are responsible for them… Why would I spend my time on writing something that is not going to work?

thanks for the article tim berry it realy helped me in my assingment .Continue doing the good works GOD BLESS YOU

Hi Tim – I really enjoyed reading your piece. We write a business plan every year and it ends up stuffed in a drawer – the only time we bring it out again is to revise it the following year. Do you think it is the constant review process that helps to make it more relevant to the day to day management of the business?

Hi Tim – I have a silly question in regards to #7. I love to rationalize phrases and I don’t quite get the definition of commitment. “in a bacon and egg breakfast, the chicken is involved, and the pig is committed” Why isn’t the chicken committed? If not, there’s no egg. No?

Carol: the pig is dead. The chicken will lay another egg tomorrow.

[…] Berry is a business plan expert. We took a look at one of his posts from his website outlining a number of steps that can be taken to ensure that your business plan is a strong one! […]

[…] and energy is required. Business plan expert, Tim Berry understands this. And as such, he writes on his website about the various ways that business owners can create successful business […]

SELF MOTIVATION IS ANOTHER KEY PRINCIPLE TO A SUCCESS OF BUSINESS

Thanks Joseph. I think that’s true, but this post is about factors that make a good business plan. Would you say that a good plan increases self motivation? Should the self motivation be part of the plan?

i think in life as a person you need to plan what ever you want to do cos a life witout planning is incomplete. what do you think guys!!!

Excellent information. I really agree with your approach. It’s very ‘organic’ as it takes the nature of what really happens into account while still relying on numbers and tracking to manage the plan’s DNA. Planing is the perceived assumption but it must change as it gets implemented to fit the real world.

[…] high-level guidelines on what business plan should look like, read Tim Berry’s post entitled: 8 Factors that Make a Good Business Plan. If you are interested in understanding the art of managing change, read Tim Berry’s book The […]

Henri, I recommend a monthly plan vs. actual review once a month, which would result in revisions and corrections as needed (watching whether assumptions have changed); and an annual refresh on strategy and markets and such; plus additional revisions when major changes occur. Tim

How often should you review your business plan

1. Why is it that a Break-Even plan for the business was not mentioned at least explicitly? 2. Also, there should something that compares the plan with actual progress made. For instance, if it’s a Bus plan writing then it should compare number of actual plans prepared(N1) say in a quarter and the number(N2) in the business plan. It should say “Hey!!!! It is off by 15 (N2-N1=15)in this quarter.Lost $30000!! Take care great men and women!!” Thanks

Asoke, re your specific points:

• Because a break-even plan isn’t as important as the points I do mention.
• I appreciate your thought there with that one, because of course I agree, but I’m confused with why you thought it should be added. Don’t you think plan vs. actual is included with point 3, “It’s specific. You can track results against plan,” and then point 8 “It has to bring the planning process with it, meaning regular review and course correction?”

@Jess: “more simply”

@Jess: re simpler, I appreciate the comment What would you like to be more specific, so maybe I can help? I’m always in favor of simple. Is there a specific point, or maybe more than one, you’d like me to try to rephrase? Tim.

this needs to be put a bit more simpler

Informative and logical article . Thanks for writing and publishing . I think business plans is just for effective utilization of enterprise’s investment in effective scheme of business

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10 Questions to Ask if You Want to Create a Winning Business Plan Throw out everything you know about a business plan. These are the questions you need to ask to sell your idea to investors.

By Arlene Weintraub • Aug 12, 2013

Opinions expressed by Entrepreneur contributors are their own.

The stodgy business plan--that multipage printed document that entrepreneurs used to hand out at meetings with venture capitalists--has gone the way of the typewriter and Rolodex. These days, entrepreneurs are expected to lay out their strategies in slick Power Point presentations, complete with colorful pictures and informative charts.

But while it's true that the format of the business plan has changed, the substance most certainly hasn't. If you're headed out to raise capital for your company, you'll still need to address key issues about the size of your market, the experience of your team, and your long-term financial goals. In the wake of the financial crisis, persuading potential financiers that your plan has legs will be especially challenging.

Here are the key questions you should ask yourself before you fire up Power Point and start preparing your slides.

1. Have I proven that I'm filling an unmet need in the market? As the economy still struggles to turn around, entrepreneurs are under pressure to gauge the strength of their market--in detail--before they go out and raise capital. Try test marketing your product on a small scale so you can realistically forecast how much you can sell in the future, suggests Edward Hess, professor and Batten Executive-in-Residence at the University of Virginia Darden School of Business.

"Entrepreneurial funding is moving away from formal business plans to having to prove that customers are actually going to buy what you're trying to sell," Hess says.

2. How will I acquire and retain customers? You'll also need to prove that your idea isn't a fad.

"Understanding how customers are going to be found, acquired and retained is critical," says Alison Berkley Wagonfeld, operating partner for Emergence Capital Markets in San Mateo, Calif. "Some companies might say, "We're going to buy search words,' but once they get somebody to their website, how are they going to sell them a product?"

3. Why am I better than the competition, both current and future? If you have direct competitors, you'll need to devote several slides to depicting exactly how you plan to differentiate yourself. If you have no competitors, you need to explain that, too, Wagonfeld says.

"It's always great to think you have no competitors, but the flipside to that is why has no one else found this opportunity?" Wagonfeld says. "You may have a different expertise or a unique technology," but you have to explain why you think you can retain that competitive advantage.

4. What's the story behind my financial forecasts? One common mistake entrepreneurs make in their business plans is to project that they will capture a certain percentage of the overall market for their product without fully explaining how they intend to do that, says Mark Steranka, director of planning and policy for Moss Adams' Consulting Group in Seattle.

"You can't just play a numbers game," Steranka says. "What will the key decisions be along the way? What will the key strategies be? You need to do a stellar job of really explaining how you're going to get from point A to point B."

5. What elements of this plan can I depict visually? The rise of Power Point as the format of choice is forcing entrepreneurs to make their pitches with fewer words and more pictures. Some parts of your business easily lend themselves to graphic presentations, such as financial forecasts that can be shown in bar charts. But you might also consider using graphics, photos, and illustrations to demonstrate how your product works or how it differs from the competition.

6. Should I recruit a few key advisors? Bryan Pearce, venture capital advisory group leader for Ernst & Young in Boston, says every startup should assemble an advisory board--a small group of industry leaders who can complement your skill sets and help you formulate your plan.

"An advisory board doesn't carry the legal weight of a formal board of directors, but it can be very helpful to the founding team in advising them on how to get the company going," Pearce says. The makeup of your advisory board should be included in your business plan, too. "If good people are willing to lend their names and help to get you going that speaks volumes about the potential of the business idea."

7. How am I going to spend my investors' money? With the economy still sputtering, potential investors are going to want details about how you plan to stretch their dollars, Pearce says. Emphasize your strategy for holding down your cash-burn rate, and spell out exactly what you expect your costs to be for the first year or two.

8. Does my staffing fit the current state of my business? Many entrepreneurs make the mistake of thinking they need to have all the key managers in place before they go out and raise funding, but that's not necessarily true. If your product is in the prototype phase, for example, you don't need a director of sales and a full sales force just yet. You should describe your plans for hiring those people, and include them in your cost estimates, but you'll want to show that you're taking a conservative approach with your funding and not over-staffing your company beyond your current operating needs.

9. What's the exit plan for the business? Potential buyers will want to know how they're going to earn a return on their investment. If you hope to take your company public someday, your business plan should point to examples of other companies in your industry that have done so successfully.

If you think your company is a good candidate for an acquisition, try to strike up partnerships with potential acquirers, and include those names in your business plan, Pearce advises. "It's always good to have an understanding of who potential buyers might be, and to show that you're starting to create relationships with them," he says.

10. What is my personal exit plan? If you're a 45-year-old founder with a dream of retiring at 55, don't be embarrassed to reveal that in your business plan. Potential investors will want to know that you've defined your personal goals and aligned your company with them, Steranka says. For example, if you don't plan to stay with the business for the long haul, your business plan should include a succession strategy--a specific strategy for developing talent within your organization, so the transition to a new leader is seamless.

"Investors want to know the truth," Steranka says. "While transparency up-front could turn away a potential investor, it's going to attract the right investor."

Arlene Weintraub has over fifteen years of experience writing about health care, pharmaceuticals and biotechnology and the author of a book on the anti-aging industry, Selling the Fountain of Youth (Basic Books, 2010).She has been published in USA Today, US News & World Report, Technology Review , and other media outlets. She was previously a senior health writer for BusinessWeek .

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Key 2024 Strategy Planning Questions

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One of the great things about being a market research agency is that we get a front row seat to our clients’ business planning processes. We’re connecting with them at critical junctures in their strategic planning and helping guide their paths forward.

And, as typically happens, the year-end season is just one of those critical junctures. It’s a time to reflect on what went well, what went not so well, and what didn’t even get off the ground. And, perhaps more importantly, it’s a time to start arranging how to kick things into high gear in the new year.

We’ll share with you some of strategic questions that keep coming up again and again across as we connect with our clients for their 2024 planning. And, we’ll fill you in on how we’ve suggested they start answering them.

Typical 2024 Strategy Planning Questions

Our work spans across industries, from sectors as far flung as UX consultancies and personal injury law practices to consumer games and apparel. Yet in spite of how different these sectors are, and how different their target customer bases are too, we keep hearing the same sets of strategic questions.

