{"id":292392,"date":"2013-10-17T02:00:00","date_gmt":"2013-10-17T01:00:00","guid":{"rendered":"https:\/\/ac-franchise.be\/un-business-plan-qui-tient-la-route"},"modified":"2013-10-17T02:00:00","modified_gmt":"2013-10-17T01:00:00","slug":"un-business-plan-qui-tient-la-route","status":"publish","type":"post","link":"https:\/\/ac-franchise.be\/article\/un-business-plan-qui-tient-la-route","title":{"rendered":"Un business plan qui tient la route"},"content":{"rendered":"
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L’\u00e9laboration d’un business plan demande de la r\u00e9flexion<\/strong>, mais c’est un v\u00e9ritable outil de gestion, il vous permet de pr\u00e9voir l’avenir et de peser vos chances de retour sur investissement. En priorit\u00e9 il est n\u00e9cessaire de pr\u00e9ciser le secteur d’activit\u00e9 et le positionnement du r\u00e9seau de franchise auquel vous vous destinez<\/strong>. Ensuite seront d\u00e9termin\u00e9s les investissements, la politique commerciale, les ressources humaines, l’organisation et les exigences du franchiseur.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Premi\u00e8rement, connaissance du march\u00e9<\/h3>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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B\u00e2tir un business plan suppose de se projeter sur les trois \u00e0 cinq ans \u00e0 venir.<\/b> Impossible de r\u00e9aliser cette projection sans une bonne connaissance du secteur. A vous de v\u00e9rifier s’il est en croissance, les cr\u00e9neaux porteurs, etc. Une fois les donn\u00e9es recueillies, \u00e0 vous de situer votre franchise et votre entreprise : acteur dominant ou petit poucet, prestations ou produits relevant d’une niche, faites le point sur les forces et faiblesses de votre entreprise par rapport au secteur.
 
Si le business plan est \u00e9labor\u00e9 au moment de la cr\u00e9ation d’entreprise et de son entr\u00e9e dans le r\u00e9seau, les investissements initiaux incontournables sont g\u00e9n\u00e9ralement pr\u00e9cis\u00e9s dans le DIP (document d’information pr\u00e9contractuel) du franchiseur.<\/p>\n

Apr\u00e8s l’\u00e9tude du secteur d’activit\u00e9 et les investissements, vous int\u00e9grerez au business plan les donn\u00e9es extra-comptables telles que la politique commerciale, les ressources humaines, etc. Puis il faudra passer aux pr\u00e9visions sur trois ans. Vous int\u00e9grerez ici les exigences du franchiseur : participation \u00e0 des op\u00e9rations promotionnelles, formations obligatoires, etc. Ensuite la construction de votre budget pr\u00e9visionnel sur trois ans est une \u00e9tape capitale. Elle doit vous permettre de savoir si le niveau d’activit\u00e9 est suffisant pour couvrir les charges de l’entreprise, permettre votre r\u00e9mun\u00e9ration et assurer le remboursement des divers investissements.<\/p>\n

La r\u00e9daction vous recommande :<\/i>
Les \u00e9tapes \u00e0 ne pas manquer pour r\u00e9ussir votre business plan <\/i><\/a>
La composition du Business Plan<\/i><\/a> <\/i><\/p>\n

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Bien \u00e9tudier le plan financier<\/h3>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Au moment de la cr\u00e9ation d’entreprise le business plan s’\u00e9tablit en utilisant le compte de r\u00e9sultat pr\u00e9visionnel propos\u00e9 par votre franchiseur<\/b>. Puis vous \u00e9tudiez les bilans et comptes de r\u00e9sultat de franchis\u00e9s install\u00e9s dans des zones g\u00e9ographiques similaires depuis plusieurs ann\u00e9es. Vous devez int\u00e9grer le chiffre d’affaires pr\u00e9visionnel sur trois ans en utilisant les donn\u00e9es disponibles, les perspectives de croissance, les contraintes ou opportunit\u00e9s locales, les exigences du franchiseur et les param\u00e8tres de d\u00e9veloppement propres \u00e0 votre entreprise. Le total des charges doit rester inf\u00e9rieur au total des produits et doit permettre de d\u00e9gager une rentabilit\u00e9 convenable. La marge brute \u00e0 pr\u00e9voir dans le business plan doit \u00eatre conforme \u00e0 celle r\u00e9alis\u00e9e dans le secteur. Vous pr\u00e9voyez une capacit\u00e9 d’auto-financement suffisante pour assurer au moins le renouvellement des immobilisations. <\/p>\n

Pour analyser la tr\u00e9sorerie qui sera disponible, vous aurez \u00e0 r\u00e9pertorier toutes les entr\u00e9es et sorties de cash. Au niveau des entr\u00e9es se trouveront le capital social, l’apport personnel, les emprunts, les paiements des clients ; au niveau des sorties appara\u00eetront les investissements, le financement du stock, les r\u00e8glements des fournisseurs, les salaires et les charges sociales, les remboursements d’emprunts et la TVA. <\/p>\n

Lorsque chaque mouvement de tr\u00e9sorerie sera identifi\u00e9 et dat\u00e9, il restera \u00e0 v\u00e9rifier, mois par mois, que le cumul des entr\u00e9es est sup\u00e9rieur \u00e0 celui des sorties. En d\u00e9but d’activit\u00e9 c’est rarement le cas, la mont\u00e9e en puissance du chiffre d’affaires arrive progressivement alors que les investissements et frais d’\u00e9tablissement ne sont pas r\u00e9sorb\u00e9s.
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Pour en savoir plus :<\/i>
1) En vid\u00e9o, les <\/i>conseils d’expert comptable aux franchis\u00e9s et franchiseurs<\/i><\/a>
2) L’<\/i>annuaire des experts comptables int\u00e9ress\u00e9s par la franchise<\/i><\/a> <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Illustration emprunt\u00e9e \u00e0 EBP Business plan<\/p>\n

Dominique Deslandes<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n","protected":false},"excerpt":{"rendered":"

L’\u00e9laboration d’un business plan demande de la r\u00e9flexion, mais c’est un v\u00e9ritable outil de gestion, il vous permet de pr\u00e9voir l’avenir et de peser vos chances de retour sur investissement. En priorit\u00e9 il est n\u00e9cessaire de pr\u00e9ciser le secteur d’activit\u00e9 et le positionnement du r\u00e9seau de franchise auquel vous vous destinez. Ensuite seront d\u00e9termin\u00e9s les 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