𝔸𝔾𝔼ℕℂ𝕐
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details
WATER
Introduction to Irrigation
Objectives of Irrigation
Sources of water
Water quality and remedies
Sediment, turbidity, colour, hardness, corrosion, iron etc.
Bacteriological impurities
TERMS
Lateral pipe: all the pipes between the control valve and the sprinkler heads.
Mainline: The pipe that goes from the water source to the control valves.
Control Valve: The valve that turns on and off a group of sprinklers. Most often it is an electric valve operated by a timer.
Valve circuit: a single valve, and all the pipe, fittings and sprinkler heads downstream from it. In other words, all the sprinkler heads that start working when you turn on the valve are part of the same valve circuit.
GPM: Gallons per minute, a measure of water flow rate. Use primarily in the United States.
PSI: Pounds per square inch, a measure of water pressure. Use primarily in the United States.
Soil Characteristics and Problems
Understanding soils
Different Soils suit different purposes
Chemical aspects of soil
Physical aspects of soil
Soil and Water
Types of soil moisture
Transpiration and wilting point
Identifying the soil
Improving the soil
A fee-test for estimating soil moisture level
Fertigation
Estimating Plant Needs and Irrigation Scheduling
When to irrigate
Signs to look for
Timing of irrigation
Measuring water available to plants
Calculating field capacity
Calculating Permanent wilting point
Soil water budget
Crop Water needs
Effect of climate on crop water needs
Measuring evapo-transpiration
Pan evaporation method
Theoretical method – Blaney-Criddle Method
Influence of crop type on water needs (crop factor)
Calculating crop water needs
Irrigation system efficiency
Water volumes and duration
Drainage
Improving permeability during construction
Improving surface drainage after construction
Layout of drains
Dams and water storage
Soil degradation
Erosion
Soil acidification
Soil compaction
Chemical residues
Waste water treatment using reed beds
Suitable plants
Types of Irrigation
Categories of Hydroponic systems
Drip System
Ebb-Flow
NFT
Water Culture
Aeroponics
Wick System
Sub-surface and surface irrigation
Flood irrigation systems
Pressurised irrigation systems
Drip and sprinkler irrigation
Portable, solid and semi-permanent
Mechanised sprinkler irrigation systems
Traveling irrigators, Centre pivot, Linear move, Powered side roll
Fixed sprinkler systems
Hand move, hose move, permanent
Sprinkler heads
Mechanisms that drive rotating sprinkler heads
Design considerations
Traditional
(i) Check Basin Method
In this method, the whole field is divided into basins according to the capacity of water. Basins are connected through a ‘Dhora’ (A small drain type flow way), which has raised earthen walls on both sides. ‘Dhora’ is of two types, one is the main ‘Dhora’ and the other ‘Dhora’ is connected to basins. Size of basins are made according to the inflow of water.
These basins are surrounded by small furrows. Branch ‘Dhora’ flows towards the slope from the main ‘Dhora’. If the slope of branch ‘Dhora’ is steep, ‘mooonja’ or polythene is spread in it to prevent erosion of sides. The main source of water is located at the highest place in the field.
The width of drains is affected by factors like flow of water, percentage, slope and structure of the ground etc. The length of ‘Dhora’is different depending on the basis of slope and formation of the fields. This method is also prevalent in India as it does not cause any burden on the farmer.
ADVANTAGES:
1. It is the best method of irrigation for leveled fields.
2. It does not require any technical knowledge.
3. This method is more useful in soils having lesser infiltration.
4. In this method, rain water stays in basins, hence soil erosion is not caused.
5. It has lesser economic investment.
6. It irrigates more area.
7. Crops gets sufficient water.
DISADVANTAGES:
1. Due to seepage in drains, wastage of water is caused.
2. Machines cannot be used m this method because during spray of insecticides or fertilizers, the earthen walls of basins are damaged.
3. There IS imbalance in distribution of labour. After growth of crops, water reaches the basins in disproportionate quantity thereby causing wastage of water.
4. Creation of problem of water logging.
(ii) Furrow Irrigation Method
Furrow irrigation method is resorted to where crops are one grown in rows. Along the side of rows of crops, ‘Dol’is formed, and in between two such ‘Dols’, a furrow is formed in which water flows for irrigation. The quantity of flow of water depends on demand of water by plants and the rate of infiltration.
1. Slopy Furrow
2. Leveled Furrow
3. Contour Furrow
4. Serial Furrow
5. Corrugated Furrow
ADVANTAGES
1. Large areas can be irrigated at a time.
2. It saves labour since once the furrow is filled, it is not necessary to give water a second time.
3. It is a comparatively cheaper method.
4. Plants gets suitable quantity of water by this method.
DISADVANTAGES
1. Due to imbalance in flow of water, wastage of water is caused in it.
2. It is not suitable in all types of crops.
3. Making ‘Dol’ for drains requires more labour information.
4. Due to filling of excess water, there is risk of underground salts coming up to the surface layer.
(iii) Strip Irrigation Method
In strip irrigation method, fields are divided into strips of different size. A boundary called ‘Med’ is formed to separate the strips. These strips are constructed according to the slope. The source of water is situated at the highest place in the field from where the whole field can get the flow of water.
The width of strips is decided as per quantity of water. More wastage of water is caused if strips are wider. Length of strip is decided by the slope of land and its structure. Effect of soil composition is also visible on it.
ADVANTAGES
1. It is possible to irrigate more area at a lesser expenditure.
2. It requires less labour.
3. Method of irrigation is easy and it causes lesser erosion.
DISADVANTAGES
1. It is not suitable for all types of crops.
2. It is not possible to get balanced supply of water.
3. It is not suitable for all soil compositions.
(iv) Basin Irrigation Method.
This irrigation method is more suited for horticulture development. In this method, a raised platform called ‘Thanvla’ is formed around trees or bushes and they are connected with each other through drains and the water reaches from one tree to the other. This method is not suitable for crops.
ADVANTAGES
1. It saves time. Once the water is opened, it reaches other trees automatically.
2. Its economic investment is less.
3. It is beneficial for more trees.
DISADVANTAGES
1. It is not useful for all crops.
2. Wastage of water is caused in it.
3. Diseases spread in trees.
Modern
(v) Sprinkler Irrigation Method
In present times, when water crisis is developing very fast everywhere, we should adopt improved techniques of irrigation to encourage suitable water management. Sprinkler irription method is an easy and simple method of irrigation in present times.
The whole land becomes available for cultivation of crops, whereas in traditional irrigation methods, 15 to 20 per cent land remains vacant in depressions and boundaries. Modern equipment’s can also be used in it due to absence of depressions and boundaries. Rate of infiltration is higher in sandy soils where frequency of watering is more. Hence, sprinkler irrigation method is more suited to sandy soils.
In sprinkler irrigation method, water is taken from source to the fields through pipes, whereas in surface irrigation methods only 30-45 per cent water reaches the crops. Such loss of water is avoided in sprinkler irrigation method. The problem of water logging or ‘kallar’ may be caused in case of excess water from surface irrigation, whereas no such problem is caused in sprinkler irrigation method. The balance of groundwater is also maintained.
For development of sprinkler irrigation method, the following circumstances are essential:
1. It is done in areas having scarcity of water.
2. Uneven ground level where irrigation is not possible by other irrigation methods.
3. Places having maximum temperature where crops might get destroyed, sprinkler irrigation method maintains humid environment for the crops.
4 .Where soil textures may be of different nature, for example, sandy soil at some places and stony soil at others places.
5. It requires lesser number of labourers hence, it can be developed even where there are less workers.
6. Irrigation may be required in large areas.
7. There should be average technical knowledge.
In areas where change in temperature of earth, environment and humidity is required for growth of crops, sprinkler irrigation method is possible to a certain extent. Due to continuous spray of water, there IS improvement in physical conditions of earth and composition of soil. In kallar or reh soils, land can be improved by sprinkler irrigation, whereas surface irrigation needs much more water for it.
CHECKLIST
Step #1 Collect Information:
Measure Your Yard: How to measure your yard easily and accurately for your sprinkler irrigation system.
City-Slicker Water: How to find the PSI and GPM if you get your water through a pipe from a water-company.
Country-Bumpkin Water: How to find the PSI and GPM if you pump water from a well, creek, lake, etc..
Backwoods Water: How to measure the GPM and PSI for other types of water supplies (Moses would use this section).
Step #2 Select Your Equipment:
Selecting Your Sprinkler Equipment: Pressure loss is the key!
Water Meter: Water meters.
Backflow Preventer: How to select a backflow preventer.