Question #1: What Is The Right Way To Prioritize Our Product Roadmap?

This question comes from savvy product teams that know they need to prioritize the features, products, or services they put resources towards in the new year. They’re often deciding between product elements that help with retention and customer delight versus those that could support new customer acquisition. Or, figuring out how to do the right mix of both.

How To Answer This Question:

At its core, this is a question about product and feature concepts . And, more specifically, about the ideas that will have the strongest resonance with existing or prospective customer groups. We typically suggest one of two ways to address this question:

– Product Concept Testing : This approach requires gathering data from the right customer group to take a pulse on what ideas have the greatest appeal and relevance. It usually includes sharing product or feature ideas and then gathering feedback on those ideas. It’s a great way to quickly benchmark ideas against each other to see what yields the most excitement or interest.

– Feature Prioritization Studies : Sometimes it’s less about broad sweeping concept ideas and more about nitty gritty feature details. When that’s the case, we suggest a product feature prioritization study . This survey-based approach is a specialized way of requiring respondents to select their most and least preferred features. By requiring respondents to make real trade-offs, teams get a clean read on features that are “must haves” versus “nice to haves.”

Question #2: Who Else Could Buy Our Product?

Businesses that increase their addressable market increase their revenue potential as well. After all, it means increasing the size of the “pie” they could go after and opening up new market opportunities in the process.  This question mostly comes from an established organization. Sometimes, it’s because they need to sustain strong growth trends. In other cases, it’s because they need to boost growth after a long lag.

While not always possible, sometimes the same product meets multiple customer segments’ needs. However, organizations need to pinpoint what those segments are to then assess if they are viable targets. This leads us to frequently suggest two approaches:

– Buyer Persona Research : Our clients usually have some hunches about who could buy their products. But, they need to validate those hunches. For this, we suggest buyer persona research. This type of research, often done initially via interviews, lets us connect with different potential customers. In doing so, we learn their pain points, category and product engagement, customer journey process, and roles in the buyer journey. This gives us clear insight into who is a viable target and why.

– Product Concept Study : We could also start answering this question via a product concept study. However, unlike the approach we described above, this time we would test just one product. But, we test it with different audiences. This approach lets us see if anything rises to the top with some audiences while sinking with others.

Question #3: How Do We Really Stay Differentiated From the Competition?

Both new category entrants and established players struggle with staying fresh and current. But, as categories get crowded, it gets harder and harder to really stand out from the pack. Forward-looking business leaders across marketing, sales, product, and strategy frequently have this question looming in the back of their minds.

This question often begs two exploration areas. The first is understanding what competitors bring to the market. The natural follow up is determining how to create differentiation given what’s in the market. We usually use one of two approaches, if not both, to dig into these areas.

– Competitive Audit Research : It’s always valuable to get a lay of the land with competitive audit or landscape research . This covers exploring a wide set of dynamics across competitors including features, pricing, marketing, positioning, and customer journey experiences. It provides an apples-to-apples comparison to benchmark what the market is doing, and where you can create a singular position.

– Product Concept / Feature Studies : We won’t harp on this again. But, let’s always remember that testing new features with the market, and then building them, is a solid way to keep advancing and offering newness to the market. And, when the strategic issue is about differentiation, we make sure to include questions that help us understand just that.

Question #4: What Is The Best Way To Spend Our Marketing Budget?

This question tends to come from organizations with solid proofs of concept. They have an in-market product and an existing customer base. With solid market validation, they want to drive customer acquisition. But, they have limited resources to do so. This leads them to wonder about the best ways to allocate their funds.

This question really comes down to go to market planning and channel marketing. Our clients must understand where customers spend their time or go to learn about a product category. With this intel in hand, they’ll know where to focus their resources. We typically take one of two paths to evaluate this:

– Exploratory Interviews : When we really have very few ideas going in, we suggest asking. Spending the time to talk one-on-one with clients is key. By asking them about conferences, events, newsletters, influencers, or other places where they spend their time or do work-related activities, we hone in on channels our clients should consider.

– Marketing Channel Surveys : The flip side of this is when we have initial ideas but want more certainty. For this, we suggest go-to-market surveys. You can quickly test several different channels across may customers and easily identify where they spend their time.

Question #5: What Is The Right Way To Talk About What We Do?

This question tends to come up when organizations are in flux. Sometimes, it’s an early stage startup still assessing product-market fit. Other times its a more established organization reformulating its value propositions and customer targeting. Essentially, they need to know how best to present themselves to get customers excited and ready to buy.

At its core, this question centers on product or brand positioning. This is because good positioning homes in on the value propositions, benefits, and customer targeting that yield strong market resonance and drive customer acquisition. We often suggest a one-two punch approach to address this question.

• Customer Segmentation : Start off with customer segmentation . Whether done via surveys or interviews, segmentation studies identify which types of customers in a given market are the right target. And, implicitly, they help bring clarity to who is not a customer.
• Brand Positioning Research : With the right target customer, you can now see what type of positioning works. Consider running a brand positioning survey , a process of showing different target customers different positioning options. This lets organizations compare and contrast options and isolate the one with the greatest resonance.

Prioritizing 2024 Strategy Planning Questions

The list of strategic questions above is no small feat to answer. In fact, most organizations can’t explore all of these questions at any given time. They simply do not have the resources.

How then, do you prioritize what to tackle? We always say follow the data! Consider these metrics…

• YoY new customer growth is declining ….This likely means it’s time to start looking at new customer segments to build your addressable market or explore if competitors are taking away potential customers.
• The “competitor” tag is appearing more often as a reason for losing deals …It’s time to understand how to better differentiate yourself to win more business and grow revenue. Start with an audit to get a better lay of the land.
• Customer churn rate is increasing …This generally means the initial product promise was attractive, but it didn’t deliver enough value. Consider buyer persona research to identify underlying needs and where the product falls short.
• Low Close Rates or Trial-To-Customer Conversion Rates …The product or brand promise was likely not quite right. Look at your positioning to see how to adjust it.

In essence, use your business data to guide your 2024 strategy planning. And, if you haven’t made a point of collecting historical benchmarks , now’s the time.

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For most business owners, the business is the most valuable item on their balance sheet. From an estate planning perspective, the equity in the business is also often the best asset to use for lifetime transfers to pass value (and future appreciation) out of the taxable estate. Before an estate planner can effectively provide guidance on the planning opportunities for the business, he or she will need some background information about the business. This data gathering does not need to be all-encompassing, but a good estate planner will want to know as much information about the business as possible since it is often closely intertwined with the client. Some information can be gathered through the business owner’s other professionals, such as separate business legal counsel, internal executives, accountants, and financial advisers, and it is important to have an open communication among the estate planner and these professionals as early on in the process as possible.

Key questions an estate planner may ask and other information that is critical to understanding the business as an asset includes:

• Legal Structure : What type of entity is the business and how is it taxed? Is it a single entity or multiple entities? How is the business real estate owned? If everything is owned in a single entity, then the planning will focus on that entity. If there are multiple entities, then there will need to be an understanding of the purpose of each entity and whether they can be separated from the enterprise for purposes of transferring interests in those individual entities rather than the whole. Certain entities, such as entities taxed as S corporations, have restrictions on who or what entity can be an owner, so this information is critical as well.
• Ownership : The client may be the sole owner of the entity, in which case the ownership structure is not important. However, there may have been small transfers of equity to key employees, early investors, or other family members, which is critical to know.
• Business Documents : If there have been prior transfers, the hope is that there is an effective Shareholder/Operating Agreement in place that covers the relationship among the equity holders. Other documents that will need to be reviewed include bylaws (for corporations) or limited liability company agreements / operating agreements (for limited liability companies or limited partnerships), which may have unintended transfer restrictions in them that will need to be addressed prior to making any transfers of equity.
• Valuation : At this stage, the business owner may not have any idea what the value of the business is or could be. The estate planner may want to review balance sheets and income statements and discuss with the business owner and perhaps the accountant some rough idea of value. If the business owner has previously had a valuation prepared, then the estate planner would want to see that report.
• Cash Flow : How is the business providing cash flow to the owner, and how does the cash flow from the business relate to the personal expenses of the owner? This discussion often requires the input of the client’s financial advisers. Is the business owner taking a salary and is that salary reasonable? Are net profits being distributed to the equity holders at the end of the year or are they being reinvested in the business? Are distributions being made to cover tax liabilities of the owner as it relates to his or her equity? What “personal” expenses, if any, are currently being funded through the business? This information helps the estate planner analyze the impact of a transfer of some (or all) of the equity by the business owner.
• Stage of Business : Is this a start-up or a multigenerational family business? Is the business owner approaching “retirement” age or circumstances? Does the business owner have a timeframe for exiting the business? Is the business product or service something that has a long horizon or will it have a natural end of usefulness at some point? Has there been interest from third parties about buying the business? Has the business owner engaged or discussed selling with any investment bankers or business brokers?
• Succession Planning : Is there a family member or members who will take over the business? Is there a succession plan generally? Are there non-family members who are currently employed by the business who would continue to run the business? Does the business owner think anyone can truly replace what they bring to the business?

