Sample Research Paper-Draft Business Plan Assessment Criteria

Running head: Architectural Business Plan
Architectural Business Plan

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Introduction
A business plan, in the real sense, is a road map which guides and directs the company
towards a specific direction of business operations. In architecture, it is also vital in the sense that
it would lay out how various architectural goals would be approached for purposes of
improvement. An effective architectural business plan would consider both operational and
improvement aspects of the business. In this regard, this report presents a business plan which
would be used to capture the future markets in five years time by considering the current
challenges in the business as well as the anticipated needs of clients.
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Executive summary
This business report is about an Architectural firm which deals specifically with
industrial, residential and commercial architecture operating in both international and domestic
projects. In this company, improved and state-of-art technological tools are normally used to
research, design, analyze, develop and manage various architectural projects in order to achieve
increased customer value. This would ensure increased reliability and integrity in various
architectural processes. In this plan, the target customers, in the two broad markets are grouped
into four distinct classes: contractors, home owners, and government and home owners. This one
is an improved approach which would ensure satisfactory services compared with various
competitors which have a general view on their clients. Therefore to gain a competitive edge, the
company would focus on digital- based architectural designs as well as an exceptional customer
services. These two business backbone are based on the research findings that showed numerous
limitations with old design method and tools. Moreover in this plan, it is prospected that the first
years sales would be $ 200,000. This value would then increase to $800,000 by the end of the
fifth operational year. These values were set based on reality aspect of a strategic business plan
since the firm is still young in the market.
Mission
In order to achieve the best in the architectural market, this firm would introduce and
offer a new type of architectural digital system which would solve the complexities associated
with clients perceptions on architectural firms thus winning their confidence in quality service
delivery (Michael and Miles, 2009). In this system, the client would be allowed to interactively
view, understand and appreciate the proposed designs, construction methods and the final look of
the structure. In this media, clients would not necessarily have to know and understand the
various architectural terminologies like elevations, floor plans, sections and construction
documents among others. Instead, clients would understand the aspects through its interactive
computer aided graphics and videos. In addition, this media would be useful in construction
documents and processes thus ensuring quality assurance amongst the company professionals
since it would provide builders with interactive quality images and required specs in each aspect
of the structure (Michael and Miles, 2009).
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Keys to Success
The business success of this architectural company would be based on
1. Provision of architectural services that are more powerful than the competitors
2. Incorporation and utilization of varied classes and types of architects so as to provide
diverse variety of designs
3. Increased network on global business connections (SMART Goals, 2010)
This is due to the research findings which identified competitors, poor mix of architects
and global business network being the main draw backs on architectural businesses.
Objectives
1. To realize sales of $ 200,000 in year one and $800,000 by the end of the fifth year
2. To expand the market by 25% every year through internet technology
3. To create and establish a new market niche by year five through the use of interactive
architectural system and three dimensional architectural documents (SMART Goals,

2010).
Company Summary
In this architectural business plan, the company would provide architectural design
services through the use of digital media. This approach would limit majority of services within
the technological requirements. Consequently, there would be optimal efficiency in business
operations as well as improved construction methods, design processes and satisfaction to the
clients.
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Company ownership
This architectural firm is owned by key project developers whose main aim is to move
the company to higher levels of performance.
Services
The architectural services covered in this plan would integrate well with various small or
land corporations. In addition, these services would be made affordable for various types of
clients falling within the middle or upper income classes. This implies that clients would be
treated on different scales depending on their socioeconomic classes (Michael and Miles, 2009).
Description of Service
In order to strategically differentiate the services, this business plan recommends the use
of super speed computers with installed architectural programs like AutoCAD and Form-Z.
These would allow efficient provision of the new interactive media. In addition, the business
would be kept on the market forefront through intensive and extensive on market and
technologies on three-D designs (Michael and Miles, 2009).
Market Analysis Summery
This business plan considers both the domestic and international markets within which
the business would operate. Even if the business covers and deals with numerous clients, a close
analysis and understanding of these clients would be based on the trends in sales as well as other
customer experience data within the first months of business operations (BPlans, 2010).
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Market segmentation

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Following the four categories of clients in this business, the table as well as the
comparative bar graph below shows the anticipated proportions of clients for the next five years.
This information catered for the yearly 25% market expansion and based on the past customer
findings. As can be seen, home owners take the greatest market share; the business would
concentrate both on promotional and marketing efforts towards them (Berry, 2011). Same efforts
on the remaining categories of clients would highly depend on creation of meaningful rapport
and proper proposal responses and treatment. In this data, the yearly growth prospect is 25%.
Potential
Year 1
Year 2
Year 3
Year 4
Year 5
Yearly
customer
Home
200,000
250,000
312,500
390,625
488,281
Growth
25%
owners
Developers
Government
Contractors
Total
7,000
20,000
5000
232,000
8,750
25,000
6,250
290,000
10,937
31,250
7,812
362,499
13,672
39,063
9,766
453,126
17,090
48,828
12,207
566,406
25%
25%
25%
25%
Service Business Analysis

