What Is Included in Business Plan Services?
A plain-English checklist of what a professional business plan service should deliver in Canada: the written plan, the financial model, stress tests, the funding ask and the supporting package lenders and investors expect.
1. What Business Plan Services Are
A business plan describes what your business does, who it serves, how it will operate and how it will make money. Business plan services are the professional help behind that document: research, writing, financial modelling and review, so the final plan stands up when someone with money or authority reads it.
The need is practical. British Columbia's small business guidance says a plan helps you define your business and demonstrate profitability, and BDC calls cash flow forecasts the foundation of the plan. A plan that cannot show how cash moves is a story, not a plan.
Providers range from templates and freelance writers to accounting firms. The difference is rarely the prose; it is whether the numbers are traceable, tested and tied to the plan. Our business planning and financial modeling service sits in that finance-led category.
Need a Plan Your Lender Can Follow?
Talk to a Custom CPA advisor about a business plan and financial model built for your goal.
2. The Deliverables at a Glance
| Deliverable | What it contains | Who relies on it |
|---|---|---|
| Executive summary | Short overview of the business, the opportunity and the funding ask | Lenders, investors, funders |
| Company profile | Ownership, products or services, value proposition, management, structure, objectives | All readers |
| Market research | Industry overview, target customers, three to five competitors | Investors, lenders, you |
| Sales and marketing plan | Pricing, top marketing activities, sales forecast rationale | Lenders, partners |
| Operations plan | Location, assets, suppliers, staffing, risks | Lenders, partners |
| Financial model | Cash flow forecast, income statement, balance sheet, start-up costs, break-even | Lenders, investors, you |
| Scenarios and risks | Sensitivity analysis, risks with mitigation | Lenders, investors |
| Supporting documents | Licences, contracts, quotes, leases, letters of intent | Lenders, funders |
Different sources group these sections differently, so treat the table as a common baseline, not a standard. If a lender or funder provides its own template, follow it.
3. The Written Plan
- Executive summary: one to two pages, written last. British Columbia's guidance includes it and says a loan-seeking plan should end it with the ask: how much money you need and what it will be used for. BDC treats it as optional unless partners require it, so include one for any funding application.
- Company profile: what you sell, your value proposition, the team and its experience, legal structure, regulation and insurance, and objectives.
- Market research: industry facts with sources, target customers and a review of competitors. BDC suggests identifying three to five.
- Sales and marketing: pricing, your top marketing activities and how you derived the sales forecast. A SWOT analysis is a common tool.
- Operations: location, equipment, suppliers, staffing, how you deliver and collect payment, and operational risks.
4. The Financial Model
This is the part that separates a document from a decision tool. BDC says the real story happens in the financials and recommends keeping figures conservative and realistic.
| Model component | Purpose |
|---|---|
| Start-up or project costs | Shows what must be funded before the first dollar of revenue |
| Monthly cash flow forecast | Shows timing: when cash comes in and goes out, and where gaps appear |
| Sales forecast with rationale | Explains where revenue comes from; BDC advises showing how early months were derived |
| Income statement | Profitability by period |
| Balance sheet | Assets, liabilities, equity and debt capacity |
| Break-even analysis | Sales needed to cover all costs |
| Assumptions page | Every driver written down so reviewers can challenge it |
For an operating business, BDC also lists the balance sheet, income statement, statement of cash flows and statement of retained earnings. Past results anchor future forecasts, so well-kept records matter; our core accounting and tax services keep those records ready for a plan.
5. A Hypothetical Projection
The figures below are illustrative only. They show a small business with a 55% gross margin and operating costs treated as fixed. Break-even revenue equals fixed costs divided by gross margin.
| Hypothetical item | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $600,000 | $850,000 | $1,100,000 |
| Gross profit (55%) | $330,000 | $467,500 | $605,000 |
| Operating costs | $380,000 | $430,000 | $485,000 |
| Operating profit (loss) | ($50,000) | $37,500 | $120,000 |
| Break-even revenue | about $690,900 | about $781,800 | about $881,800 |
| Margin of safety | Below break-even | about 8% | about 20% |
Hypothetical Planned Revenue vs. Break-Even Revenue ($ Thousands)
Hypothetical figures from the table above. The plan loses money in Year 1 and funds that loss; the funding request must cover it.