Mainlines: What type of pipe to use and how to calculate pressure loss in an irrigation system mainline.
Valves: Types of irrigation valves.
Elevation Pressure Loss: How to calculate pressure loss in your irrigation system
caused by elevation changes.
Sprinkler Heads: How to select your sprinkler heads.
Laterals: Type of pipe to use and pressure losses for the sprinkler system lateral pipes.
Types of Sprinkler Risers: How to connect your sprinklers to the laterals.
Adjustments: Making pressure loss adjustments to balance the system (very important if you want the sprinklers to work.)
Step #3 Place Sprinkler Heads: How to determine the correct sprinkler spacings, and which nozzles to use. Where to place the sprinkler heads.
Step #4 Create Valve Zones and Draw in Pipes: Identify hydro-zones, create valve zones, draw in the sprinkler pipe routes.
Step #5 Lateral Pipe Sizes: How to calculate the size for each lateral pipe in the irrigation system.
Determining Sprinkler Pipe Size Using a Pipe Sizing Chart.
http://www.irrigationtutorials.com/irrigation-pipe-sizing-chart-for-laterals/
Determining Sprinkler Pipe Size Using a Spreadsheet.
http://www.irrigationtutorials.com/spreadsheets-for-calculating-pipe-pressure-loss/
Finished! Some Tips on Automation, Freeze Protection, Costs, Contractors.
FIXED SPRAY Type Sprinklers
Spray-type sprinklers spray a fan of water out of the nozzle, similar to a shower head. They are typically spaced up to 18 feet apart in the sprinkler system.
http://www.irrigationtutorials.com/reviews/spray/index.htm
ROTOR Type Sprinklers
Rotor-type sprinklers have one or more moving streams of water that rotate around the sprinkler head. They are typically spaced from 18 to 45 feet apart. Even larger rotors designed for parks and golf courses are spaced up to 90 feet apart. You need a professional designer for these, even a minor design error will result in huge dry spots!
http://www.irrigationtutorials.com/reviews/rotor/index.htm
VALVES
Electric solenoid valves used for turning on irrigation circuits (sprinklers or drip emitters.) Includes anti-siphon, angle, and globe type valves.
MASTER VALVES
http://www.irrigationtutorials.com/faq/master-valve.htm
SOLENOID VALVES
http://www.irrigationtutorials.com/reviews/valves/index.htm
CONTROLLERS
Controllers are fancy timers used to turn on and off automatic valves.
http://www.irrigationtutorials.com/reviews/controllers/index.htm
SMART CONTROLLERS
http://www.irrigationtutorials.com/faq/smart-controllers.htm
Things That Can Be Tested
Pop-up Sprinkler Head Check Valves
Pressure-regulating Spray Heads
Soil Moisture-Based Controllers
Weather-Based Controllers
Sprinkler Nozzles
(vi) Drip Irrigation Method
The following are the main organs of drip irrigation method: water pump, main PVC, pipeline, branch PVC pipeline connected to main line, plastic pipes connected to branch line, drippers connected with plastic pipes, fertilizer tank for application of fertilizers, valve, water measure, pressure controller, filter etc. Internal radius of side pipe is from 10 to 32 mm. Side pipelines are fitted with drippers from where water falls in drops. Efficiency of drip irrigation method depends on suitable operation of drippers. Flow rate of drippers is 2 to 10 litres per hour.
This system of irrigation is established on the basis of type of crop, distance between plants, requirement of water for crops and distance of water source from the field.
Advantages:
1. In this method, water directly reaches the roots of the plants, which take water to plants in balanced quantities.
2. Drip irrigation method saves 30 to 70 per cent water and it is possible to irrigate three times more area with the same amount of water.
3. In this method, weeds do not spread because water reaches only near plants and does not spread in the whole field.
4. Fertilizers and insecticides can also reach the plant directly by solution in the water and it saves 30 to 60 per cent chemical fertilizers as well as 40 to 50 per cent pesticides along with saving of water.
5. Even in case of uneven lands, drip irrigation method can do balanced irrigation.
6. Cultivation in saline and alkaline soil also can be done by this method of irrigation.
7. Crop production is higher by 20 to 40 per cent in drip irrigation method, because plants can get air and water in required quantities, resulting in regular growth of crops.
8. Lesser labourers are required for irrigation work.
9. Bacteria causing diseases in crops do not grow because of dry atmosphere near plants.
Disadvantages:
1. Drip irrigation method is expensive.
2. It requires special technical knowledge for successful operation of this method.
3. In heavy soils, it creates problems of flow and water blockages.
4. Plants are able to get nutritive elements in a very limited area.
5. It is not suitable for every crop.
6. Utmost care has to be taken for holes of drippers, because soil may come along with water at any time, which will prevent water dripping smoothing from holes.
7. Animals may cause damage to branch pipelines and dripper pipelines.
8. Most of the drippers work on pressure. Wherever land is sloppy, pressure on valves increases by 50 to 10 per cent, which results in stoppage of working of valves on the upper side.
(vii) Pot Irrigation Method.
Pot irrigation method is more suitable for areas having scanty rainfall. In saline areas where flow irrigation is not suited, pot irrigation method is successful. An earthen pitcher is used in this method. The pitcher is fixed in the ground up to neck.
Holes are made in the pitcher and water is filled in it so that seepage of water through the holes keeps the nearby soil moist. Water is filled in these pitchers at regular intervals. This method can be considered as an alternative of drip irrigation method.
Pot irrigation method can be adopted in the following conditions:
1. Unlevelled land which is uneven.
2. Area having maximum shortage of water.
3. Such difficult areas where supply of fruits and vegetables is difficult and they are costly.
4. Where there is saline water, making surface irrigation difficult.
In this method, distribution of humidity around sides of pitcher is affected by many factors, mainly size of the pitcher, seepage of water per unit of area and type of soil. Humidity is spread in the same proportion as the size of the pitcher. Distance of pitcher also affects the moist area. Normally, distance between two pitchers should be kept so much that the humid area between them does not overlap.
Advantages:
1. In this method, only the area near the pot gets irrigated and not the whole area.
2. Evaporation of water is minimum in this method.
3. Water seepage below the ground is also in minimum quantity.
4. It is the best method for horticulture crops and vegetables.
5. Once the pitchers are fixed, irrigation can be done for six years, which reduces expenditure.
6. It needs minimum technical knowledge.
Defects:
1. Irrigation in this method is possible in a limited area.
2. This method requires clean water because unclean water would cause blockage of minor holes, which would not be able to provide moisture any longer.
3. It is costly to draw out pitchers again and again and re-fix them.
4. It is not suitable for every crop.
Trickle Irrigation
DIY micro-irrigation
Length of watering
Automatic watering
Maintenance of watering systems
Micro-jet irrigation benefits
Use of chlorine
Design Specifications of an irrigation system
Hydraulics
Pressure
Calculating discharge or flow
Friction loss in systems
Water hammer
Pumps & Filters
Types of pumps
Comparisons of pumps
Pumps and pressure systems
Pumping mechanisms
Pump failure
Prevention of clogging – trickle irrigation
Controllers
Selecting the right system for a plant
Water saving measures
Filtration
Design and Operation of Systems
Cyclic watering
Pulse watering
Sprinkler spacing
Electrical factors
Electric automatic systems
AIM
Explain the significance of soil in irrigation.
Explain how to determine when to irrigate in a small scale situation.
Manage irrigation in a given situation.
Explain the significance of different aspects of moving water including: drainage, pumps, filters, storage and recirculation.
Select an appropriate irrigation system for a given situation.
Explain the principles of design for a simple irrigation system.
Design a simple irrigation system.
Oversee the installation of an irrigation system.
FOUR COMPONENTS TO SOIL
There are basically four components to soil:
SAND – particle between 0.02 to 2mm diameter
SILT – between 0.02 and 0.002mm in diameter
CLAY – less than 0.002mm in diameter
ORGANIC MATTER – animal or plant material.
Too high a proportion of clay can cause the following:
poor drainage.
small pore spaces (ie: spaces between the soil particles). This can lead to deficiency of air available to roots and also soil compaction becomes more likely
cultivation & weeding more difficult
fertilisers move slowly; they can be held tighter by the clay particles and can become slower to work in the soil.
