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Defining the high-end home office is even more difficult. We generally know the characteristics of our target market, but we can t find easy classifications that fit into available demographics. The high-end home office business is a business, not a hobby. It generates enough money to merit the owner s paying real attention to the quality of information technology management, meaning that there is both budget and concerns that warrant working with our level of quality service and support. We can assume that we aren t talking about home offices used only part-time by people who work elsewhere during the day, and that our target market home office wants to have powerful technology and a lot of links between computing, telecommunications, and video.

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For further information on business planning issues, refer to other papers in this series which cover insights into business planning , financial planning , cashflow forecasting , strategic planning , devising business strategies and managing working capital. Finally, you should review the contents of the Business Plan Guide.

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Small business within our market includes virtually any business with a retail, office, professional, or industrial location outside of someone s home, and fewer than 85 employees. We estimate 95,555 such businesses in our market area.

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It goes without saying that the mission, objectives, values, strategies and goals must be inter-linked and consistent with each other. This is much easier said than done because many businesses which are set up with the clear objective of making their owners wealthy often lack strategies, realistic goals or concise missions.

The only way we can hope to differentiate well is to define the vision of the company to be an information technology ally to our clients. We will not be able to compete in any effective way with the chains using boxes or products as appliances. We need to offer a real alliance.

AMT is such a vendor. It serves its clients as a trusted ally, providing them with the loyalty of a business partner and the economics of an outside vendor.

This business plan leads the way. It renews our vision and strategic focus: adding value to our target market segments, the small business and high-end home office users, in our local market. It also provides the step-by-step plan for improving our sales, gross margin, and profitability.

The home offices in Tintown are an important growing market segment. Nationally, there are approximately 85 million home offices, and the number is growing at 65% per year. Our estimate in this plan for the home offices in our market service area is based on an analysis published four months ago in the local newspaper.

We must remain on top of the new technologies, because this is our bread and butter. For networking, we need to provide better knowledge of cross platform technologies. Also, we are under pressure to improve our understanding of direct-connect internet and related communications. Finally, although we have a good command of desktop publishing, we are concerned about getting better at the integration of technologies that creates fax, copier, printer, and voice mail as part of the computer system.

Condense your plan into a compelling business pitch to sell investors. Check out Tim Berry's five-part series on pitching, starting with Part 6: Personalize Your Pitch.

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