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Business Plan
LEGAL TEAM
I.
TABLE OF CONTENTS
I. Table of Contents................................................................
III. Services..............................................................................
V. Problem Analysis.................................................................
a. Potential Problem............................................................
b. Applicable Remedies.......................................................
VII. Budget.................................................................................
MISSION
The Department holds its mission to keep the company free from all form of
legal impediments in performing its business activity. Primarily to keep its flow smooth,
continuous and improving without hesitation in doing so.
PHILOSOPHY
Its philosophy, to work effectively and in humane manner for the interest of the
company shall be in the blood stream of every individual composing the department.
The Legal Department will keep its service open for all other departments
experiencing or facing matters which are legal in nature. Other departments may ask
for assistance provided after following the protocol laid by the Legal Department.
III.
SERVICES
The Department shall render the following services to the company as a whole
and to other departments:
DEPARTMENT CORRELATION
• Related Articles
• [Effective Communication] What Are the Benefits of Effective Communication in the
Workplace?
Communication is one of the organizational functions that helps a company to stay efficient and
productive. One of the more important forms of organizational communication is inter-departmental
communication, the Institute for Public Relations notes. The importance of communication between
different departments in an organization becomes most evident when that communication breaks down.
Implementing policies to strengthen inter-departmental communication help to underscore its
importance and maintain an efficient flow of information.
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Trust
Accurate and efficient communication between departments builds trust within the organization. When
departments trust each other to deliver accurate information, this eliminates the extra fact-checking step
that can slow down productivity. Departments should ensure that the information they are giving to
other departments in the organization is reliable to help improve operational efficiency.
Customer Service
When inter-departmental communication is poor, customer service can suffer. For example, if a client
continues to receive a bill for an invoice that was already paid because the accounts receivable
department is not communicating properly with accounts payable, then there is the risk of losing repeat
business. To retain clients and insure the flow of repeat business, you need to maintain a high level of
customer service. When the departments in your company are efficiently sharing information, then
clients can be properly attended to, and customer service improves.
Efficiency
If your sales department loses business because the manufacturing group was unaware of an increase in
product demand, then your company suffers a loss of revenue. The accurate exchange of information
between departments improves the ability to meet sales projections, to get product to distribution points
and to have contracts and documents reviewed by the proper people. Information exchange allows for a
productive exchange between engineering and marketing about the release of a new product and gets
information on prospective employment candidates to the human resources department. Improving
communication between departments improves the efficiency of the overall operation of your
organization.
Conflict
A breakdown in communication at any point in the organization can result in conflict. If the shipping
department does not get notification of an important shipment in time to make next day delivery, then
that can cause a conflict among several departments in the organization. Finger-pointing and arguing
accompany a breakdown in inter-departmental communication. When departments engage in conflict,
the productivity of your entire organization is affected.
Inter departmental communication is largely a formal affair. Inter departmental communication will
be effective when it is supported by good infrastructural facilities. There are various documents used in
inter departmental communication, they are:[1]
• A memorandum is a note or record for future use. It is convenient and useful for informal
communication. Most interdepartmental communication is done over phone, but when the
information has to be communicated in writing then memorandums are used. Memos are also
issued in the cases of disciplinary actions to be taken against employees. The format of a memo
is almost the same.[2]
• Office circulars are used to convey the information to a large number of employees. It is used
for internal communication, so it is brief and formal.
• The format of office orders is similar to memorandum but the purpose for which it is issued will
differ. It is usually issued in matters affecting rights and privileges of employees. Office order
carry a number since it will be in force till revoked.[3]
• Suggestions are given by employees. Sometimes it is given by one department to another. It
helps in developing new ideas and policies. But its effectiveness depends on the attitude of the
management.[4]
• Complaints are a part of office routine. As the size of the organization increases, the number of
complaints also increases. In many cases complaints may relate to lack of proper infrastructure,
non observance of rules etc.
V.
PROBLEM ANALYSIS
Action: State the parts of the problem that can be solved separately!
Action: State what additional information is necessary and its probable source!
X. Is The Problem A Contest Or Game?
Action: State the problem in terms of specific objectives, persons, times, places, and acts!
Action: State all of the moral, legal, and practical objections to your solution!
XIX.
You can use problem analysis to gather information that helps you determine the nature of a problem
encountered on your system.