Too high a proportion of sand can lead to the following:
drainage is too quick, soil becomes susceptible to drying
soil doesn’t hold together well; erosion can be a problem
nutrients leach out, plants can’t fully utilise them
Organic matter serves a number of purposes:
binds soil particles together, but keeps soil open and prevents compaction
restricts erosion to some degree
holds moisture in the soil
as it decomposes it provides nutrients for the plants
slows down the rate of soil temperature changes
Lights
Metal Halide Bulbs Many gardeners recommend metal halide grow lights above all others. The reason being it’s excellent spectral distribution. Metal halide bulbs emulate bright summer sunlight and contain all the energy peaks at wavelengths of the visible spectrum. To plants this means quality simulated sunlight and photosynthesis at a level much higher than that which fluorescent lamps can achieve.
Also, metal halide grow lights have good lumen maintenance and long life expectancy. Having good lumen maintenance means that as a lamp ages, its decline in lumen output is very gradual. After 12 months of use at 18 hours per day, a 1000 watt metal halide lamp should be replaced as it is only about 85% as bright as the day you bought it. Halide is the best bulb technology available for achieving the highest level of plant and flower growth. They allow the flexibility of multi-crop, multi-season indoor gardening.
High Pressure Sodium Bulbs (HPS) growlights are the only growlights comparable to metal halide bulbs. They have good spectral distribution, but sodium lights cannot compare to halide in the blue end of the spectrum. Just in the same way, Metal Halide lights can’t compete with Sodiums in the red end of the spectrum.
Sodium grow lights are particularly high in the yellow and red regions of the spectrum. This is the type of light fruiting and flowering plants like best. Because of the focus on red light, some varieties of plants grown with sodium lights alone can become elongated and leggy.
Sodium grow lights do, on the other hand, stimulate flower and fruit production more efficiently than metal halide bulbs, making them an important light source best used in conjunction with metal halide either in addition to, or cycled together. High Pressure Sodium bulbs also have a much longer life expectancy than metal halides, lasting up to two (2) years!
LED Grow Lights Plants seem respond to LED lights similar to T5 fluorescent fixtures. They result in tight inter-nodal growth, and short stocky, strong plants. The plants do look a little different – the leafs tend to curl down. But the leaves are thicker and a more healthy shade of green. Vegetative growth is a little slower compared to a 400 watt HPS light but are healthy and progress normally.
Fruiting and flowering is also slightly slower but healthy and strong, with surprisingly dense development. LED’s are NOT the best choice for really big plants, or anyone that wants a seriously productive garden, but for a nice hobby garden (or heat-free summer garden), they work really well.
High Output Fluorescents T5 high output fluorescent tubes produce very little heat which lets you position them closer to your plants to raise the light levels. T5 high output fluorescents are great for seedlings and cloning! T5 high output fluorescents put out 5000 lumens per tube and have solid state electronic ballasts that do not emit heat, noise or vibration.
Compact Fluorescent lights (CFL’s) work best in small spaces as they do not produce much heat or use much electricity. For fruiting or flowering plants, the 2700K warm bulb is best. For plants taller than a foot, regular fluorescent tubes can be supplemented on the plant sides. (Note: When using CFL’s you should remember to use the actual wattage NOT their wattage equivalents when calculating how many watts you need for your hydroponic system.)
STARTUP BUISNESS PLAN
Marketing Plan
Economics
What is the total size of your market?
What percent share of the market will you have?
Current demand in target market
Trends in target market
Growth trends
trends in consumer preferences
trends in product development
Growth potential and opportunity for a business of your size
What barriers to entry do you face in entering this market with your new company?
High capital cost: (Yes/No)
If yes, then what are they?
What are strategies to overcome this barrier?
High production costs: (Yes/No)
If yes, then what are they?
What are strategies to overcome this barrier?
High marketing costs: (Yes/No)
If yes, then what are they?
What are strategies to overcome this barrier?
Consumer acceptance: (Yes/No)
If yes, then what are they?
What are strategies to overcome this barrier?
Brand recognition: (Yes/No)
If yes, then what are the current brands?
What are strategies to overcome this barrier?
Training and skills: (Yes/No)
If yes, then what are they?
What are strategies to overcome this barrier barrier?
Unique technology and patents: (Yes/No)
If yes, then what are they?
What are strategies to overcome this barrier?
Unions: (Yes/No)
If yes, then what are they?
What are the strategies to overcome this barrier?
Shipping costs: (Yes/No)
If yes, then what are they?
What are the strategies to overcome this barrier?
Tariff barriers and quotas: (Yes/No)
If yes, then what are they?
What are the strategies to overcome this barrier?
How could the following affect your company?
Change in technology
Positive
Negative
What are strategies to overcome the potentail negative affects?
Change in government regulations
Positive
Negative
What are strategies to overcome the potentail negative affects?
Change in the economy
Positive
Negative
What are strategies to overcome the potentail negative affects?
Change in your industry
Positive
Negative
What are strategies to overcome the potentail negative affects?
Products and Services
Specifications
What factors will give you competitive edge?
Quality?
Unique?
Proprietary features?
What are the ___?
Costs
Prices
Fee
Leasing structures
Customer Perspective
Features
What is special about it?
Advantages?
Disadvantages?
Benefits
What will the product do for the customer?
Advantages?
Disadvantages?
What after-sale services will you give?
Target Customers
If retail…(be specific to your industry)
Age
Gender
Location
Income Level
Social class
Occupation
Education
If business…(be specific to your industry)
Industry (or portion of an industry)
Location
Size of firm
Quality
Technology
Price preferences
Competition
What products and companies will compete with you?
List your major competitors
Names
Addresses
Will they compete with you…?
Across the board: (Yes/No)
If yes, what are their advantages?
What strategies can you deploy to gain the advantage?
Just for certain products: (Yes/No)
If yes, what products?
What strategies are there to differentiate you?
Just for certain customers: (Yes/ No)
If yes, what customers?
What strategies are there to give you the advantage?
Just for certain locations: (Yes/ No)
If yes, what locations?
What strategies are there to give you the advantage?
How will you products or services compare with the competition?
Competitive Analysis table
Factor
Me
Strength
Weaknesses
Competitor A
Competitor B
Importance to Customer
Products
Price
Quality
Selection
Service
Reliability
Stability
Expertise
Company Reputation
Location
Appearance
Sales Method
Credit Policies
Advertising
Image
Niche
What is it?
Where is it in the market?
Strategy
Promotion
How will you get the word out to customers?
Advertising
What media?
Why?
How often?
Why this mix?
Identify low-cost methods to get the most out of your promotional budget?
What methods will you use other than paid advertising?
trade shows
If yes, which ones?
Where are they?
What is the cost?
Catalogs
If yes, which ones?
Where are they circulated?
What is the cost?
dealer incentives
If yes, which ones?
Where are they?
What is the cost?
word of mouth
If yes, how?
Network of friends / professionals
If yes, who?
What image do you want to project?
How do you want customers to see you?
What plans do you have for graphic image support?
Logo design
Cards
Letterhead
Brochures
Signage
Interior design
Should you have a system to identify repeat customers and then systematically contact them?
Promotional Budget
How much will you spend on the items listed above?
Before startup?
Ongoing?
Pricing
Does your pricing strategy fit with what was revealed in your competitive analysis?
Compare your prices with those of the competition.
Are they higher,lower, or the same?
Why?
How important is price as a competitive factor?
Do your intended customers really make their purchase decisions mostly on price?
What will be your customer service and credit policies?
Proposed Location
Is your location important to your customers?
If yes, how?
If customers come to your place of business:
Is it convenient?
Parking?
Interior spaces?
Not out of the way?
is it consistent with your image?
Is it what customers want and expect?
Where is the competition located?
Is it better for you to be near them or distant?
Distribution Channels
How do you sell your products or services?
Retail
Direct
Your own sales force
Agents
Independent representatives
Bid on contracts
Sales Forecast
Executive Summary
Introduction
Purpose
Market Summary
Market Opportunity
High-level timeline & Key Deliverables
Situation Analysis
Company Analysis
Customer Analysis
Market Size
Customer Segmentation
Value Drivers
Decision Process
Concentration of Customer Base
Competitor Analysis
Market Share
By Demographic Share
By Sales Volume
Product/ Service Characteristics
Strengths
Weaknesses
Partnerships and Agreements
PESTLE Analysis
Political
Current taxation policy?
Future taxation policy?
The current and future political support?
Grants, funding and initiatives?
Trade bodies?
Effect of wars or worsening relations with particular countries?
Economic
Overall economic situation?
Strength of consumer spending?
Current and future levels of government spending?
Ease of access to loans?
Current and future level of interest rates, inflation and unemployment?
Specific taxation policies and trends?
Exchange rates?
Sociological
Demographics?
Lifestyle patterns and changes?
