Business Planning and Analysis Training Course

Participants can evaluate external conditions and convert relevant evidence into planning implications.

• PESTLE analysis distinguishing material political, economic, social, technological, legal factors
• Porter's Five Forces assessing industry profitability, power and entry barriers
• Market sizing through top-down, bottom-up and comparable-market estimation methods
• Customer segmentation using needs, value, behaviour and profitability criteria
• Competitor profiles comparing propositions, capabilities, channels, prices and strategic intent
• Trend-impact matrix ranking external developments by uncertainty and business consequence

Participants can assess organisational capability, performance and constraints before selecting strategic priorities.

• SWOT synthesis connecting external evidence with internal strengths and weaknesses
• Value chain analysis locating cost drivers, delays, quality failures and differentiation
• Capability assessment covering people, processes, technology, assets, partnerships and governance
• Performance baseline using revenue, margin, service, productivity and customer measures
• Root cause analysis separating symptoms from operational and commercial causes
• Strategic issue statements framed as evidence, consequence, decision and required action

Participants can define focused strategic choices and test whether the proposed business model supports them.

• Strategic choice cascade clarifying winning aspiration, markets, advantage and capabilities
• Customer value proposition specifying target needs, benefits, proof and differentiation
• Business Model Canvas mapping customers, channels, activities, partners, revenues and costs
• Growth options assessed through Ansoff Matrix market and product choices
• Prioritisation matrix scoring opportunities against attractiveness, feasibility, risk and strategic fit
• Strategic themes translated into measurable objectives and resource allocation principles

Participants can translate strategic priorities into operating requirements, initiatives and resource plans.

• Operating model design aligning processes, roles, technology, controls and customer journeys
• Demand planning estimates volumes, service levels, seasonality and channel mix
• Capacity planning matches workforce, facilities, suppliers and technology to demand
• Initiative charters defining benefits, scope, owner, milestones, dependencies and costs
• Work breakdown structures sequencing deliverables, work packages and accountability
• Resource loading identifies critical skills, bottlenecks, procurement needs and timing

Participants can construct financially coherent forecasts from operational drivers and planning assumptions.

• Driver-based revenue forecast linking volumes, prices, conversion rates and retention
• Cost model separates fixed, variable, direct, indirect and step costs
• Capital expenditure plan schedules asset purchases, implementation costs and depreciation
• Income statement forecast connects revenue, gross margin, overheads and operating profit
• Cash flow forecast sequences receipts, payroll, suppliers, investment and financing
• Break-even analysis calculates volume, revenue and contribution thresholds for viability

Participants can test the resilience of a plan under plausible changes in key assumptions.

• Assumption register records source, owner, confidence level, review date and impact
• Sensitivity analysis measures effects of price, volume, cost and timing changes
• Three-scenario planning compares base, upside and downside forecast outcomes
• Decision trees evaluate staged investments under uncertain demand and delivery outcomes
• Monte Carlo concepts distinguish variable ranges, distributions and decision limitations
• Contingency triggers specify thresholds, actions, escalation routes and funding responses

Participants can identify material risks and build proportionate controls into a business plan.

• Risk register captures cause, event, consequence, owner, control and response
• Risk heat maps assess likelihood, impact, velocity and control effectiveness
• Bow-tie analysis links preventive controls, recovery controls and escalation actions
• Compliance requirements mapped to licences, policies, contracts, data and reporting
• Dependency analysis identifies critical suppliers, approvals, systems and partner commitments
• Independent challenge questions test evidence quality, feasibility and decision readiness

Participants can build a monitored implementation plan that connects strategic objectives to execution.

• Balanced Scorecard links financial, customer, process and capability objectives
• KPI design specifies formula, data source, target, owner and review frequency
• Strategy maps show cause-and-effect relationships between objectives and outcomes
• Implementation roadmap sequences initiatives, milestones, dependencies, resources and decision gates
• Benefits realisation plans define baselines, measures, owners and validation dates
• Monthly performance reviews distinguish variance explanation, corrective action and escalation

Participants can present a concise, evidence-based business plan and respond to executive challenge.

• Executive summary presents decision requested, rationale, economics, risks and next steps
• Business plan narrative connects evidence, choices, financial implications and delivery plan
• Board paper structure separates recommendation, analysis, options and required approvals
• Data visualisation uses charts, tables and dashboards for decision-relevant evidence
• Pre-mortem review identifies failure modes, warning signs, mitigations and owners
• Ninety-day application plan schedules plan refinement, stakeholder engagement and governance