The problem analysis information is used to:
• Determine if you can resolve the problem yourself.
• Gather sufficient information to communicate with a service provider and quickly determine the
service action that needs to be taken.
The method of finding and collecting error information depends on the state of the hardware at the time
of the failure. This procedure directs you to one of the following places to find error information:
• Hardware Management Console (HMC) error logs
• The operating system's error log
• The control panel
• Advanced System Management Interface (ASMI) error logs
Type problem analysis in Google search for more websites
OK.
1. Finding Solutions
slide 2 of 4
3.
4. Discuss with the team the possible causes that can be held responsible for the problem
situation. From this, list and identify the ones which have a direct relationship with the
problem. These direct causes can be listed on the extreme right hand side of the section
reserved for the causes. The causes which lead to these direct causes can be listed to the
left of this list. Relational arrows can also be used to demonstrate the cause and effect
relationship among the causes (Refer to the Image).
5. When you’re done with the causes, move
on to the consequences. When listing the
consequences, list the direct ones on the extreme
left of the consequences section. The
consequences that result from these causes can
be listed to right of this list.
6. Finally when a comprehensive list of
causes and consequences have been developed
and the related causes and consequences have
been linked respectively, you’re ready to display
the information pictorially. For this you can use
a sketch of a tree (like shown in the image
above) and write down the problem on the tree
trunk, the causes along the roots and the
consequences along the branches. Alternatively,
a bock diagram, like the one shown in the image
below, can be used to present the problem tree
analysis in a more organized and professional
manner.
• slide 3 of 4
1. Advantages
OPERATIONAL PLAN
Explain the daily operation of the firm, its location, equipment, people, processes, and
surrounding environment.
Production How and where your services generated?
Explain your methods of:
Service generation techniques and costs
Quality control
Client service
Cost control
Service development
Location What qualities do you need in a location? Describe the type of location you’ll
have.
Physical requirements:
Amount of space
Type of building
Zoning
Power and other utilities
Access:
Is it important that your location be convenient to transportation or to a type of
consumer?
Do you need easy walk-in access?
What are your requirements for parking and proximity to freeway, airports, railroads,
and shipping centers?
Include a drawing or layout of your proposed facility if it is important.
District of Columbia Bar / Practice Management Advisory Service / PMAS@DCBar.org
1101 K Street NW, Suite 200, Washington, D.C. 20005 / 202-626-1312
Construction? Most new firms should not sink capital into construction, but if you are
planning to build, costs and specifications will be a big part of your plan.
Cost: Estimate your occupation expenses, including rent, but also including
maintenance, utilities, insurance, and initial remodeling costs to make the space suit
your needs. These numbers will become part of your financial plan.
What will be your business hours?
Legal Environment Describe the following:
Licensing and bonding requirements
Permits
Health, workplace, or environmental regulations
Special regulations covering your profession
Zoning or building code requirements
Insurance coverage
Trademarks, copyrights, or patents (pending, existing, or purchased)
Personnel Number of employees
Type of labor (skilled, unskilled, and professional)
Where and how will you find the right employees?
Quality of existing staff
Pay structure
Training methods and requirements
Who does which tasks?
Do you have schedules and written procedures prepared?
District of Columbia Bar / Practice Management Advisory Service / PMAS@DCBar.org
1101 K Street NW, Suite 200, Washington, D.C. 20005 / 202-626-1312
Have you drafted job descriptions for employees? If not, take time to write some.
They really help internal communications with employees.
For certain functions, will you use contract workers in addition to employees?
Suppliers Identify key suppliers:
Names and addresses
Type and amount of supplies furnished
Credit and delivery policies
History and reliability
Should you have more than one supplier for critical items (as a backup)?
Do you expect shortages or short-term delivery problems?
Are supply costs steady or fluctuating? If fluctuating, how would you deal with
changing costs?
Credit Policies Do you plan to sell services on credit?
Do you really need to sell on credit? Is it customary in your practice area and
expected by your clientele?
If yes, what policies will you have about who gets credit and how much?
How will you check the creditworthiness of new clients?
What terms will you offer your clients; that is, how much credit and when is payment
due?
Will you offer prompt payment discounts? (Hint: Do this only if it is usual and
customary in your practice area.)
Do you know what it will cost you to extend credit? Have you built the costs into your
prices?