Attitudes towards issues such as education, corporate responsibility and the environment?
Social mobility?
Media views and perceptions?
Ethnic and religious differences?
Technological
Relevant current and future technology innovations?
The level of research funding?
The ways in which consumers make purchases?
Intellectual property rights and copyright infringements?
Global communication technological advances?
Legal
Legislation in areas such as employment, competition and health & safety?
Future legislation changes?
Changes in European law?
Trading policies?
Regulatory bodies?
Environmental
The level of pollution created by the product or service?
Recycling considerations?
Attitudes to the environment from the government, media and consumers?
Current and future environmental legislative changes?
SWOT Analysis
Strengths
What is different about your business?
What do you do well?
What unique resources or knowledge do you have?
Weaknesses
What do your competitors have that you don’t?
What areas can you improve at?
What weaknesses do people perceive you as having?
Opportunities
What trends present an opportunity to you?
Are there any complementary products which you could look to expand into?
Are there any potentially beneficial technological or legal developments?
Threats
What legal and technological developments could threaten your business?
Are any new entrants likely?
What does your competition plan to do?
Marketing Strategy
Mission
Marketing Objectives
Demand Creation
Sales Revenue
Repeat Business
Brand Awareness
Target Market Segments
Demographics
Market Needs
Market Trends
Market Growth
Differential Advantage
Marketing Mix
Product
Product Variety?
Product Sizes?
Product Quality?
Brand name?
Packaging?
Presentation?
Price
List Price?
Quantity Discounts?
Special Offers?
Geographical Pricing?
Payment Terms?
Credit Options?
Promotion
Advertising?
Public Relations?
Promotions?
Place (Distribution)
Channel Section?
Market Coverage?
Dealer Support?
Service
Pre-sale Services?
Point-of-purchase Services?
After-sales Support?
Staff
Staff Requirements?
Salaries and Bonuses?
Staff Motivation?
Positioning & Messages
Unique Selling Proposition
Key Differentiators
Target Messages
Creative Brief
Customer personas
User Experience Goals
Strategy Pyramids
Strategy
Mission
Tactics
Message
Channels
Programs
Implementation
Work Breakdown Schedule
Tractical Timeline
Success Factors
Critical Issues
Financials, Budgets, and Forecasts
Financial Objectives
ROI
Sales Revenue
Expense Containment/ Reduction
Breakeven Analysis
Sales Forecast
Monthly Sales forecast for one year
Yearly Sales forecast for three years
Expese Forecast
Marketing Expense Budget
Controls
Metrics
Conversion rates?
Visit to registration rate?
Registration to trial rate?
Trial to transaction rate?
Average transaction size?
Transactions per customer?
Months per subscriber?
Abandon rate?
Returns rate?
Contingency Planning
Identified risks and risk mitigation
Worst case scenarios
Operational Plan
Production
How are your products or services produced?
Production techniques and costs
Quality control
Customer service
Inventory control
Product development
Where are your products or services produced?
Product development
Inventory control
Customer service
Quality control
Production techniques and costs
Location
What qualities do you need in a location?
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 suppliers?
Do you need easy walk in access?
What are your requirements for parking and proximity to freeway, airports, railroads, and shipping centers?
Construction?
Cost
Occupation expenses
rent
maintenance
utilities
insurance
initial remodeling costs
What will be your business hours?
Legal Environment
Licensing and bonding requirements
permits
health, workplace, or environmental regulations
Special regulations covering your industry or profession
Zoning or building code requirements
Insurance coverage
Trademarks, copyrights, or patents
Personnnel
Number of employees
Type of labor
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?
Have you drafted job descriptions for employees?
For certain functions, will you use contract workers in addition to employees?
Inventory
What kind of inventory will you keep?
Raw materials?
Supplies?
Finished goods?
Average value in stock?
Rate of turnover and how this compares to the industry averages?
Seasonal buildups?
Lead-time for ordering?
Suppliers
Names and addresses
Type and amount of inventory furnished
Credit and delivery policies
History and reliability
Should you have more than one supplier for critical items?
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 on credit?
Do you really need to sell on credit?
Is it customary in your industry 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 applicants?
What terms will you offer your customers; that is, how much credit and when is payment due?
Will you offer prompt payment discounts?
Do you know what it will cost you to extend credit?
Have you built the costs into your prices?
Managing Your Accounts Receivables
Subtopic 1
Accounts Receivable Aging
Subtopic 1
Subtopic 2
Subtopic 3
Subtopic 4
Subtopic 5
Subtopic 6
Policies to deal with slow-paying customers
When do you make a phone call?
When do you send a letter?
When do you get your attorney to threaten?
Managing Your Accounts Payable
Do you proposed vendors offer prompt payment discounts?
Accounts Payable Aging
Management and Organization
Who will manage the business on a day to day basis?
What experience does that person bring to the business?
What special or distinctive competencies?
Is there a plan for continuation of the business if this person is lost or incapacitated?
Professional and Advisory Support
Board of directors
Management advisory board
Attorney
Accountant
Insurance agent
Banker
Consultant or consultants
Mentors and key advisors
Financial Plan
Personal Financial Statement
Startup Expenses and Capitalization
12-Month Profit and Loss Projection
Four-Year Project Projection
Projected Cash Flow
Opening Day Balance Sheet
Break-Even Analysis
implimented
Introduction 1
The introduction is the first selling tool of the business and its function is to bring the readers in, grab their attention, set the tone, and get investors excited. The introduction is your first stab at advertising your idea, and in this advertisement you get to communicate your mission, your product(s) or service(s) and your market position with a quick brushstroke. Create a catchy introduction page.
Give a brief description of the business (product or service); what is your market area; who is your target customer; why do you think you are going to succeed; and what is the purpose of the Business Plan. Is it just to apply for the SE program or are you submitting it somewhere for financing and how much do you want to borrow?
Goals 1
These statements are the heart and soul of your business. They guide your decisions, who you hire, who you service and your day to day motivations. Consider them carefully; get into the emotions of them. Why do you do what you do? Can you express this to your customers and staff?
Include in the Appendix:
• Consider posting your Mission, Vision, Values where you and your staff and possibly your customers will see it. If you choose to do this include an example (photo or marketing material) if you have created it already.
Management 2
As the manager of the business, you hold the key to its success. Give a brief statement of your background as it relates to this business. Indicate the interests, skills, knowledge, experience, and abilities that you have to contribute to the business.
List skills and weaknesses of Management:
• Knowledge of product or service
• Salesmanship skills
• Marketing experience
• Management experience
• People skills
• Accounting or bookkeeping skills
• Computer or administrative skills
Be honest in your assessment. Identify areas where you may need assistance and where and how you will get that assistance (mentors, professionals). If it is a partnership, do a list for each partner and a description of what areas of the business each partner will be responsible for.
Do you have other professional advisors or business mentors available?
Include it the appendix:
• Your resume
• Copies of educational certificates or diplomas and trade tickets relevant to your business.
• Partnership agreement
• List of mentors and professionals, contact info
• SWOT analysis for yourself and partners.
Description of Product or Service 2
Clearly and thoroughly describe your product or service. Will you offer more than one product or service? If so describe each.
• What are the key features?
• What are the benefits to your customer?
• Is it a necessity, convenience or a luxury?
• What will customers want to know before buying?
• Why will customers buy?
• What differentiates you from the competition?
• What is your competitive advantage?
Assume the reader knows nothing! Explain any technical jargon.
Include in the Appendix:
• Pictures, drawings, diagrams
• Samples
• Brochures
Market Research & Analysis 3
Market research survey(s) – tips
Post your survey as an event on FB and invite your friends
surveymonkey.com
send link out, post to FB
You may learn things later in the process that cause you to need to go back to people you talked to earlier, so find a way to leave the door open “May I contact you again if I have further questions?”
Start surveying with your lowest risk people – i.e. ones you’d be less concerned with if you flub it up
Don’t get discouraged
Don’t take it personally when people avoid eye contact
If you’re trying to get a hold of someone to arrange a meeting and they don’t get back to you – remember, you want them, they don’t need something from you, so it’s on you to be persistent and continue trying to get a hold of them. If you can’t be persistent at this point, you’re going to have trouble when it comes time to selling your goods. 6 most important words in sales – follow up, follow up, follow up!
How many surveys do I need? How many people do I have to talk to?