This is why lenders ask for the model, not just the narrative. The Year 1 loss defines how much funding is needed, and the thin Year 2 margin of safety shows how little room for error there is.
6. Sensitivity and Scenario Testing
BDC describes sensitivity analysis as a financial model that shows how changes in selected variables affect profitability. It suggests identifying key variables such as sales and gross margin, modelling realistic scenarios such as a 10% drop in sales or a 5% rise in material costs, and checking the effect on liquidity, not just profit. Applying that to the Year 2 hypothetical:
| Year 2 scenario (hypothetical) | Revenue | Operating profit |
|---|---|---|
| Base case | $850,000 | $37,500 |
| Sales +10% | $935,000 | $84,250 |
| Sales −10% | $765,000 | ($9,250) |
| Gross margin 52% (−3 points) | $850,000 | $12,000 |
| Operating costs +5% | $850,000 | $16,000 |
| Sales −10% and margin 52% | $765,000 | ($32,200) |
- A 10% sales miss turns the year into a loss.
- Small margin or cost slips remove most of the profit.
- Combined shocks cost more than either alone.
Showing this before you ask for money is a mark of credibility. It tells the reader you know where the plan is fragile and have a response ready.
7. Risk Management: Financial Risk and Business Risk
A good plan includes risk management, not a paragraph of reassurance. BC's guidance asks for risks with mitigation and a backup plan, and BDC includes a risk assessment under operations. Financial risk affects cash and profit; business risk affects whether the business can deliver.
| Risk | Type | Typical plan response |
|---|---|---|
| Sales below forecast | Financial risk | Sensitivity table, break-even, cost triggers |
| Cash shortfall in early months | Financial risk | Monthly forecast, working capital buffer, credit line |
| Rising input costs or rates | Financial risk | Pricing review, supplier terms, rate scenarios |
| Over-reliance on a few customers | Business risk | Pipeline plan, contracts, diversification |
| Key person or staffing gaps | Business risk | Roles, hiring plan, documented processes |
| Supplier or delivery disruption | Business risk | Second suppliers, inventory policy |
| Licence, regulatory or insurance gaps | Business risk | Compliance checklist, insurance review |
8. The Funding Ask and Lender Package
If the plan supports a loan, BDC's guidance says the proposal should cover the company and the need, the management team, key financial data with statements and forecasts for the next two to three years, the marketing and production plans and human resources, plus supporting documents such as leases, subcontractor estimates and market studies.
Hypothetical Use of a $250,000 Funding Request
Hypothetical allocation. A specific, itemized ask is easier to approve than a round number with no breakdown.
- Financial statements: lender guidance notes that current statements can be prepared as an audit, a review engagement or a compilation (Notice to Reader), and lenders may specify which they accept.
- Cash flow projections: lenders often want more than one scenario.
- Purpose of funds: financing for operations or growth is generally viewed more favourably than funds used to pay down another lender.
- Cash preparation: use the cash flow management checklist to prepare the cash side of the package.
9. Plans Tailored to Their Purpose
| Purpose | What to emphasize |
|---|---|
| Bank or BDC loan | Repayment capacity, 2–3 years of statements and forecasts, supporting documents, security |
| Investor | Market size, growth model, team, returns, exit options |
| Grant or program | Fit with the program's template and criteria; documented outcomes |
| Internal planning | Targets, budget, KPIs, quarterly review |
| Real estate development | Site, approvals, project costs, pre-sales or leases, construction financing |
Development projects need a deeper analysis than a standard plan. See our guide on how to conduct a real estate development feasibility study in Canada, and our post on CMHC feasibility study requirements for developers.
10. Tax, Structure and Registrations
CIBC's guidance notes that you should choose your business structure while writing the plan, because changing it later can be costly. Taxes belong in the numbers too, not in a footnote.
- Structure: sole proprietorship, partnership or corporation affects liability, tax and funding options.
- Sales taxes: model GST/HST or, in Saskatchewan, GST and PST separately, including timing of credits and remittances. See how tax experts in Regina handle GST/HST returns.