In addition to gathering the information on the above, the estate planner will also want to discuss with the business owner his or her goals and objectives. Often, the primary goals are to sell the business for as much money as possible, pay as little tax as possible, and use the sale proceeds to benefit the business owner for the remainder of his or her lifetime, as well as to provide for the business owner’s family. The questions then revolve around how much of the net sale proceeds does the business owner realistically need to keep in his or her name to live the lifestyle he or she wants, and how much can be transferred to or for the benefit of his or her family members now to take advantage of the valuation and tax savings that will be discussed in subsequent parts of this series.

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For many, this combination of complexity and pressure stemming from BCP is, in turn, introducing anxiety and a sense of frustration. Fortunately, this doesn’t have to be the case. BCP is highly effective and delivers an exceptional ROI when teams and leaders are equipped with the right tools for effective BCP efforts and keep their focus on three key Business Continuity Planning Questions:

• Are we engaging all relevant stakeholders and functions to minimize blind spots and build buy-in?
• Are we able to consider operational, financial, and strategic objectives holistically?
• Are we able to understand, balance, and quantify tradeoffs?

Let’s dig into each of these questions in more detail.

Engaging All Relevant Stakeholders and Functions in BCP

To be successful, Business Continuity Planning cannot be an isolated activity. BCP initiatives should begin with actively involving the right people in the process to define the scope, objectives, and goals of the BCP work. Cross-functional perspectives and insights stemming from leaders most involved in key business areas are critical in getting things off on the right foot and avoiding blind spots.

Plans alone mean little if people don’t get behind them. When the time comes for a plan to be carried out, all affected stakeholders must be aligned and clear on expectations. To build buy-in and ensure readiness to act, they need to know that their objectives and constraints are represented, and that planning information is presented in a way that can be consumed and acted on.

BCP and Evaluating Objectives

Business Continuity Planning not only must consider the perspectives of all affected business stakeholders but also examine potential actions through the lens of different objectives – whether strategic, operational, or financial. For example, some organizations make the use of financial planning software a central element of their BCP approach. But narrowly focused tools like these produce narrowly focused insights that skew interpretations and result in subpar plans.

BCP should also be viewed as an ongoing process, reflective of continual shifts in markets, constraints, partner relationships, and more. Business continuity plans should chart an organization’s roadmap of initiatives over the course of time versus trying to project actions at an arbitrary point in time in the future (e.g., 5 years out). This is a key part of long-range strategic planning that includes supply chain/network planning, capital expense allocation, as well as environmental, social, and governance (ESG) factors that are growing in importance.

Understanding, Balancing, and Quantifying Tradeoffs in BCP

At its core, Business Continuity Planning is about identifying actions that increase resilience and reduce risk in the wake of disruptions. However, identifying potential actions is quite different from identifying the optimal action. BCP must balance multiple objectives, tactical levers, and strategic elements to find the optimal combination of moves that satisfies the majority of targets, most of the time. This includes:

Actions taken to address any single item above are likely to have significant ripple effects across a host of others. Leaders must be able to quickly and confidently quantify the risks and value of tradeoffs that come with the different paths the organization can take.

Better Business Continuity Planning

Disruptions to business aren’t going away. Instead, they’re becoming more intense and frequent. Moving forward, successful Business Continuity Planning will be fueled by powerful tools like Digital Twin Technology and a steadfast focus on foundational questions like those explored here. Organizations that get BCP right will maximize their ability to meet demands, increase resilience to disruptions, and respond faster to unplanned events.

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Draft Annual Business Plan and Budget 2024-25

The City of Onkaparinga’s draft Annual Business Plan (ABP) and Budget 2024-25 is now open for feedback until 9am on Monday 13 May.

The focus of this year’s draft plan is budget repair. It was developed with reference to the February 2024 Essential Services Commission of SA's (ESCOSA) report which identified challenges to council’s financial sustainability.

Council has operated at a deficit for seven consecutive years, and we need to act now to return to a balanced budget as soon as possible. This will put us on track to keep delivering the services, programs and projects that support the city into the future.

To achieve this, the draft plan includes:

• $158.29 million in services, programs and asset maintenance
• $73.57 million in new projects and initiatives for the community
• a rate increase of 6.8 per cent plus rates from new properties
• managing employee costs to achieve an additional $2.48 million in cost efficiencies
• containing controllable costs to below CPI at 4.0 per cent
• recovering the full-service cost of community wastewater management system (CWMS)
• pausing the Onkaparinga Grants program for 12 months.

The draft plan will also meet all key financial indicators set for the local government sector.

Council has carefully developed this draft budget to balance the tough financial decisions with impact on community members. We remain committed to providing hardship support for those who need it most.

You can provide your feedback on the draft plan by completing the short survey below, and/or providing a comment/submission. The community engagement is open from Friday 19 April to 9am on Monday 13 May 2024.

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Columbia Leaders Grilled at Antisemitism Hearing Over Faculty Comments

The university’s president, Nemat Shafik, agreed that some professors had crossed the line as she testified before House lawmakers on questions of student safety and free speech.

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Nicholas Fandos ,  Stephanie Saul and Sharon Otterman

Nicholas Fandos and Stephanie Saul reported from New York. Sharon Otterman reported from the Capitol hearing room.

The president of Columbia spent the day on defense.

The president of Columbia said the university had suspended 15 students. She promised that one visiting professor “will never work at Columbia again.”

And when she was grilled over whether she would remove another professor from his leadership position, she appeared to make a decision right there on Capitol Hill: “I think I would, yes.”

The president, Nemat Shafik, disclosed the disciplinary details, which are usually confidential, as part of an all-out effort on Wednesday to persuade a House committee investigating Columbia that she was taking serious action to combat a wave of antisemitism following the Israel-Hamas war.

In nearly four hours of testimony before the Republican-led Committee on Education and the Workforce, Dr. Shafik conceded that Columbia had initially been overwhelmed by an outbreak of campus protests. But she said its leaders now agreed that some had used antisemitic language and that certain contested phrases — like “from the river to the sea” — might warrant discipline.

“I promise you, from the messages I’m hearing from students, they are getting the message that violations of our policies will have consequences,” Dr. Shafik said.

Testifying alongside her, Claire Shipman, the co-chair of Columbia’s board of trustees, made the point bluntly. “We have a moral crisis on our campus,” she said.

Republicans seemed skeptical. But Dr. Shafik’s conciliatory tone offered the latest measure of just how much universities have changed their approach toward campus protests over the last few months.

Many schools were initially hesitant to take strong steps limiting freedom of expression cherished on their campuses. But with many Jewish students, faculty and alumni raising alarms, and with the federal government investigating dozens of schools, some administrators have tried to take more assertive steps to control their campuses.

With 5,000 Jewish students and an active protest movement for the Palestinian cause, Columbia has been among the most scrutinized. Jewish students have described being verbally and even physically harassed, while demonstrators have clashed with administrators over limits to where and when they can assemble.

In bending toward House Republicans in Washington, Dr. Shafik may have further divided her New York City campus, where students had pitched tents and set up a “Gaza Solidarity Encampment” early on Wednesday in open violation of university demonstration policies. Activists have rejected charges of antisemitism, and say they are speaking out for Palestinians, tens of thousands of whom have been killed by Israel’s invasion of Gaza.

Sheldon Pollock, a retired Columbia professor who helps lead Columbia’s chapter of the American Association of University Professors, said Dr. Shafik had been “bulldozed and bullied” into saying things she would regret.

“What happened to the idea of academic freedom?” Dr. Pollock asked. “I don’t think that phrase was used even once.”

Dr. Shafik, who took her post in July 2023 after a career in education and international agencies, did repeatedly defend the university’s commitment to free speech. But she said administrators “cannot and should not tolerate abuse of this privilege” when it puts others at risk.

Her comments stood in contrast to testimony last December by the presidents of the University of Pennsylvania and Harvard. Appearing before the same House committee, they offered terse, lawyerly answers and struggled to answer whether students should be punished if they called for the genocide of Jews. The firestorm that followed helped hasten their ousters.

Dr. Shafik missed that earlier hearing because of a preplanned international trip. She made clear on Wednesday she was not about to make similar mistakes.

Asked the same question, about whether calls for genocide violate Columbia’s code of conduct, Dr. Shafik answered in the affirmative — “Yes, it does” — along with the other Columbia leaders at the hearing.

Dr. Shafik explained that the university had suspended two student groups, Students for Justice in Palestine and Jewish Voice for Peace, because they repeatedly violated its policies on demonstrations.

She also seemed more willing than the leaders of Harvard or Penn to condemn and potentially discipline students and faculty who use language like “from the river to the sea, Palestine will be free.” Some people believe the phrase calls for the elimination of the state of Israel, while its proponents say it is an aspirational call for Palestinian freedom.

“We have some disciplinary cases ongoing around that language,” she said. “We have specified that those kinds of chants should be restricted in terms of where they happen.”

Much of the hearing, though, focused on faculty members, not students.

Under persistent questioning from Republicans, Dr. Shafik went into surprising detail about disciplinary procedures against university professors. She noted that Columbia has about 4,700 faculty members and vowed that there would be “consequences” for employees who “make remarks that cross the line in terms of antisemitism.”