More than one, less than 10,000
……Impossible to answer
If your target market is only 20 people in the world and you talk to 15 of them, that’s pretty good
If you need to sell 1500 of your products a year and you’ve only talked to 18 of your target customers, that’s not enough
You want enough of a sampling so that you have solid information
When you start hearing the same thing over and over, nope, don’t quit, talk to just a few more people, remember you need to back up your hypotheses
Secondary research – Exercise
• Also known as “Desk Research” – research already out there for the taking or buying
• Research that’s already compiled and organized for you:
Reports and studies by government agencies, trade associations, or other businesses within your industry such as Universities, Chamber of Commerce, business associations, Gov’t statistics like BC stats, Statscan which include population censuses, social surveys, Import/export statistics, agricultural statistics and production statistics professional bodies, industry magazines, trade associations, magazine and newspaper articles, blogs, library sources, annual reports, Economic Development agencies, any published materials, Strategis. International agencies like World Bank, IFAD, UNDP, IMF, ITC, FAO and ILO produce a plethora of secondary data.
Which of the following secondary resources may have information that could help you? List the specific sources you will contact/research. Brainstorm the kind of information you may gain from them and list things you need answers to.
Magazines specific to your industry
Industry trade journals/publications
Industry associations
Blogs
Websites
Annual reports
B.C Stats: www.bcstats.gov.bc.ca
Federal Stats: www.statcan.gc.ca
Chamber of commerce
Business organizations
Economic development agency
Library
University/Colleges
Newspaper articles
Other businesses in the same geographical area, in the same sector as you, non-competing i.e. you want to open a retail clothing store downtown creston, what are the other retailers downtown saying about the business climate?
Other businesses in the same sector (i.e. agriculture) as you, in a different geographical area. May be competing or non-competing. i.e. You want to start a farm business, what can you learn from other farm businesses outside your area?
List of possible topics or questions you can use to include in a survey, or use as discussion topics when querying your competition or contemporaries
How did you get started in your business?
What products do you sell?
What level of inventory do you carry (dollar amount – for retail)
How long until you were profitable (I’m anticipating being profitable in year 2, does that seem reasonable to you?)
Toughest thing about starting up?
What can you share with me about how this industry works? What affects it (threats), what’s happening in it right now, what is the outlook? How is what’s happening in the economy affecting (y)our business?
How are products/services usually sold in our market i.e. tradeshows, distributor, sales rep
Do you attend any trade shows as a vendor or participant – if so, which ones?
What can you share with me about (y)our customers – target market. Who are they typically? What do they “look like”?
Is there anyone else out there in the market selling products similar to ours I should be aware of
Are there any environmental issues I need to be aware of?
Are there any regulatory issues I need to be aware of?
Cashflow – seasonality – what months are busier than others?
Do you have a marketing plan?
Do you accept on-line orders? Any problems? Paypal etc. – any issues?
Do you belong to any associations or organizations or read any trade journals, blogs that you find helpful?
How helpful do you find your website? Do you use search engine optimization?
What do you do to network, stay in touch with peers?
What do you do for professional development?
Do you blog?
Do you have a Facebook page/group for your business? How much time do you spend on it?
Are you comfortable sharing how much you spend on advertising/marketing per year
What equipment do you use, what do you like/dislike about it
How many unbillable hours do you think you spend a week doing things like marketing or bookkeeping estimates etc.?
Human Resource issues – staffing – how much do you pay – hiring, firing, managing etc.
Do you have a mark up or margin you try to stick to?
How do you price your goods – mark up/margin?
Toughest thing about running this business?
What advertising have you found works/doesn’t work?
What free or inexpensive things have you found to market/sell your product/service?
Is there anyone else you think I should talk to?
What suppliers do you use? Good or bad?
I need my business to pay me $ X per year, based on your experience, does that seem reasonable?
For my cashflow I’m estimating $X per month/year, based on your experience, does that seem reasonable?
Any mistakes you made that you’d be willing to share that I can learn from?
Any comments/questions
Tips on?
Advice on?
List of possible topics or questions you can use to format a survey, or use as discussion topics when talking to suppliers
Trends, outlook?
What sells, what doesn’t?
Profit margins
What can they share about the target market
Who are the players – S & W
What do they suggest you carry for a level of inventory – what’s hot etc. (remember, it’s their job to sell)
Anyone they think you should talk to
Know of any secondary research available that may help you
Ask Wholesaler/Distributors/Brokers/Agents:
What is the reputation of the distributor/broker/agent that you are interested in working with?
What sales projections do they think are rational and expected? Sales should be forecast with quarterly and annual targets set – both in sales dollars and number of retail accounts established.
What costs are involved in using a wholesaler/distributor/broker/agent? What are their margins? What are their minimum orders for retailers to get free shipping? Many retailers outside of major centers rely on placing orders big enough to get free shipping so that cost is absorbed by the distributor/wholesaler.
What sort of incentives can the distributor offer if the manufacturer gives the distributor an exclusive in a given territory? Distributors will often promise lower margins and more aggressive selling if you give them an exclusive in a given territory. Unfortunately, experience shows that this is very rarely the case. Distributors will work harder and sell their services for less when they are competing with their competition to sell your product. It can be a good idea to get contracts in writing regarding distributor’s selling margins, discounting and other promised services.
Is your product perishable? If so, when are the liabilities for the product transferred to the wholesaler/distributor/retailer/consumer?
How will returns of damaged/spoiled product be handled?
What distributors/wholesalers do your retailers prefer?
Will you give your broker, agent wholesaler or distributor an exclusive on a given market area?
How aggressive and willing to work synergistically with you is the distributors/brokers sales team? Remember, the moment you enlist the services of a distributor, broker or agent you are detaching yourself from the selling. Is your distributor going to be a glorified shipping company or will they promote and actively seek out new customers for your product?
How accessible is the distributor’s sales team to you? Are you able to give a demonstration of your product to the sales team?
What trade or consumer shows is your does your distributor participate in that would be of benefit to your business?
Is the distributor willing to let you discuss regional opportunities with individual sales reps or is your contact strictly limited to the sales manager or buyer? Distributor’s sales teams are usually divided regionally. Often through personal contact and offering incentives with individual sales reps you can get more focus put on your products.
How many retailers does the distributor service? Most distributors/brokers will guard their client lists carefully. If they are forthcoming with numbers and locations that they service, take it with a grain of salt. A client whom the distributor made a single sale to three years ago will still be considered a client. You are best determining this information by asking other manufacturers and retail clients and rather than the distributor themselves.
What is the service area of the distributor? A regionally focused distributor can sometimes offer much better service than one that is national or international. What do your retailers want? Are your sales goals centered on intensive controlled regional growth or sparser, wider-spread blanket sales? Depending on your product either approach may be more suitable.
Does the distributor do an adequate job of passing on sale pricing that you as a manufacturer have offered them through to their customers? In many distribution models manufacturers are required to put their products on sale for a certain number of periods though the year. These sale periods are frequently one month in length and occur two to five times per year. Many distributors take advantage of these sale periods in two ways:
1. By not passing on the discount to all of their customers. IE, if a manufacture sells to a distributor at 10% off for a given month, the distributor should discount the product 10% themselves to all of their customers for the same period. Many distributors pass on sale pricing only to large customers ignoring the smaller ones. The distributor then makes a much higher margin on each item sold. By receiving the distributor’s monthly catalogue highlighting sales you can be sure they are offering your sale price to all customers that receive the catalogue.
2. Timing product purchases from the manufacture to coincide with sale periods. This happens all the time for non-perishable goods. Distributors only buy in sale periods and then purchase enough to sustain themselves through to the next sale period. In the worst case example, distributors will be out of stock on products while waiting for the next sale period to do a big buy-in. This makes the retailers and consumers very unhappy but dramatically increases distributor profits.
Is the distributor’s computer system capable of handling Manufacturer’s Chargeback’s (MCB’s?) MCB’s are another means of putting products on sale with retailers. Instead of blanket periods of sale pricing offered to the distributor by the manufacturer, MCB’s are sales periods that are set up directly with specific retailers. The retailer buys the product at discount from the distributor for a specified period, and then the distributor “charges back” the manufactures for all of the discounted sales during that discounted period. The manufacturer, distributor, broker or agent can arrange MCB sale periods with the retailer but it is the distributor and retailer that must track the MCB and the manufacture who must pay for it. MCB periods throughout the year are usually set up once per year – generally in the fall for the preceding year.
Ask Retailers:
How do your key retailers prefer to purchase from you? Many retailers will not want another supplier for a single product or product line as it is more efficient for them to purchase through wholesalers/distributors. Some retailers will put higher margins on products purchased directly versus through their own preferred distributors negating any cost savings of doing without a distributor.