District of Columbia Bar / Practice Management Advisory Service / PMAS@DCBar.org
1101 K Street NW, Suite 200, Washington, D.C. 20005 / 202-626-1312
BUDGET
The financial plan consists of a 12-month profit and loss projection, a four-year profit
and loss projection (optional), a cash-flow projection, a projected balance sheet, and a
break-even calculation. Together they constitute a reasonable estimate of your firm's
financial future. More important, the process of thinking through the financial plan will
improve your insight into the inner financial workings of your firm.
12-Month Profit and Loss Projection Many firm owners think of the 12 month profit and
loss projection as the centerpiece of their plan. This is where you put it all together in
numbers and get an idea of what it will take to make a profit and be successful.
Your revenue projections will come from a revenue forecast in which you forecast
revenue, cost of services provided, expenses, and profit month-by-month for one year.
Profit projections should be accompanied by a narrative explaining the major
assumptions used to estimate firm income and expenses.
Research Notes: Keep careful notes on your research and assumptions, so that you
can explain them later if necessary, and also so that you can go back to your sources
when it’s time to revise your plan.
Four-Year Profit Projection (Optional) The 12-month projection is the heart of your
financial plan. The Four-Year Profit Projection is for those who want to carry their
forecasts beyond the first year.
Of course, keep notes of your key assumptions, especially about things that you
expect will change dramatically after the first year.
Projected Cash Flow If the profit projection is the heart of your business plan, cash
flow is the blood. Firms fail because they cannot pay their bills. Every part of your
business plan is important, but none of it means a thing if you run out of cash.
The point of this worksheet is to plan how much you need before startup, for
preliminary expenses, operating expenses, and reserves. You should keep updating it
and using it afterward. It will enable you to foresee shortages in time to do something
about them—perhaps cut expenses, or perhaps negotiate a loan. But foremost, you
shouldn’t be taken by surprise.
There is no great trick to preparing it: The cash-flow projection is just a forward look at
your checking account.
District of Columbia Bar / Practice Management Advisory Service / PMAS@DCBar.org
1101 K Street NW, Suite 200, Washington, D.C. 20005 / 202-626-1312
For each item, determine when you actually expect to receive cash (for services) or
when you will actually have to write a check (for expense items).
You should track essential operating data, which is not necessarily part of cash flow
but allows you to track items that have a heavy impact on cash flow, such as revenues
and operating expenses.
You should also track cash outlays prior to opening in a pre-startup column. You
should have already researched those for your startup expenses plan.
Your cash flow will show you whether your working capital is adequate. Clearly, if your
projected cash balance ever goes negative, you will need more start-up capital. This
plan will also predict just when and how much you will need to borrow.
Explain your major assumptions, especially those that make the cash flow differ from
the Profit and Loss Projection. For example, if you provide services in month one,
when do you actually collect the cash? When you buy equipment or supplies, do you
pay in advance, upon delivery, or much later? How will this affect cash flow?
Are some expenses payable in advance? When?
Are there irregular expenses, such as quarterly tax payments, maintenance and
repairs, or seasonal expenses, that should be budgeted?
Loan payments, equipment purchases, and owner's draws usually do not show on
profit and loss statements but definitely do take cash out. Be sure to include them.
And of course, depreciation does not appear in the cash flow at all because you never
write a check for it.
Opening Day Balance Sheet A balance sheet is one of the fundamental financial
reports that any firm needs for reporting and financial management. A balance sheet
shows what items of value are held by the firm (assets), and what its debts are
(liabilities). When liabilities are subtracted from assets, the remainder is owners’
equity.
Use a startup expenses and capitalization spreadsheet as a guide to preparing a
balance sheet as of opening day. Then detail how you calculated the account balances
on your opening day balance sheet.
Optional: Some people want to add a projected balance sheet showing the estimated
financial position of the firm at the end of the first year. This is especially useful when
presenting your proposal to a lender.
District of Columbia Bar / Practice Management Advisory Service / PMAS@DCBar.org
1101 K Street NW, Suite 200, Washington, D.C. 20005 / 202-626-1312
(Where fixed costs are expressed in dollars, but variable costs are expressed as a
percent of total revenues.)
Include all assumptions upon which your break-even calculation is based
VIII.
EXECUTIVE SUMMARY