So far, Dr. Shafik said, five faculty members had been removed from the classroom or dismissed in recent months for comments stemming from the war. Dr. Shafik said that Mohamed Abdou, a visiting professor who drew ire for showing support for Hamas on social media, “is grading his students’ papers and will never teach at Columbia again.” Dr. Abdou did not immediately respond to a request for comment.

The president also disclosed that the university was investigating Joseph Massad, a professor of Middle Eastern studies, who used the word “ awesome ” to describe the Oct. 7 attack led by Hamas that Israel says killed 1,200 people.

Dr. Shafik and other leaders denounced his work in striking terms. But Dr. Shafik struggled to state clearly, when questioned, whether Dr. Massad would be removed from his position leading a university panel.

“Will you make the commitment to remove him as chair?” Representative Elise Stefanik, Republican of New York, asked her during one fast-paced exchange.

Dr. Shafik replied cautiously, “I think that would be — I think, I would, yes.”

In an email on Wednesday, Dr. Massad said he had not watched the hearing but had seen some clips. He accused Republicans on the committee of distorting his writing and said it was “unfortunate” that Columbia officials had not defended him.

Dr. Massad said it was also “news to me” that he was the subject of a Columbia inquiry. He noted that he was already scheduled to cycle out of his leadership role at the end of the spring semester.

Dr. Shafik’s words deeply worried some supporters of academic freedom.

“We are witnessing a new era of McCarthyism where a House Committee is using college presidents and professors for political theater,” said Irene Mulvey, the president of the American Association of University Professors. “They are pushing an agenda that will ultimately damage higher education and the robust exchanges of ideas it is founded upon.”

Democrats on the House committee uniformly denounced antisemitism, but repeatedly accused Republicans of trying to weaponize a fraught moment for elite universities like Columbia, seeking to undermine them over longstanding political differences.

When Representative Bobby Scott of Virginia, the committee’s top ranking Democrat, tried to enlist Ms. Shipman to agree that the committee should be investigating a wide range of bias around race, sex and gender, she resisted.

“We have a specific problem on our campus, so I can speak from what I know, and that is rampant antisemitism,” she said.

Representative Ilhan Omar of Minnesota, one of only two Muslim women in Congress, pushed back on Dr. Shafik from the left, questioning what the university was doing to help students who were doxxed over their activism for the Palestinian cause or faced anti-Arab sentiment.

Dr. Shafik said the university had assembled resources to help targeted students.

By the end of the hearing, Republicans began to fact-check her claims, drawing from thousands of pages of documents the university handed over as part of the committee’s investigation.

Representative Virginia Foxx , Republican of North Carolina and the committee’s chairwoman, said that several of the student suspensions Dr. Shafik described had already been lifted and argued that students were still not taking the university’s policies seriously.

In a statement after the hearing, Ms. Stefanik said she likewise found Dr. Shafik’s assurances unpersuasive.

“If it takes a member of Congress to force a university president to fire a pro-terrorist, antisemitic faculty chair,” she said, “then Columbia University leadership is failing Jewish students and its academic mission.

Anemona Hartocollis contributed reporting.

Alan Blinder

Here are our takeaways from Wednesday’s antisemitism hearing.

Follow live updates on Pro-Palestinian protests at Columbia University.

Four Columbia University officials, including the university’s president and the leaders of its board, went before Congress on Wednesday to try to extinguish criticism that the campus in New York has become a hub of antisemitic behavior and thought.

Over more than three hours, the Columbia leaders appeared to avoid the kind of caustic, viral exchange that laid the groundwork for the recent departures of the presidents of Harvard and the University of Pennsylvania , whose own appearances before the same House committee ultimately turned into public relations disasters.

Here are the takeaways from the hearing on Capitol Hill.

With three words, Columbia leaders neutralized the question that tripped up officials from other campuses.

In December, questions about whether calling for the genocide of Jewish people violated university disciplinary policies led the presidents of Harvard, the Massachusetts Institute of Technology and the University of Pennsylvania to offer caveat-laden, careful answers that ignited fierce criticism .

The topic surfaced early in Wednesday’s hearing about Columbia, and the Columbia witnesses did not hesitate when they answered.

“Does calling for the genocide of Jews violate Columbia’s code of conduct?” asked Representative Suzanne Bonamici, Democrat of Oregon.

“Yes, it does,” replied David Greenwald, the co-chair of Columbia’s board of trustees.

“Yes, it does,” Claire Shipman, the board’s other co-chair, said next.

“Yes, it does,” Nemat Shafik, Columbia’s president, followed.

“Yes, it does,” said David Schizer, a longtime Columbia faculty member who is helping to lead a university task force on antisemitism.

To some lawmakers, Columbia’s effort in recent months remains lacking.

Even before the hearing started, Columbia officials have said that its procedures were not up to the task of managing the tumult that has unfolded in the months after the Hamas-led attack on Oct. 7.

In a written submission to the committee, Dr. Shafik, who became Columbia’s president last year, said she was “personally frustrated to find that Columbia’s policies and structures were sometimes unable to meet the moment.”

She added the university’s disciplinary system was far more accustomed to dealing with infractions around matters like alcohol use and academic misconduct. But Columbia officials have lately toughened rules around protests and scrutinized students and faculty members alike.

Some Republican lawmakers pressed the university to take more aggressive action.

Representative Tim Walberg, Republican of Michigan, focused on Joseph Massad, a Columbia professor he accused of glorifying the Oct. 7 attack. Mr. Walberg demanded to know whether Ms. Shipman and Mr. Greenwald would approve tenure for Dr. Massad today.

Both said they would not, prompting Mr. Walberg to retort, “Then why is he still in the classroom?"

In an email on Wednesday, Professor Massad said he had not watched the hearing but had seen some clips. He accused Mr. Walberg of distorting his writing and said it was “unfortunate” that Columbia officials had not defended him.

Professor Massad said it was also “news to me” that he was the subject of a Columbia inquiry, as Dr. Shafik said he was.

Dr. Shafik, who noted that Columbia has about 4,700 faculty members, vowed in the hearing that there would be “consequences” for employees who “make remarks that cross the line in terms of antisemitism.”

So far, Dr. Shafik said, five people have been removed from the classroom or ousted from Columbia in recent months. Dr. Shafik said that Mohamed Abdou, a visiting professor who drew the ire of Representative Elise Stefanik, Republican of New York, “is grading his students’ papers and will never teach at Columbia again.” Dr. Abdou did not immediately respond to a request for comment.

Columbia’s strategy before Congress: Signal collaboration, and even give some ground.

Congressional witnesses can use an array of approaches to get through a hearing, from defiance to genuflection. Columbia leaders’ approach on Wednesday tilted toward the latter as they faced a proceeding titled, “Columbia in Crisis: Columbia University’s Response to Antisemitism.”

Ms. Shipman told lawmakers that she was “grateful” for “the spotlight that you are putting on this ancient hatred,” and Mr. Greenwald said the university appreciated “the opportunity to assist the committee in its important effort to examine antisemitism on college campuses.”

But there were moments when university leaders offered more than Washington-ready rhetoric.

When Ms. Stefanik pressed Dr. Shafik to commit to removing Professor Massad from a leadership post, the president inhaled, her hands folded before her on the witness table.

“I think that would be — I think, I would, yes. Let me come back with yes,” Dr. Shafik responded after a few seconds. (After the hearing, a university spokesman said Professor Massad’s term as chair of an academic review panel was already set to end after this semester.)

Representative Kevin Kiley, Republican of California, effectively asked Dr. Shafik to draw a red line for the faculty.

“Would you be willing to make just a statement right now to any members of the faculty at your university that if they engage in antisemitic words or conduct that they should find another place to work?” Mr. Kiley asked.

“I would be happy to make a statement that anyone, any faculty member, at Columbia who behaves in an antisemitic way or in any way a discriminatory way should find somewhere else to go,” Dr. Shafik replied.

Even though the conciliatory tactics regularly mollified lawmakers, they could deepen discontent on campus.

Republicans are already planning another hearing.

The hearing that contributed to the exits of the Harvard and Penn presidents emboldened the Republicans who control the House committee that convened on Wednesday.

Even before the proceeding with Columbia leaders, they had already scheduled a hearing for next month with top officials from the school systems in New York City, Montgomery County, Md., and Berkeley, Calif.

Stephanie Saul and Anemona Hartocollis contributed reporting.

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Anusha Bayya

Riley Chodak, 22, is graduating in a month and said she feels like her senior-year college experience has been snatched away from her because of the atmosphere on campus. “The fact that our campus is blocked off — it feels a little bit like a war zone here,” the Ohio native said. She said she believes the university is “cracking down on anyone who's trying to show anyone solidarity.”

Sharon Otterman

And we are adjourned! No single standout moment. This hearing was perhaps most remarkable for how much the Columbia representatives agreed with the committee that antisemitism was a serious problem on its campus.

It remains to be seen how Columbia’s faculty will respond to their president's pledges to crack down on Joseph Massad and other tenured faculty that the committee targeted as antisemitic and demanded disciplinary action be taken against.

In her closing statement, Representative Virginia Foxx is using some of the thousands of documents she got from Columbia to fact check some of their remarks. She says it was misleading for Columbia to say 15 students have been suspended after Oct. 7. She said only three students were, for antisemitic conduct, and those were lifted. She also says the only two students who remain suspended are the two Jewish students who were accused of attacking a protest with a foul-smelling substance.