What sort of product turn over is expected? It is important to understand what the retailer expects sales to be, and then monitor sales on a regular basis. If your products sales are not meeting the expectations of the retailer, your product risks being de-listed. Determining this figure will also help you forecast sales for cash flow and inventory purposes.
What margin will your retailer put on your product? Retailer margins vary greatly depending on the product. Can you negotiate a slightly lower margin to meet a certain price point (for example $9.99 versus $10.49.)
What is the reputation of the distributor/broker/agent that you are interested in working with? Retailers will likely be quick to tell you their personal preferences for distributors. Asking all of your key retailers whom they prefer will help you with your choice.
How often does each of your potential distributors make deliveries (daily, weekly, semi-monthly?) How reliable are their deliveries? How good are their sales people?
What guarantee will retailers give you that if you pay them for the placement of your product (a “listing fee”) that they will continue to stock it for a given period of time? If you are marketing to chain stores, often they will require a fee for listing your product. For example, with Overwaitea / Save-On Foods they require one free case of each different product per store if you want to list your product with them province-wide. That can cost thousands and thousands of dollars. Often, if a product does not meet the sales expectations of the retailer in the first couple of months the retailer will de-list the product despite the listing and advertising fees that have been paid. You may be able to get the retailer to agree to keep your product listed for a given trial period.
What are the retailer’s expectations for an annual advertising budget? Many people don’t realize that it is not the stores that pay for weekly flyers – the majority of this expense is paid for by the manufactures represented in the flyers. This is called “co-op advertising” – as it is a co-operatively shared cost between the retailer and the manufactures.
What sort of product support will the retailer give you? This can include a co-operative advertising plan, product demonstrations, shelf talkers, information sheets, poster placement etc.
How will returns of damaged/spoiled product be handled? Who is responsible?
Will you give your retailer an exclusive for a given market area? If so, will the retailer give you a lower margin on your product to meet a specific price point?
How can you help the retailer to increase their sales of your product?
management skills
What do you feel are some of the strengths you will bring to your business?
What do other people say are some of your strengths?
Where are some areas you may have room to grow, or learn things? i.e. bookkeeping, marketing, time management?
What do other people say are some of the areas you may have room for growth?
Transferable skills are skills that you can take with you from one situation to another, from one job to another. What transferrable skills do you think you will bring to your business?
Summary of Market Research 3
State what research methods you have completed in order to determine the level of need and demand for your idea in the marketplace and a summary of the results.
You should also summarize the findings that support your decision to proceed with this business plan. If there are some uncertain or unsupportive findings you should summarize how you intend to overcome these potential obstacles.
Industry Overview 3
Give a general description of how your industry works and what is happening in it. Such as:
• Is it a growth or declining industry?
• What are the current trends?
• What are the current / future threats?
• How does the global marketplace influence this industry?
• Are there environmental concerns?
• What are the legal or regulatory issues?
• How will this industry be affected by demographic changes in our population?
• Is this industry directly related to any others that can be markers for change? E.g. New construction starts affects demand for roofers, painters, cabinet makers.
Include in the Appendix:
• A copy of important statistics, articles, blog posts, things you may want to refer to and shows how you know what you know.
Market Survey Summary 3
A sample group of potential customers (general public), say 25 – 250, should be approached and interviewed for their reactions to your product or service. Refer to the market research module handouts on the ways to do market surveys. This is where you summarize what you learned.
Example: Market survey: surveyed 68 people. Results were: majority (76%) would purchase my product at $6.50, where only 11% would purchase it at $8.50. This led my research further to determine if there were other factors that matter to them. 89% said if it was available to purchase at a convenient store they would. Only 25% said they would seek it out. ETC!!!!
If you used mainly the interview style of survey then give a summary of what you learned.
Be sure you survey your potential customers– your target market.
Don’t waste your time, get useful information.
Include in the Appendix:
• Sample of the surveys you performed.
• Sample of the interview questions
• Copies of the completed surveys
Market Support Summary 4
Summarize the market support that you have gathered.
Value of market support from best to not enough:
• Letters of intent and contracts.
• Surveys that show interest, desire information and contact. Letters from businesses or groups that think you have a good idea.
• Evidence that your idea is working in other similar areas. Contemporaries interviewed and letters from them with their opinions.
• Competitors appearing to do well doesn’t mean there is room for you.
• Making assumptions based on your opinion. This is summary, have a lot more evidence.
Include in the Appendix:
• Completed Letters of Intent
• Copies of Contracts
• Sample Letter of Intent
• Letters of Support
• List of people surveyed that desire to be contacted.
Competitive Analysis 4
Competitors list
List all your indirect and direct competition, within and outside of the Central Kootenay region who are marketing into the same area you want to market to. Try to find as many as you can. Pretend you’re being paid $100 for each competitor you discover. Look in the yellow pages, on bulletin boards, ask strangers, friends and family, search Facebook, newspapers, the Pennywise, the Funpape (Creston), the Coffee Mate (Castlegar), 358 exchange (New Denver area), online business listings, Chambers of Commerce, websites, industry or trade organizations, ask suppliers etc. Note: if a large portion of your competitors are on-line, to keep it manageable, search some keywords for your product and work with a reasonable amount, say the top 20 websites from a variety of search engines.
The best source of industry information is your competition and your suppliers. It is extremely important to know what everyone else is doing before you decide what you are going to do. To understand your own company’s positioning you need to thoroughly assess your competition including:
• Scope of competition – local, regional, national, international, online.
• Who is your direct or indirect competition? (An example of indirect competition is movie theatres vs video rentals.)
• Demand for product / service.
o Are your customers happy with existing products / services?
o Will you have to educate them about your product / service?
o How will you overcome customer brand loyalty?
SWOT Analysis – provide an in depth SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis on your key competitors. Refer to the SWOT worksheet from the Market Research Module (week 1).
The Self-Employment Program and Competition:
Understanding who your competition is and how you fit into the market is critical to the success of your business. If your competition is based in the Central Kootenay region and they are marketing their products or services within the same market area as you propose, you will need to approach each competitor and ask them to complete a market research letter. A sample can be found on the Community Futures website. www.futures.bc.ca/documents/marketresearch1.doc or http://tinyurl.com/q7zfw5l . Make note of your efforts to contact each competitor and a note of the date that a response was requested by.
What gives you a competitive advantage?
State all the facts and convince the reader why your business has a competitive advantage over other businesses. Consider the fact that you might have to re-educate your consumer about your product or service. Determine how you will fit into the market and how you will fill that unsatisfied need. Is there enough room in the market for you? Also evaluate the competitive barriers you face and a solution of how you plan to overcome those barriers.
Include in the Appendix:
• A copy of the letter sent to the competition.
• Market research letters received back from the competition.
• Notes regarding contacting competitors that did not send back the letter. You must try three times to get a letter before accepting no response. A negative response is a response.
• Notes regarding conversations with competitors. Printouts of emails with competitors, if relevant.
• A SWOT (Competitor Analyses) worksheet on each competitor.
Target Market & Demographics 5
Some businesses sell directly to the public. You need to find out everything you can about who, what, where, when, why, how much and how often they buy.
Some businesses use retail outlets or distribution networks and not deal directly with the public. In this case who, what, where, when, why, how much and how often they buy needs to be explained in terms of both the buyer and the end user.
Include the following factors for each identified target market:
• Age – what age range would best support this business
• Sex – determine whether or not sex of the customer will affect sales
• Occupation – specific professions that would buy more readily than others
• Income Level – determine what income level you are aiming at. Is your product or service a necessity or a luxury; that may be a factor.
• Education Level- would your customers need an education or certification level to be attracted to your business?
• Residence – do your customers live in this area on a permanent basis or are they on vacation. Also review the distance consumers would have to travel to acquire your product or service.
Remember, the more you know about your target market, the less money you will waste trying to reach them.
Market Area 6
What geographic areas do you intend to sell your products / services in?
• Locally – your town
• Regionally – describe your region
• Provincially – describe
• Online- in what manner? Your own website, other websites such as ebay.
• What percentage of sales do you expect from each area?
Sales Method 6
How will your customers buy your products or services? Store front, person-to-person, home-based, catalogue, internet, trade shows, or distributor? Discuss and rank all means.
Will you accept cash, cheques, credit cards, debit cards, US dollars?
Will credit be extended to your customers? If so under what terms? What procedures will be in place for collection of accounts receivable? How will you determine who to extend credit to?
Include in the Appendix:
• Policy for extending credit on account.
• Policy for collecting accounts receivables.
• Quotes or contracts for tradeshows, merchant services, etc.