- Payroll and source deductions: include them in operating costs and cash flow.
- Income tax: reflect expected tax in the forecast, with advice for your situation.
- Licences and insurance: list the ones required and their costs.
Our specialized services cover situations beyond standard planning, and how Custom CPA is different from other tax experts explains how we work.
Want the Financials Built and Stress-Tested?
Custom CPA can build the model, test the scenarios and prepare a package you can take to lenders or investors.
11. How the Process Works
| Step | What happens | What you provide |
|---|---|---|
| 1. Discovery | Goals, audience and funding need are defined | Idea, history, lender or funder requirements |
| 2. Research | Market, competitors and cost inputs gathered with sources | Customer insight, quotes, contracts |
| 3. Model build | Cash flow, statements and break-even built from documented assumptions | Past financials, pricing, staffing plans |
| 4. Stress test | Scenarios run; risks and responses written | Your view of the main uncertainties |
| 5. Draft and review | Narrative and numbers aligned; revisions made | Feedback on accuracy and tone |
| 6. Package | Executive summary, ask and supporting documents assembled | Licences, leases, letters of intent |
12. How to Judge a Provider and What Drives Cost
Published price ranges vary widely and many come from vendors with something to sell, so treat any figure as a starting point and ask for a scope in writing. What drives cost is more reliable than any number:
- Purpose: a lender or investor plan costs more than an internal plan.
- Industry complexity: regulated or technical industries need deeper research and modelling.
- Depth of modelling: custom scenarios cost more than a basic forecast.
- Timeline: short deadlines often carry rush fees.
- Revisions and support: check whether lender questions and revisions are included.
13. Keeping the Plan Alive
A plan filed in a drawer starts going out of date immediately. Update the forecast as actual results arrive, compare budget to actual, and revisit assumptions on a schedule. Our quarterly business review checklist gives a repeatable way to do that, and our CFO advisory services can run the process with you.
14. Business Plan Services Checklist
- Executive summary with a clear, itemized funding ask.
- Company profile, management team and legal structure.
- Market research with sources and three to five competitors.
- Sales and marketing plan with forecast rationale.
- Operations plan covering location, suppliers and staffing.
- Monthly cash flow forecast, income statement and balance sheet.
- Break-even analysis and documented assumptions.
- Sensitivity scenarios and a risk register with responses.
- Tax, GST/PST and registration considerations.
- Supporting documents and a review schedule.
15. Frequently Asked Questions
What is included in business plan services?
A written plan covering the company profile, market and competitor research, sales and marketing, operations and management, and risks, supported by financial projections such as a monthly cash flow forecast, income statement and balance sheet. Stronger services add assumptions, sensitivity analysis, a funding request and supporting documents for lenders or investors.
What are the main parts of a business plan?
Canadian government and lender guidance generally lists an executive summary, business description, market research, marketing and sales strategy, operations plan, management team and financial information. BDC groups these into company profile, sales and marketing, operations and financials, and calls cash flow forecasts the foundation of the plan.
How many years of financial projections does a business plan need?
It depends on the reader. BDC's loan proposal guidance refers to statements and forecasts for the next two to three years, while many investors expect longer. Include a monthly cash flow forecast for at least the first year, and ask each lender or funder what it requires.
Do I need an accountant to prepare a business plan?
Not required, but an accountant helps with the financial section: realistic assumptions, linked statements, tax and GST/PST considerations and a model lenders can follow. Government and bank guidance recommends having a qualified professional validate your numbers before you rely on them.
How long does a business plan need to be?
There is no standard length. BDC notes that quality matters more than quantity. Match depth to purpose: an internal plan can be brief, while a loan or investor plan needs complete financials and supporting evidence.
16. Final Thoughts
Business plan services are worth what they deliver: a clear story, defensible numbers and a plan you can act on. Look for a monthly cash flow forecast, linked statements, documented assumptions, sensitivity scenarios and honest risk management that separates financial risk from business risk. Ask what is included before you buy, and treat the plan as a working tool you update, not a document you finish once.
Ready to Build a Plan That Gets Taken Seriously?
Book a conversation with Custom CPA about business planning, financial modelling and funding preparation.