Mimi Gupta, 45, a Columbia grad student, was in the Multicultural Center on campus where President Shafik’s testimony is being broadcast on the big screen. “The president of Columbia is just getting eviscerated," she said.

“Senators, they just are asking really leading questions, talking over her and the students are just gasping and are shocked,” she said. Some in the audience occasionally piped up, shouting towards the screen when they felt that those grilling Shafik were being particularly hostile.

Stephanie Saul

Who are the Columbia professors mentioned in the hearing?

Several Columbia faculty members — Joseph Andoni Massad, Katherine Franke and Mohamed Abdou — were in the spotlight at Wednesday’s hearing before the House Committee on Education and the Workforce.

All three had taken pro-Palestinian stances, and lawmakers grilled university officials over how they responded to what Columbia’s President Nemat Shafik agreed were “unacceptable” comments by the faculty members.

At the hearing, Dr. Shafik divulged that two of the professors — Dr. Massad and Ms. Franke — were under investigation for making “discriminatory remarks,” and said that Dr. Abdou “will never work at Columbia again.” Such responses drew a sharp rebuke from some professors and the American Association of University Professors, which said she capitulated to political grandstanding and, in the process, violated established tenets of academic freedom.

“We are witnessing a new era of McCarthyism where a House committee is using college presidents and professors for political theater,” said Irene Mulvey, national president of the AAUP. She added, “President Shafik’s public naming of professors under investigation to placate a hostile committee sets a dangerous precedent for academic freedom and has echoes of the cowardice often displayed during the McCarthy era.”

Dr. Massad, who is of Palestinian Christian descent, was the focus of Representative Tim Walberg’s questioning. He teaches modern Arab politics and intellectual history at Columbia, where he also received his Ph.D. in political science.

Long known for his anti-Israel positions, he published a controversial article in The Electronic Intifada last October, in the wake of the Hamas attack, describing it as a “resistance offensive” staged in retaliation to Israel’s settler-colonies near the Gaza border.

The piece drew a visceral response and demands for his dismissal in a petition by a Columbia student that was signed by tens of thousands of people. The petition specifically criticized Dr. Massad’s use of the word “awesome” to describe the scene of the attack.

Dr. Massad’s posture has drawn controversy for years. When he was awarded tenure in 2009, 14 Columbia professors expressed their concern in a letter to the provost. Generally, professors with tenure face a much higher bar for termination than those without the status.

More recently, however, professors nationally have rallied to support him, emphasizing his academic right to voice his opinion.

In a statement after the hearing, Dr. Massad said that the House committee members had mischaracterized his article. Mr. Walberg said that Dr. Massad had said Hamas’s murder of Jews was “awesome, astonishing, astounding and incredible.”

“I certainly said nothing of the sort,” Dr. Massad said.

In testimony responding to questions from Mr. Walberg, a Michigan Republican, Dr. Shafik said that Dr. Massad had been removed from a leadership role at the university, where he headed an academic review panel.

But Dr. Massad said in an email that he had not been notified by Columbia that he was under investigation, adding that he had been previously scheduled to end his chairmanship of the academic review committee at the end of the semester, a statement that a spokesman for Columbia verified after the hearing.

Dr. Massad said it was “unfortunate” that Dr. Shafik and other university leaders “would condemn fabricated statements that I never made when all three of them should have corrected the record to show that I never said or wrote such reprehensible statements.”

Katherine Franke, a law professor at Columbia, was also mentioned in the hearing for her activist role and a comment that “all Israeli students who served in the I.D.F. are dangerous and shouldn’t be on campus,” referring to the Israel Defense Forces.

Ms. Franke recently wrote a piece in The Nation raising questions about academic freedom at Columbia, where she has taught since 1999.

In response to the hearing, Ms. Franke said she had made a comment in a radio program that some students who served in the I.D.F. had harassed others on campus, a reference to an incident in which pro-Palestinian protesters said they were sprayed with a noxious chemical.

“I do not believe, nor did I say, that ‘all Israeli students who served in the I.D.F. are dangerous and should not be on campus,’” she said.

Mohamed Abdou was also named in the hearing. Dr. Abdou was hired as a visiting scholar for the Spring 2024 term, and was teaching a course called “ Decolonial-Queerness and Abolition. ”

A biography on Columbia’s website describes Dr. Abdou as “a North African-Egyptian Muslim anarchist interdisciplinary activist-scholar of Indigenous, Black, critical race and Islamic studies, as well as gender, sexuality, abolition and decolonization.”

Representative Elise Stefanik asked why he was hired even after his social media post on Oct. 11 that read, “I’m with Hamas & Hezbollah & Islamic Jihad.” Dr. Shafik said, “He will never work at Columbia again. Dr. Abdou did not immediately respond to requests for comment.

Sheldon Pollock, a retired Columbia professor who serves on the executive committee of Columbia’s American Association of University Professors chapter, called such comments about specific professors “deeply worrying,” adding that he thought Dr. Shafik was “bullied by these people into saying things I’m sure she regrets.”

He continued: “What happened to the idea of academic freedom” in today’s testimony? “I don’t think that phrase was used even once.”

A spokesman for Columbia declined to comment on the criticism of Dr. Shafik.

Elise Stefanik is up again. She is trying to get Shafik to condemn “from the River to the Sea” as antisemitic and discipline students for saying it. Shafik says “we are looking at it.”

Annie Karni

Stefanik asked the same question of Claudine Gay, the former president of Harvard University. Gay’s response was that, while she personally thought the language was “abhorrent,” the university embraced “a commitment to free expression even of views that are objectionable, offensive, hateful.”

Several Republicans have now praised the Columbia representatives for giving clear answers to their questions.

Stefanik seems to have pushed Shafik into committing to remove a professor, Joseph Massad, who has become a focus of the hearing because of his statements celebrating the Hamas attacks, as chair of the academic review committee. Shafik appeared flustered by the line of questioning, and confused about his current status. But she answered “yes” when asked if she would commit to removing him as chair.

“He was spoken to by his head of department and his dean.” “And what was he told?” “I was not in those conversations, I think —” “But you’re not what he was told —” “That language was unacceptable.” “What was he told? What was he told?” “That that language was unacceptable.” “And were there any other enforcement actions taken? Any other disciplinary actions taken?” “In his case? He has not repeated anything like that ever since.” “Does he need to repeat stating that the massacre of Israeli civilians was awesome? Does he need to repeat his participation in an unauthorized pro-Hamas demonstration on April 4? Has he been terminated as chair?” “Congresswoman, I want to confirm the facts before getting back to you.” “I know you confirmed that he was under investigation.” “Yes, I can confirm that.” “Did you confirm he was still the chair?” “I need to confirm that with you. I’m —” “Well, let me ask you this: Will you make the commitment to remove him as chair?” “I think that would be — I think, I would, yes. Let me come back with yes.”

Representative Elise Stefanik is challenging President Shafik after she had said in earlier testimony there had not been anti-Jewish protests on campus. Now, under questioning, she acknowledges anti-Jewish things were said at protests.

Overall, Republicans on this committee are pushing Columbia to take a tough stance on defining what antisemitism is, and include anti-Zionist speech, something it has tried not to do. It doesn’t have an official definition of the term.

Representative Aaron Bean, a Republican of Florida, congratulates the Columbia witnesses, saying they did better than the presidents of Harvard and Penn at their hearing in December. They were able to say they were against antisemitism, but he says that there is still fear on campus among Jewish students. “You are saying the right things.”

While there have been some tense moments in the hearing, there has not yet been the kind of viral moment related to the university’s inadequate response to antisemitism that House Republicans were able to create in the infamous hearing with the presidents of Harvard, University of Pennsylvania and M.I.T. But that exchange, which ultimately lead to the ouster of two Ivy League presidents, came at the tail end of a session that lasted four and a half hours.

Here are some of the recent antisemitism allegations against Columbia.

The House committee investigating Columbia University for antisemitism has claimed that “an environment of pervasive antisemitism has been documented at Columbia for more than two decades” and that the administration has not done enough in response.

Here are some of the recent allegations :

On Oct. 11, 2023, a Columbia student who is Israeli was beaten with a stick by a former undergraduate who had been ripping down pictures of Israeli hostages, according to the New York Police Department.

Multiple students say they have been cursed at for being Jewish. One student held up a sign in October that read “Columbia doesn’t care about the safety and well-being of Jewish students.”

Following allegations that two Israeli students released a foul-smelling chemical at a pro-Palestinian demonstration in January, a poster appeared around campus with the image of a blue and white skunk with a Star of David on its back.

Several professors have made antisemitic remarks or expressed support for the Oct. 7 attack, including Joseph Massad, a professor of modern Arab politics, who published an article on Oct. 8 describing the attack with terms such as “awesome” and “astounding.”

Representative Ilhan Omar, Democrat of Minnesota, spoke on behalf of pro-Palestinian students who were suspended or hurt. Shafik said she suspended students after a Resistance 101 event, where people spoke in support of Hamas, because they did not cooperate with the investigation. Omar also asks about an alleged chemical attack on pro-Palestinian protesters. Shafik says she reached out to those students, but that the investigation is still with the police.