The business throughout the country basically comprises small to mid-sized companies
specializing in a given type of architectural service. However, there is also existence of large
companies which often focus on the design of large facilities used for industrial or commercial
purposes. According to BPlans (2010), this business would face competition from large firms
since such architectural firms have the capital base for maintaining and catching up with the
latest technologies in the business. In addition, it is the competitors firms which have extended
business operations even to the international community. In both cases, home owners would be
given closer attention compared to the rest of customer categories.
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Sales strategy
With exceptional services offered to clients, it is expected that the business would realize good
sales. To achieve such sales, the business should have a good public image as well as referrals. In
getting good base for referrals, the business would focus on giving her services, in a pleasing
manner, to as many clients as possible. In this regard, the architects as well as the management
team would strive to deliver positive customer experience which would help the firm get more
fame (Berry, 2011). In addition, this would make the firm have good customer relationship; a fact
that makes clients come back for more services in the future as well as refers other new
customers to the firm (Berry, 2011). It is anticipated that the monthly sales of the business; in the
first year of plan implementation, would translate as in the table below and analyzed as in the
grouped bar graph below.

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Forecasted Monthly Sales ($)

Design
Jan
8000
Feb
100
0
500
0
110
0
Mar
500
0
200
0
700
0
Apr
100
0
200
0
100
0
May
9000
Jun
500
0
300
0
200
0
Jul
200
0
700
0
100
0
Aug
130
00
300
0
100
0
Sep
200
0
100
0
900
0
Oct
100
0
900
0
300
0
Nov
500
0
100
0
300
0
Dec
200
0
200
0
110
00
Producti 2000
2000
on
Construc 1000
5000
tion
Docume
nts
These sales prospects are balanced following the experienced trends in the commercials and
industrial activities within the country and beyond. Form the research findings this shows typical
realizable sales with balanced efforts in each group of architectural services offered. This table
translates to the graph below.

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Monthly Sales (First Year)
Yearly Sales Forecasts

According to the architectural services offered, sales are classified into three main
categories. These are design sales, production sales and construction sales. So when they are
combined, they serve one architectural service. Since there would be construction costs in every
architectural work, the total sales for each sale would be based on 10% cut off costs (Berry,
2011).

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On yearly sales performance, the following table and graph gives a summery on the
forecasted total sales. However, the actual sales would vary depending on the size the budget of
the project.
Design
Year 1
Year 2
Year 3
Year 4
Year 5
$200,000,000 $250,000,000 $312,500,000 $390,625,000 $48,828 ,
000

Production
$7,000,000
Construction $20,000,000
10
$8,750,000
$25,000,000
$10,937,000
$31,250,000
$13,672,000
$39,063,000
$17,090,000
$48,828,000
Direct Cost of Sales

Year 1
Design
2,000
Production
700
Construction 2,000
Year 2
2,000
750
2,500
Year 3
3,125
930
2,500
Year 4
3,125
930
3,000
Year 5
4,882
1,020
3,000
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Competitive Edge
This business plan would enable the firm have a competitive advantage over small firms,
middle firms as well as large architectural firms. This is because; the business would involve rich
mix of current architects who are computer efficient to deliver the current digital architectural
solutions. So it would be different from most firms who still recruit old architects who cannot
easily deliver 3-D solutions with a computer (Chief Architect, 2010). In the initial stages of
implementation, the business would start with single AutoCAD alongside hiring of more
architects as the business grows. For better compatibility of existing employees, the plan
recommends that the company cater for the cost of training them externally as well as improve
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on-sight trainings and workshops. This would make employees face minimal challenges with the
new digital system upon which the business relies on for better competitiveness (Stamatis,
Georgi & Stephan)
Personnel Plan
The following table shows the forecasted personnel expenditures for the five years
business plan.
Year 1
$20,000
Year 2
$36,000
Year 3
$52,000
Year 4
$70,000
Year 5
$95,000
(Architects)
Clerical
Architectural
$15,000
$40,000
$30,000
$75,000
$45,000
$110,000
$65,000
$145,000
$85,000
$180,000
System
Total people
Total Payroll
6
$75,000
8
$141,000
12
$207,000
15
$280,000
20
$350,000
Chief
Developers
Financial Plan
This business plan would focus on business growth as well as technology. In this regard,
cash flows are expected to be increased as the business sails through the five years plan. On the
other hand, some money would be set aside for consulting purposes (BPlans, 2011).
Key Financial Indicators
It is expected that the business would realize a constant gross margins over the five years
business period. However, sales, inventory turnover and operating expenses are expected to
increase proportionately while debt collection days are expected to reduce as the business sails
through the five years plan.
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Projected profits and Losses