Placement & Distribution 7
Where will your product or service be offered and how will you distribute to your customers?
Is your location in the right area to reach your target market?
Are traffic flows high enough to guarantee visibility and sales?
Is it difficult to access your location?
Are you reaching outlying markets which require a special distribution channel?
What are the costs of distribution? Will you be working out of your home if offering a service?
Are there considerations to your location – zoning, permits, improvements…?
Where will your product or service be in relation to the competition? If in a retail store, discuss placement within the store.
Where will your product or service be in relation to substitute products or services and to complimentary products or services? Physical location.
Include in the Appendix:
• Photos of location and competitors’ locations.
• Store shelves where your product will be displayed.
• Possibly a map showing location of yourself in relation to competitors and complimentary services.
Marketing & Promotional Plan 7
‘If the circus is coming to town and you paint a sign saying “Circus is coming to Fairgrounds Sunday”, that’s advertising. If you put a sign on the back of an elephant and walk him through town, that’s promotion. If the elephant walks through the Mayor’s flower bed, that’s publicity. If you can get the Mayor to laugh about it, that’s public relations. And, if you planned the whole thing, that’s marketing!’ Author unknown.
Outline the strategies you will use to
1. Let your customers know you are open for business
2. Grow your business
Describe the advertising, promotion and merchandising techniques to be used and the expenditures required to attract your target market.
How will you tell your customers about your product or service?
Can you get free publicity for your business? Explain.
If your marketing budget is low, how will you get the most for your dollar?
What advertising medium will allow the majority of your customers to find out about you?
How will you reflect your image in your promotional material? Logos, branding, design.
Describe other forms of marketing you will do and be specific: uniform or style of dress, answering the phone, approaching the customer, returning phone calls, etc.
Don’t hesitate to get creative in this area to ensure that the methods you choose work for you. Word of mouth may be the best form of advertising for you if you offer quality, however this method takes time to build momentum.
Include in the Appendix:
• Logo design
• Any marketing materials you have already developed – business cards, brochures, ads, signage, etc.
• Quotes for marketing materials to be created.
• Research on pricing for forms of advertising, newspapers, radio, TV, direct mail that you may be using.
• Competitors advertising, websites, promotions
• Examples of clever advertising you like and could possibly emulate.
12-Month Marketing & Promotional Strategy 8
Use the worksheet from the Marketing Module “12-Month Marketing & Promotional Strategy” to complete your 12 month strategy. You should also have been given a digital form of it.
On that form detail what you will do each month, include the cost of the strategies. Include low / no cost promotional strategies.
Be more detailed in the first few months, what exactly are you going to do. As you get further out in time, 6 – 12 months you can be less specific but definitely put in major projects like a tradeshow or website design or seasonal promotional push.
Keep in mind that you cannot do everything at once; you won’t have time and probably not the budget. Think about the objective of the specific marketing tool, for example a classified ad, what do you intend it to do, how does it fit within your overall strategy?
Marketing builds momentum – what are you working towards?
Make detailed to do lists that can be added to for ‘big’ projects such as build a website, attend a tradeshow, new product release, seasonal sale or preseason push. What will you have to do at the time, and months ahead? For example if you plan a pre-season marketing push to have sales in April, you need to do your advertising and marketing in February and March, schedule it in the 12 month marketing plan. Schedule when materials or ads will be paid for. This correlates directly with your cash flow projection. The advertising and marketing costs go into your cash flow projection as an expense.
Include in the Appendix:
12 month marketing strategy form.
Big project to do lists.
Business Operations 9
Location 9
Give an exact location for the business. If home based, put your home address.
If home based:
• Are there bylaws or zoning considerations at your location?
• Are there renovations that need to be done? What is the cost? What are the timelines?
• If you rent you need a letter from your landlord granting permission to operate a business from the home.
Do you need to find a location outside your home?
What are the criteria you need to fill to find the right location?
Will customers come to you or will you go to them?
What are the hours you will be open and / or available to your customers?
Include in the Appendix:
• Lease agreement
• Letter from your landlord if you are home based and rent.
Equipment 9
What specific equipment is needed to operate this business? Tools, machinery, office equipment, etc.
List what you have and what you need to purchase.
Where will you be buying the equipment – include quotes.
Do you have the funds to purchase the equipment or do you need financing?
Include costs for equipment you intend to purchase in your cash flow projection.
Include in the Appendix:
• Quotes for equipment purchases.
• Receipts of recent purchases.
• List of equipment you own and the valuation, current market value.
Office Requirements 9
• Telephone number with voice mail
• Email Address
• Website
• Fax number
• Facebook
• Pinterest
• Twitter
• What do you need to supply your office? Do you already have these things or do you need to buy them.
• Examples of what you will need:
o Filing system
o Computer
o Printer
o Scanner
o Invoices
o Letter head
o Paper and envelopes
Include in the Appendix:
• Quotes for any major purchases required.
• Examples of invoices, order forms, quote if applicable to your business.
• Any written policies around handling customer information or billing or accounting.
Production Process/Capabilities 10
What is involved in producing or delivering your product or service?
Describe your process.
If you make a product, describe the steps to making it and then how you will deliver it to the customer (even if that is a distributor) how will you ship it, how will you package it, what are the steps?
If you provide a service how do you deliver that service, what is involved?
How many units can you create a month? How many customers can you service? What is your maximum capacity?
Include floor plans, diagrams, garden plots if applicable, ensure you have enough room for all equipment, storage and processes.
Include an estimated schedule of how your time will be spent on a monthly basis. Include billable hours, time spent marketing, doing book keeping, cleaning, everything that must be done.
Who will do the book keeping?
Who will do the year end accounting and taxes?
Where will you do your banking?
Suppliers 11
Who are your suppliers? What do they supply? Include names, prices, terms and agreements.
Are there price breaks for volume? What are they? You many not meet the volume now, but you may later.
Do you have alternate suppliers?
Include in the Appendix:
• Product / price lists
• Spec sheets on products
• Shipping rate sheets
• Signed agreements
• Order sheets
Staffing 11
Do you need any employees at the time of launch?
Will you need employees at a later date? At what point will you hire?
What will their duties be?
What skills and training must / should they have?
Will you need full time, part time or contract workers?
What will you pay them?
Have you researched getting a Canada Revenue payroll number and Workers Compensation?
What is involved in that?
When you are calculating the costs for employees be sure to include an additional 20 – 25% to cover mandatory employment related costs which include Workers’ Compensation, employers portion of EI and CPP, stats and holiday pay.
Include in the Appendix:
• Job descriptions
• Employee cost calculations
• Job posting and print ads
Guarantees/Warranties 11
What follow up will you do with your customers after they have used your product or service?
Will you offer guarantees? If yes, how will you express it to the customer?
How will you deliver on the guarantee?
Include in the Appendix:
• A copy of any warranty or guarantee that will be given in paper form to the customer.
• A copy of any warranty that another company provides for a product you sell or use in your operations that you warranty to your customers.
Green Plan 12
How will you minimize your impact on the environment?
Include in the Appendix:
• Information on any products you use such as cleaners, paints, packaging, etc.
Laws & Insurance 12
There are a number of rules and regulations regarding business ventures. Find out which one will be applicable to your business by contacting the appropriate municipal, provincial and federal agencies. Your industry may also be regulated by a professional association or trade association. If so, you will need to provide evidence that you have the proper training and certifications required to establish your business. If you belong to a professional or trade association, you may be required to attend professional development conferences or seminars so make sure that these costs have been included in your Cash Flow. Ensure that you have a solid understanding of the legal/insurance requirements in your chosen field. Your business plan needs to cover all of the pertinent details in terms of legal set up so make sure that you detail your investigation into each legal requirement even if you find out it is not applicable for your business.
Form of Organization 12
Make a statement indicating the form of organization your business will assume.
Sole Proprietorship, Partnership or Corporation.
Include in the Appendix:
For partnerships-
• Partnership agreement that states that the applicant applying for the Self-Employment Program has 51% ownership in the business.
• Resumes and job descriptions will be required for all partners in the business.
For incorporations-
• A copy of the incorporation certificate of the business.
• Information about the share structure that shows the applicant to the Self-Employment Program has 51% ownership of shares and is a director.
• If there are other shareholders and / or directors working in the business, then resumes and job descriptions will be required for those shareholders and directors.
Provincial Name Search & Declaration 13
When naming a business, a number of different factors should be taken into account:
• Is the name chosen appropriate for the market you are targeting?
• Is the name short?
• Is the name easy to remember?
• Is the name easy to spell?