Omar, one of just two Muslim women serving in Congress, is grilling Shafik from the left, using her time to ask why pro-Palestinian students on campus were evicted, suspended, harassed and intimidated for their participation in a pro-Palestinian event. Shafik said it was a very serious situation and the students refused to cooperate with the investigation.

Two professors, Joseph Massad and Katherine Franke, are “under investigation for discriminatory remarks,” Shafik says, apparently breaking some news here.

Representative Jamaal Bowman, a Democrat of New York, is trying to make the case for pro-Palestinian students who feel they have a right to express their views, saying that those views aren’t necessarily hateful, even if they make people feel uncomfortable. He’s entering for the record a letter from 600 faculty and students supporting open inquiry on campus.

The hearing is back after a brief recess. The length of the proceedings could prove important, since Claudine Gay, Harvard’s former president, has partly blamed the protracted nature of an exchange during December’s hearing for answers she gave that drew widespread criticism.

Representative Lisa McClain, Republican of Michigan, is drilling down on whether there is a definition on campus for antisemitism. David Schizer, who is a co-chair of the university's task force on antisemitism, calls a New York Times article about how the task force has no definition false. However, the committee has no official definition for antisemitism. He offers his own personal definition to the committee, as does Shafik. “For me personally, any discrimination against people of the Jewish faith is antisemitism,” she said.

Earlier in the hearing, Claire Shipman, co-chair of Columbia's board of trustees, detailed steps Columbia has taken to try to get the tensions under control, including suspending two student groups, Students for Justice in Palestine and Jewish Voice for Peace.

Columbia has been host to charged protests over Gaza in recent months.

Columbia University has toughened how it handles campus protests since the Hamas attack on Israel on Oct. 7. Here are some of the key moments:

Oct. 12, 2023: Hundreds of protesters gathered at Columbia University for tense pro-Israel and pro-Palestinian demonstrations that caused school administrators to take the then-extraordinary step of closing the campus to the public. The school now closes the campus routinely when protests are scheduled.

Nov. 9, 2023: Columbia suspended two main pro-Palestinian student groups, Students for Justice in Palestine and Jewish Voice for Peace, after they held an unauthorized student walkout. Administrators said the event had “proceeded despite warnings and contained threatening rhetoric and intimidation” after one person shouted anti-Jewish epithets. Protest organizers said they had tried to silence the person.

Jan. 19, 2024: Pro-Palestinian protesters said that someone sprayed them with a foul-smelling substance at a rally, causing at least eight students to seek medical treatment. Columbia labeled the incident a possible hate crime, barred the alleged perpetrators from campus and opened an investigation. Protest attendees, citing video evidence , say they believe the perpetrators were two students who had been verbally harassing them, but Columbia has given no details about their identities.

Feb. 19, 2024: Columbia announced a new protest policy . Protests are now only permitted in designated “demonstration areas” on weekday afternoons, and require two days’ notice to administrators. First-time violators receive warnings. Repeat violators are brought before a judicial board.

April 5, 2024: The university’s president announces the immediate suspension of multiple students accused of playing a role in organizing a March 24 event, “ Resistance 101 ,” at which the presenters spoke openly in support of Hamas and other U.S.-designated terrorist organizations. The students were told they would be evicted from student housing.

Representative Burgess Owens, Republican of Utah, is drilling down on an apparent double standard at Columbia. He suggests that it would not be tolerated for a moment if people called an attack on Black people “awesome” and “stunning” but that it has been acceptable for faculty to say about Jewish students for decades.

Representative Jim Banks, Republican of Indiana, is asking about a glossary given out at the School of Social Work that lists a term that appears to classify Jews as white, and therefore privileged. Shafik says it is not an official document. He also asks why the word "folks" is spelled "folx" in the document, a progressive quirk. "They can't spell?" Shafik says, getting an audience chuckle.

Anemona Hartocollis

Representative Gregorio Sablan, a Democrat from the Commonwealth of the Northern Mariana Island, seized on the fact that Shafik and other Columbia officials had been cut off, and offered them a chance to complete their answers. Shafik said that many of the questionable appointments “were made in the past in a different era, and that era is done.”

Columbia University has been on strict lockdown all week, and today is no exception. Barricades have been erected, numerous police officers are stationed at both main entrances to the campus and no one is being allowed to enter without a Columbia University ID. Protesters have assembled today on Broadway wearing shirts with the words “Revolution Nothing Less!” on the front.

Nicholas Fandos

Elise Stefanik has taken aim at college presidents on elite campuses.

She may not be a committee chair, but perhaps no single Republican lawmaker has done more to exert pressure on elite universities since the Israel-Gaza war began than Representative Elise Stefanik of New York.

Ms. Stefanik was already a rising star within her party, the top-ranking woman in Republican House leadership and considered a potential presidential running mate when the House Education and Workforce Committee began investigating antisemitism on college campuses. But her grilling of the presidents of Harvard, University of Pennsylvania and M.I.T. at a December hearing became a defining moment .

Ms. Stefanik pressed the leaders to say whether students would violate their universities’ codes of conduct if they called for the genocide of Jews. Their dispassionate, lawyerly answers about context and free speech set off a firestorm that ultimately helped cost two of them, Claudine Gay of Harvard and Elizabeth Magill of the Penn, their jobs.

The exchange also helped win Ms. Stefanik widespread attention and rare plaudits from grudging liberals, who typically revile her for embracing former President Donald J. Trump and his lies about the 2020 election. On Wednesday, she was named one of Time’s 100 most influential people of 2024.

Ms. Stefanik is a graduate of Harvard herself. When she first won her seat in 2014, she was the youngest woman ever elected to the House of Representatives. She beat a centrist Democrat, and in the early days of her career, she took on more moderate stances.

These days, she describes herself as “ultra MAGA” and “proud of it .”

Ms. Stefanik, 39, has said she was “stunned” by the responses of the presidents during the last hearing. She plans to reprise that role on Wednesday, grilling the president of Columbia University, Nemat Shafik, and members of its board of trustees.

In an opinion piece in The New York Post before the hearing, Ms. Stefanik said antisemitism at Columbia had become “egregious and commonplace.” She charged Dr. Shafik with failing “to ensure Jewish students are able to attend school in a safe environment.”

Shafik emphasizes that Columbia has ramped up disciplinary proceedings.

In her opening remarks, Nemat Shafik, president of Columbia University, gave an idea of how pervasive complaints of antisemitism have become since Oct. 7, adding that Columbia had been aggressive in pursuing disciplinary action.

Dr. Shafik said that the disciplinary process at Columbia, which has about 5,000 Jewish students, typically handles 1,000 student-conduct cases a year. Most of those are related to typical campus infractions, such as academic dishonesty, the use of alcohol and illegal substances, and one-on-one student complaints.

“Today, student-misconduct cases are far outpacing last year,” said Dr. Shafik, who goes by Minouche.

She did not provide an exact number of complaints this year, and did not address what portion of the increase had to do with protests related to the Israel-Hamas war. But she implied that it was significant.

The university’s current policies were “not designed to address the types of events and protests that followed the Oct. 7 attack,” Dr. Shafik said.

The task of combating antisemitism provided a vehicle for underscoring why colleges and universities matter, she said. Antisemitism had been a scourge for some 2,000 years, she said. “One would hope that by the 21st century, antisemitism would have been related to the dustbin of history, but it has not.”

To deal with it, Dr. Shafik said, she would look toward periods “where antisemitism has been in abeyance.”

“Those periods were characterized by enlightened leadership, inclusive cultures and clarity about rights and obligations,” she said, adding that she was committed to fostering those values at Columbia.

Who are Claire Shipman and David Greenwald?

Testifying alongside Nemat Shafik, the Columbia University president, are the two co-chairs of Columbia’s board of trustees, Claire Shipman and David Greenwald . Like Dr. Shafik, they are relatively new to their roles.

Ms. Shipman is a journalist and author who spent three decades working in television news for ABC, NBC and CNN, and who now writes books about women’s leadership and confidence. A graduate of Columbia’s School of International and Public Affairs and Columbia College, she joined the board of trustees in 2013. She became co-chair in September.

Mr. Greenwald is a corporate lawyer who was chairman of the law firm Fried Frank before stepping down earlier this year. He has also worked as a deputy general counsel for Goldman Sachs. A graduate of Columbia Law School, he also serves on other nonprofit boards, including for NewYork-Presbyterian Hospital. He was elected to the 21-member board in 2018, and become co-chair in September.

Both were on the presidential search committee, which oversaw the process of selecting Dr. Shafik.

David Schizer, a former dean of Columbia Law School and a co-chair of the school’s antisemitism task force , is also testifying. He was announced as an additional witness Monday.

The New York Times

Read Nemat Shafik’s prepared opening remarks.

In her prepared opening statement, Nemat Shafik, the president of Columbia University, laid out ways the university has been responding to antisemitism on campus.

Here’s the statement.

Nemat shafik is new to columbia, but not to high-profile settings..

Columbia’s president, Nemat Shafik, is no stranger to handling crises.

As a young economist at the World Bank, she advised governments in Eastern Europe after the fall of the Berlin Wall. As a deputy managing director at the International Monetary Fund, she worked to stabilize national economies during the European debt crisis, and oversaw loans to Middle East countries during the uprisings of the Arab Spring.