With the climbing number of yearly customers, sales and Cashflows as well as fixed
direct costs on architectural services offered, as shown in the previous parts of this plan, the
business is expected to realize increasing profits with minimal losses. Initially, there may be less
profit but as the plan gears up, the business projected Cashflows would be achieved (BPlans,
2011). These would be reflected better in the business balance sheet as well as profit and loss
accounts.
Business Assessment
There would be adoption of various assessment tools so as to expose the emerging
business risks and opportunities for future expansions.
Risk Assessment- This tool would help the business analyze its architectural market, business,
finance, products or services and any risks associated with the plans execution. Form this step;
the firm would be bale to set desirable benchmarks which would best counteract the emerging
challenges for effective realization of the plan targets (Ashley, 2010).
Growth Assessment- In order to realize the 25% yearly business growth, the business would
consider the growth strategy which would ensure that the human, innovation and marketing
quotients of the business operation areas are well taken care of hence leading to increased profits
margins (Ashley, 2010).
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Better Business Bureau Rating- For both national and international rating, the business would
strive towards attaining the BBB rating. In this regard, the business would ensure that its
operation periods are shortened, posses the competency licenses, advertise its services, reduce
the complaint volume, honor commitments and adequate provision of information for BBB
rating (Ashley, 2010).
Employee Incentive Plan
In this plan, employees would be given incentives to encourage them on quality work.
This would be done based on the analysis on sales, commissions and internal roles in the
architectural projects. The criteria used in this plan would avoid consecutive issuance of presents
to the same employee, would be based on fair list of criteria, would alternate monthly incentives
and would encourage comments from the employees on how to improve the business as well as
incentive program (Daniels, 2002). This would ensure that the business realize higher employee
retention thus assured of continuous delivery of quality services within the plan.

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Conclusion
Since the future business relies more on technology, it is equally imperative to focus
more on current technologies which would improve customer satisfaction with increased quality
assurance. In this regard, this plan considers company operational aspects, employee, business
processes, market and other related business factors which would be brought together to realize
increased performance and business growth.
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References
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Ashley, S. (2010). Business Assessment Criteria. Retrieved April 4, 2011, from

http://www.ehow.com/facts_7579214_business-assessment-criteria.html
Berry, T. (2011). A Standard Business Plan Outline. Retrieved April 4, 2011, from
http://articles.bplans.com/writing-a-business-plan/a-standard-business-planoutline/29
BPlans (2011) Architecture Business Plan. Retrieved April 4, 2011, from
http://www.bplans.com/architecture_firm_business_plan/executive_summary_fc.cfm
Chief Architect (2010). Professional 3D Home Design Software. Retrieved April 4, 2011, from
http://www.chiefarchitect.com/
Daniels, C. A. (2002). Entrepreneur. Choosing an Employee Incentive plan. Retrieved April 4,
2011, from
http://www.entrepreneur.com/humanresources/employeemanagementcolumnistdavi
djavitch/article54952.html
Michael, F. and Miles, K. (2009). INTERACTIVE ARCHITECTURE. Princeton Architectural
Press.
Stamatis, V., Georgi K. & Stephan Wong. Architectural challenges. MPEG-4 and the New
Multimedia Architectural Challenges. Netherlands GA Delft;

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Running head: Architectural Business Plan

Architectural Business Plan

WE ARE RESEARCH PAPER EXPERTS! ORDER

Australianwritingservices.com- Sample Research Paper

Architectural Business Plan

Architectural Business Plan

Architectural Business Plan

Australianwritingservices.com- Sample Research Paper

Architectural Business Plan

architectural system and three dimensional architectural documents (SMART Goals,

Australianwritingservices.com- Sample Research Paper

Architectural Business Plan

Architectural Business Plan

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Australianwritingservices.com- Sample Research Paper

Architectural Business Plan

Service Business Analysis

Architectural Business Plan

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Forecasted Monthly Sales ($)

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Architectural Business Plan

Monthly Sales (First Year)

Yearly Sales Forecasts

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Architectural Business Plan

Direct Cost of Sales

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Architectural Business Plan

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Architectural Business Plan

Architectural Business Plan

Projected profits and Losses

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Architectural Business Plan

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Architectural Business Plan

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Architectural Business Plan

Ashley, S. (2010). Business Assessment Criteria. Retrieved April 4, 2011, from

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Architectural Business Plan

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