Now, as the first female president of Columbia University, Dr. Shafik, who goes by Minouche, finds herself at the center of American political tensions over the war in Gaza and intense criticism over Columbia’s efforts to counter antisemitism.

Dr. Shafik’s supporters hope that her experience — and also what they describe as her cut-to-the-chase decision-making style — will help her navigate the kind of questioning that tripped up her peers from Harvard and the University of Pennsylvania in December.

Born in Alexandria, Egypt, Dr. Shafik’s family relocated to the United States in the 1960s after their home and property in Egypt were nationalized, she has said in interviews.

She lived in Savannah, Ga., as a child, and in Egypt as a teenager, returning to the United States to get her bachelor’s degree at the University of Massachusetts Amherst. She received her Ph.D. in economics from St. Antony’s College, at Oxford University.

After leaving the I.M.F. in 2014, she was a deputy governor of the Bank of England before returning to academia as president of the London School of Economics and Political Science in 2017. She started at Columbia in July . Her response to campus tensions sparked by the Israel-Hamas war has been her first big test.

Read Representative Foxx’s opening remarks.

Virginia Foxx, who chairs the House Education and the Workforce Committee, listed the reasons for calling Wednesday’s hearing on campus antisemitism in her prepared opening remarks.

2024 federal budget's key takeaways: Housing and carbon rebates, students and sin taxes

Budget sees nearly $53b in new spending over the next 5 years.

What's in the new federal budget?

Social sharing.

Finance Minister Chrystia Freeland today tabled a 400-page-plus budget her government is pitching as a balm for anxious millennials and Generation Z.

The budget proposes $52.9 billion in new spending over five years, including $8.5 billion in new spending for housing. To offset some of that new spending, Ottawa is pitching policy changes to bring in new revenue.

Here are some of the notable funding initiatives and legislative commitments in budget 2024.

Ottawa unloading unused offices to meet housing targets

One of the biggest pillars of the budget is its housing commitments. Before releasing the budget, the government laid out what it's calling Canada's Housing Plan — a pledge to "unlock" nearly 3.9 million homes by 2031.

The government says two million of those would be net new homes and it believes it can contribute to more than half of them. 

It plans to do that by:

• Converting underused federal offices into homes. The budget promises $1.1 billion over ten years to transform 50 per cent of the federal office portfolio into housing.
• Building homes on Canada Post properties. The government says the 1,700-plus Canada Post offices across the country can be used to build new homes while maintaining postal services. The federal government says it's assessing six Canada Post properties in Quebec, Alberta and British Columbia for development potential "as a start."
• Rethinking National Defence properties. The government is promising to look at redeveloping properties and buildings on National Defence lands for military and civilian use.
• Building apartments. Ottawa is pledging a $15 billion top-up to the Apartment Construction Loan Program, which says it will build 30,000 new homes across Canada.

Taxing vacant land?

As part of its push on housing, the federal government also says it's looking at vacant land that could be used to build homes.

It's not yet committing to new measures but the budget says the government will consider introducing a new tax on residentially zoned vacant land. 

• Freeland's new federal budget hikes taxes on the rich to cover billions in new spending
• Are you renting with no plans to buy? Here's what the federal budget has for you

The government said it plans to launch consultations on the measure later this year.

Help for students 

There's also something in the budget for students hunting for housing.

The government says it will update the formula used by the Canada Student Financial Assistance Program to calculate housing costs when determining financial need, to better reflect the cost of housing in the current climate.

The government estimates this could deliver more aid for rent to approximately 79,000 students each year, at an estimated cost of $154.6 million over five years.

• Updated Federal budget's funding boost for defence spread out over multiple years
• Liberals pledge $9B in new money for Indigenous communities in 2024 budget

The government is also promising to extend increased student grants and interest-free loans, at an estimated total cost of $1.1 billion this year.

Increase in taxes on capital gains

To help cover some of its multi-billion dollar commitments, the government is proposing a tax hike on capital gains — the profit individuals make when assets like stocks and second properties are sold.

The government is proposing an increase in the taxable portion of capital gains, up from the current 50 per cent to two thirds for annual capital gains over $250,000. 

New investment to lead 'housing revolution in Canada,' Freeland says

Freeland said the change would impact the wealthiest 0.1 per cent.

There's still some protection for small businesses. There's been a lifetime capital gains exemption which allows Canadians to exempt up to $1,016,836 in capital gains tax-free on the sale of small business shares and farming and fishing property. This June the tax-free limit will be increased to $1.25 million and will continue to be indexed to inflation thereafter, according to the budget.

The federal government estimates this could bring in more than $19 billion over five years, although some analysts are not convinced.

Disability benefit amounts to $200 per month 

Parliament last year passed the Canada Disability Benefit Act, which promised to send a direct benefit to low-income, working-age people with disabilities. 

Budget 2024 proposes funding of $6.1 billion over six years, beginning this fiscal year, and $1.4 billion per year ongoing, for a new Canada Disability Benefit.

Advocates had been hoping for something along the lines of $1,000 per month per person . They'll be disappointed.

According to the budget document, the maximum benefit will amount to $2,400 per year for low income individuals with disabilities between the ages of 18 and 64 — about $200 a month.

• Federal government plans to lease public lands for construction through new housing strategy
• Alberta premier says she's prepared to take Ottawa to court over housing deals

The government said it plans for the Canada Disability Benefit Act to come into force in June 2024 and for payments to start in July 2025.

Carbon rebate for small businesses coming 

The federal government has heard an earful from small business advocates who accuse it of reneging on a promise to return a portion of carbon pricing revenues to small businesses to mitigate the tax's economic costs.

• What's behind the carbon tax, and does it work?
• Federal government scales back carbon tax rebates for small businesses

The budget proposes to return fuel charge proceeds from 2019-20 through 2023-24 to an estimated 600,000 businesses with 499 or fewer employees through a new refundable tax credit.

The government said this would deliver $2.5 billion directly to Canada's small- and medium-sized businesses.

Darts and vape pods will cost more 

Pitching it as a measure to cut the number of people smoking and vaping, the Liberals are promising to raise revenues on tobacco and smoking products.

• Just Asking  wants to know:   What questions do you have about quitting smoking or vaping? Do you think sin taxes will encourage smoking cessation?  Fill out the details on  this form  and send us your questions ahead of our show on April 20.

Starting Wednesday, the total tobacco excise duty will be $5.49 per carton. The government estimates this could increase federal revenue by $1.36 billion over five years starting in 2024-25.

The budget also proposes to increase the vaping excise duty rates by 12 per cent effective July 1. That means an increase of 12 to 24 cents per pod, depending on where you live. 

• 'Stay the hell away from our kids': Health minister vows to restrict nicotine pouches — but how?

Ottawa hopes this increase in sin taxes will bring in $310 million over five years, starting in 2024-25.

More money for CBC 

Heritage Minister Pascale St-Onge has mused about redefining the role of the public broadcaster before the next federal election . But before that happens, CBC/Radio-Canada is getting a top-up this year. 

The budget promises $42 million more in 2024-25 for CBC/Radio-Canada for "news and entertainment programming." CBC/Radio-Canada received about $1.3 billion in total federal funding last year.

The government says it's doing this to ensure that Canadians across the country, including rural, remote, Indigenous and minority language communities, have access to independent journalism and entertainment.

Last year, the CBC announced a financial shortfall, cut 141 employees and eliminated 205 vacant positions. In a statement issued Tuesday, CBC spokesperson Leon Mar said the new funding means the corporation can balance its budget "without significant additional reductions this year."

Boost for Canada's spy agency 

As the government takes heat over how it has handled the threat of foreign election interference, it's promising more money to bolster its spy service.

The Canadian Security Intelligence Service is in line to receive $655.7 million over eight years, starting this fiscal year, to enhance its intelligence capabilities and its presence in Toronto.

• CSIS chief defends his spies' work after PM casts doubt on reliability of agency's reports
• Trudeau says it's his job to question CSIS intelligence, call out 'contradictions'

The budget also promises to guarantee up to $5 billion in loans for Indigenous communities to participate in natural resource development and energy projects in their territories.

These loans would be provided by financial institutions or other lenders and guaranteed by the federal government, meaning Indigenous borrowers who opt in could benefit from lower interest rates, the budget says. 

ABOUT THE AUTHOR

Catharine Tunney is a reporter with CBC's Parliament Hill bureau, where she covers national security and the RCMP. She worked previously for CBC in Nova Scotia. You can reach her at [email protected]

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I worked on cruises for 3 years. Here are 6 things I'd never do on board.

• I used to work on cruises. After many days at sea, there are things I'd never do on a cruise .
• I never wear my room key around my neck and try to avoid misnaming the ship.
• I never buy the drink package or pay for meal upgrades in the main dining room.

I've sailed around the world as a cruise-ship employee , and now I enjoy cruising as a passenger.

I love the salty sea air, waking up in a new country, and lazy days by the pool, but a week at sea could get more complicated this year with cruises predicted to be in high demand .

While fighting a little harder to secure a prime seat on the pool deck, you may as well also avoid some rookie mistakes.

Here are six things I'd never do on a cruise after working on them for three years.

Pay for upgrades in the main dining room

Typically, main dining room meals are included in the cost of a cruise. But in recent years, it's become common for cruise lines to charge guests extra if they want to upgrade to "supplementary" items like lobster or certain steaks.

I know $12 may not seem like much for a steak or lobster tail at dinner, but the cost of the cruise is supposed to include your food.

So, even though I enjoy lobster, I stick with the items without the upcharges.

Buy the drink package

I enjoy a piña colada by the pool or a Manhattan while listening to a jazz set after dinner. Even so, it doesn't make sense for me to pay in advance for 12 to 15 cocktails a day.

I've done the math on typical unlimited drink packages , and the cost simply isn't worth it for me.

This is especially true with a port-heavy itinerary. If I've gone ashore to explore all day, that means I'm not sidled up to the bar slurping down alcoholic slushies.

Related stories

I prefer to buy as I go and take advantage of happy hour and other drink specials that are available on certain cruise lines. I also check the beverage policy in advance and bring on my own wine, if allowed.

Touch shared contact surfaces with my fingers

Fellow guests will never see me touching the elevator buttons with my fingertips. Knuckles and elbows do the trick.

Some cruise lines are better than others at wiping down commonly touched surfaces, but I don't take any chances. I avoid touching things others frequently touch, and I wash my hands frequently.

This strategy has worked for me, as I have never contracted norovirus, even when it was running rampant on a ship I was on. It's quite contagious and can linger on your fingertips even after using hand sanitizer . I'd definitely rather be safe than sorry.

Wear my room key around my neck

I never walk around the ship with my room key around my neck, and I especially never do this when on land.

There are two reasons for this. First, I see many passengers using the room keys dangling from their necks to flaunt their cruise loyalty status . It just looks pretentious.

The sophisticated cruisers with the highest status, with the most days at sea, never show off their fancy room keys.

That's because they know the more important reason — safety. In port, that room key bouncing off your chest looks like an invitation to be robbed. It screams, "I have money! Come and take it from me."

Misname the ship

English is a funny language that has its quirks. Naming conventions make that even more complicated.

Ships have proper names, and so do not require a definite article. For example, "Tomorrow I am embarking on Discovery Princess," or "I enjoyed scenic cruising on MS Westerdam."

If you want to look like a savvy sailor, learn to drop the "the!"

Plan my port-day itinerary so tight that I may not make it back to the ship on time

Oh, the recurring nightmares I've had about not making it back to the ship on time during a port day.

I've never missed a sail away, but I have cut it too close at times and have had to run down a pier or two. Just recently, as a passenger, my taxi driver got lost returning our group to the port at night.

When I realized how late we were going to be, I forked over $8 per minute to be connected with the ship. I pleaded with them to wait for us. It was a sprint through the port to get back on and we received quite a scolding from the first officer.

That time, we got lucky. In the future, I'll be giving myself more time than I think I need to make it back.

Watch: Why it costs $1 million a day to run one of the world's biggest cruise ships

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Tennessee Volkswagen employees overwhelmingly vote to join United Auto Workers union

Volkswagen automobile plant employee Vicky Holloway celebrates as she watches the results of a UAW union vote, late Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Robert Crump, left, hi-fives fellow employee Kelvin Allen as they watch the results of a UAW union vote, late Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employees celebrate as they watch the results of a UAW union vote, late Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Kiara Hughes celebrates after employees voted to join the UAW union Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

A VW logo is seen outside the Volkswagen automobile plant in Chattanooga, Tenn., Friday, April 19, 2024. Workers at the plant finish voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

A VW logo is seen outside the Volkswagen battery plant in Chattanooga, Tenn., Friday, April 19, 2024. Workers at the plant finish voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Charlie Brown waits for the results of a UAW union vote, late Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Vicky Holloway becomes emotional as she celebrates after employees voted to join the UAW union Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employees celebrate winning a vote to join the UAW union Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee James Robinson celebrates after employees voted to join the UAW union Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Stephanie Romack celebrates after employees voted to join the UAW union Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Duke Brandon, right, celebrates after employees voted to join the UAW union Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Vicky Holloway, left, and union supporter Jackie Camper celebrate as they watch the results of a UAW union vote, late Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Duke Brandon, right, hugs Vicky Holloway as they watch the results of a UAW union vote, late Friday, April 19, 2024, in Chattanooga, Tenn. (AP Photo/George Walker IV)

Volkswagen automobile plant employees arrive for a watch party to see the results of their union election Friday, April 19, 2024, in Chattanooga, Tenn. Workers finished voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Duke Brandon arrives for a watch party to see the results of their union election, Friday, April 19, 2024, in Chattanooga, Tenn. Workers finished voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Alvin Brookfield arrives for a watch party to see the results of their union election Friday, April 19, 2024, in Chattanooga, Tenn. Workers finished voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

Volkswagen automobile plant employee Charles Kimbrough arrives for a watch party to see the results of their union election Friday, April 19, 2024, in Chattanooga, Tenn. Workers finished voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

A person walks across the parking lot at the Volkswagen automobile plant in Chattanooga, Tenn., Friday, April 19, 2024. Workers at the plant finish voting Friday night on whether to join the United Auto Workers union. (AP Photo/George Walker IV)

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CHATTANOOGA, Tenn. (AP) — Employees at a Volkswagen factory in Chattanooga, Tennessee, overwhelmingly voted to join the United Auto Workers union Friday in a historic first test of the UAW’s renewed effort to organize nonunion factories.

The union wound up getting 2,628 votes, or 73% of the ballots cast, compared with only 985 who voted no in an election run by the National Labor Relations Board.

Both sides have five business days to file objections to the election, the NLRB said. If there are none, the election will be certified and VW and the union must “begin bargaining in good faith.”

President Joe Biden, who backed the UAW and won its endorsement, said the union’s win follows major union gains across the country including actors, port workers, Teamsters members, writers and health care workers.

“Together, these union wins have helped raise wages and demonstrate once again that the middle-class built America and that unions are still building and expanding the middle class for all workers,” he said in a statement late Friday.

Twice in recent years, workers at the Chattanooga plant have rejected union membership in plantwide votes. Most recently, they handed the UAW a narrow defeat in 2019 as federal prosecutors were breaking up a bribery-and-embezzlement scandal at the union.

But this time, they voted convincingly for the UAW, which is operating under new leadership directly elected by members for the first time and basking in a successful confrontation with Detroit’s major automakers.

The union’s pugnacious new president, Shawn Fain , was elected on a platform of cleaning up after the scandal and turning more confrontational with automakers. An emboldened Fain, backed by Biden, led the union in a series of strikes last fall against Detroit’s automakers that resulted in lucrative new contracts .

The new contracts raised union wages by a substantial one-third, arming Fain and his organizers with enticing new offers to present to workers at Volkswagen and other companies.

Next up for a union vote are workers at Mercedes factories near Tuscaloosa, Alabama, who will vote on UAW representation in May.

Fain said he was not surprised by the size of the union’s win Friday after the two previous losses.

“I think it’s the reality of where we are and the times that we’re in,” he said Friday night. “Workers are fed up in being left behind.”

The win, he said, will help the growing unionization effort in the rest of the country.

“This gives workers everywhere else the indication that it’s OK,” Fain said. “All we’ve heard for years is we can’t win here, you can’t do this in the South, and you can.”

Worker Vicky Holloway of Chattanooga was among dozens of cheering workers celebrating at an electrical workers union hall near the VW plant. She said the overwhelming vote for the union came this time because her colleagues realized they could have better benefits and a voice in the workplace.

“Right now we have no say,” said Holloway, who has worked at the plant for 13 years and was there for the union’s previous losses. “It’s like our opinions don’t matter.”

In a statement, Volkswagen thanked workers for voting and said 83.5% of the 4,300 production workers cast ballots in the election.

Six Southern governors, including Tennessee’s Bill Lee, warned the workers in a joint statement this week that joining the UAW could cost them their jobs and threaten the region’s economic progress.

But the overwhelming win is a warning to nonunion manufacturers, said Marick Masters, a business professor at Wayne State University in Detroit who studies the union.

“This is going to send a powerful message to all of those companies that the UAW is knocking at the door, and if they want to remain nonunion, they’ve got to step up their game,” Masters said.

He expects other nonunion automakers to become more aggressive at the plants, and that anti-union politicians will step up their efforts to fight the union.

Shortly after the Detroit contracts were ratified, Volkswagen and other nonunion companies handed their workers big pay raises.

Last fall, Volkswagen raised production worker pay by 11%, lifting top base wages to $32.40 per hour, or just over $67,000 per year. VW said its pay exceeds the median household income for the Chattanooga area, which was $54,480 last May, according to the U.S. Labor Department.

But under the UAW contracts, top production workers at GM, for instance, now earn $36 an hour, or about $75,000 a year excluding benefits and profit sharing. By the end of the contract in 2028, top-scale GM workers would make over $89,000.

The VW plant will be the first the UAW has represented at a foreign-owned automaking plant in the South. It will not, however, be the first union auto assembly plant in the South. The UAW represents workers at two Ford assembly plants in Kentucky and two GM factories in Tennessee and Texas, as well as some heavy-truck manufacturing plants.

Also, more than three decades ago, the UAW was at a Volkswagen factory in New Stanton, Pennsylvania, east of Pittsburgh. VW closed the plant that made small cars in the late 1980s.

Krisher reported from Detroit. Associated Press journalist Chris Megerian contributed from Washington.