• Is the name distinctive enough to separate you from competitors?
• How will it relate to web presence? Research a domain name.
• Is it professional?
• Can your business grow and adapt with the same name?
You are required to do a Provincial Name Search if you intend to operate your business under a name other than your own personal name.
You do the name search online at www.bcbusinessregistry.ca or at Service BC. There is a fee. Provide three names for the name search. If all are rejected you will need to pay the fee again with new names.
Once your business name has been accepted you have a 59 day period in which to register the name for use. There is an additional fee for this.
If you have not completed the Name Search and Declaration indicate when it will be done.
Once you have paid the fee and have a Declaration you can use the OneStop Business Registration system. OneStop allows you to register for PST, GST, Payroll, Import/Export, excise tax, liquor tax all at one time. Register only for what is applicable for your business. You can register for more at a later date if you’re unsure if you will need to.
Include in Appendix:
• Copy of the Name Search and Declaration if you have completed it.
Goods and Services Tax (GST) 13
A Business Identification Number is required for all businesses that are either: registering for GST, having employees or dealing with exporting/importing goods and for corporate tax accounts.
It is optional to register for GST. You must register as soon as you reach $30,000 in a consecutive 4 quarter period.
If you are registered for GST state if you are going to remit quarterly or yearly and when your next remittance is due.
If you have not registered but plan to, state when. If you don’t intend to register until you reach the $30,000 mark state that as well.
If you do not register for GST Do Not charge it. If you register for GST you must charge it.
Include in the Appendix:
Completed GST Registration
Provincial Sales Tax (PST) 14
You will need to contact the Social Service Tax office to determine if you need to charge PST.
If you are not required to charge it describe your process for determining that outcome.
If you are manufacturing a product or retailing products and you wish to purchase your raw materials / inventory tax exempt, you must provide your PST number to your suppliers in order to receive a tax exemption.
Include in the Appendix:
Completed PST Registration, with number.
Worksafe BC 14
Registration is mandatory if you have employees.
Sole-proprietors and partnerships have the option of applying for Personal Optional Protection. Having Personal Optional Protection may be a requirement for your business if
you wish to do business with large corporations or government agencies.
Register through One-Stop. Don’t register before you have employees.
To get a quote contact Worksafe BC www.worksafebc.ca
If you are registering for Worksafe describe your rate and how it will be remitted.
Insurances 14
Insurance needs will vary greatly from business to business. Contact an insurance agent to discuss your business’ needs.
Even if you have a small home-based office with no inventory and no clients coming to your door, you need to inform your insurance company that there is a home-based business there or you could void your insurance.
Some things to consider to determine insurance needs:
• Do you require liability or general insurance or both?
• Is there a risk of injury at the place of your business or with the use of your product?
• Is there a chance of damage if you are offering a service at your customer’s premise?
• Are you planning to sell your products or services to the U.S?
• Do you need coverage for inventory?
• Do you need equipment coverage?
• Do you need to change or upgrade your current vehicle insurance?
• Insurance may also be available through professional or industry associations.
Include in the Appendix:
• Quotes or policies for Insurance.
• Payment options.
Municipal Licenses 15
If you are operating your business or providing a service within a municipality then you will need to provide information on the requirements of obtaining a Business License from the appropriate municipal office(s).
Be aware that having a business license in one community will not cover you to do work within another community. You may need to obtain additional business licenses or permits to work in other municipalities.
Include in the Appendix:
• Copy of Business Licenses
• Or applications for business licenses and when they will be obtained.
Other Legal Requirements 15
Depending on the business and industry, you may be required to deal with other legal issues or certifications. Do effective research on this subject, ignorance is no defense.
Examples may include:
• Department of Health Certification
• Liquor Control Permits
• Ministry of Transport
• Building Inspections
• Fire Inspections / Regulations
• Zoning or Bylaw issues
• Provincial legislation such as Travel Assurance Fund, Direct Sales Act, etc.
• CSA Number (Canadian Standards Association)
• UPC Registration (Universal Product Code)
• Environmental Regulations
• Import / Export Regulations
Describe what you researched, where, and what you need to do about it. If you researched something thinking it was applicable and you found it was not, explain why it is not.
Include in the Appendix:
• Licensing information, permits or applications.
• Reference to governing bodies if needed for later.
• Supporting documentation.
Financial Plan 16
Cost Analysis 16
In order to determine the costs involved in running your business and the nature of their behavior, define your costs as being either variable or fixed.
Variable costs are costs that increase or decrease directly with the level of production or volume of service you provide.
Fixed costs (overhead) are costs that do not vary with every unit of production such as rent, advertising, loan payment, etc.
• What are your unit costs?
o List all your costs and show (mathematically) how this amount was determined.
• What are your fixed costs?
• What is the total monthly overhead that your business must support?
• What are some variables that can change the cost of your product or service?
Include in the Appendix:
• Examples of cost scenarios
• Supplier price lists
Pricing Method 16
• What price will you charge for your products / services?
• Indicate what you based the price on.
• How does your price compare to similar products / services?
• How do other businesses in your industry price their products / services?
• What is your pricing strategy? Explain all.
Examples:
o Lower price than competition without undercutting (undercutting is not allowed on the SE program) to gain market share
o Higher price to create a luxury demand
o Same as competition and differentiating based on other factors?
o Strategically using discounts?
• How you anticipate price affecting monthly sales?
• What do you expect monthly sales to be?
Explain and show examples of the pricing method you employ for each different revenue generator in your business. Examples:
• Percentage Mark up Method: cost + mark up % = Selling price
Material cost / unit: $2.50
Labour cost / unit: $1.00
Overhead cost / unit: $0.25
= Cost / unit total $3.75
+ mark up % at 75% $2.81
= Selling Price $6.56
• Competitive Pricing Method: pricing your product or service at equal to or comparable prices to your competition and also taking into consideration what the market will bear.
• Simple hourly rate charge method: set fee per hour of service.
• Contract rates method: set amount for completion of work.
There is no one size fits all solution when it comes to pricing. Consider all of the above methods when determining your method. For more assistance with this refer to your pricing worksheets from the pricing workshop.
Include in the Appendix:
• Pricing for all products or services, could be in spreadsheet format.
Projected Cash Flow Budget 17
The Cash Flow Budget is the most useful financial tool that a small businessperson can use to see if their business will be financially viable.
A Cash Flow is a forecast showing how much, and more importantly when, money will come in and go out each month over a 12 month period of time. You are trying to predict the timing of cash going in and out of your bank account. This will allow you to predict when and for how long you may have cash shortages. Even profitable businesses have fluctuating cash cycles. Planning for surpluses and shortfalls increases the possibility of business success.
Because the revenues and expenses of a business are rarely constant (ie seasonal in nature, credit to customers, purchases, repairs, etc) you have to know and plan the most effective use of your cash in order to finance your day- to-day operations. By monitoring your actual business finances in comparison to your forecast you will be able to better control the financial requirements of your business.
Refer to your Cash Flow manual from the Cash Flow Workshop for details of what goes on the cash flow spread sheet. The spreadsheet was given to you electronically.
Start your Cash Flow by figuring out what your expenses will be and work backwards to determine the level of sales or investment / loans that you will need to achieve.
Show the income coming into the business the way that you think it will happen and do the same for the expense section. Consider any seasonal fluctuations that may affect sales and expense levels throughout the year. Be realistic. Try to think of everything that will apply to your business and then allow for unexpected expenses that are inevitable. A good rule of thumb would be to project your expenses 10% higher than what you think they will be.
The Cash Flow cannot show a cumulative deficit in any month (the very bottom line can never be less than zero). If so, you will need to show additional “Cash Received” either through loans, lines of credit, of additional personal investment or you will need to reduce or defer some expenditures.
Include in the Appendix:
• Printout of a 12 month rolling cash flow.
• Printout of year 2 if applicable.
Cash Flow Budget Assumptions 18
The Cash Flow must be accompanied by written assumptions. These assumptions should demonstrate how you arrived at all of the figures you show on your Cash Flow. Keep in mind that although the numbers may seem self-explanatory to you, the person reviewing the Cash Flow is seeing it for the first time. Show your calculations if applicable.
A separate assumption is required for each row on the Cash Flow.
Include in the Appendix:
• Cash Flow Assumptions (can be a separate document or written directly into the business plan template.)
Projected Income Statement(s) 19
A projected Income Statement will show the amount of Sales or Revenue expected to be generated from business activities, and the amount of Expenses that the business expects to pay out. The difference between Sales and Expenses will show the expected Net Income or Net Loss for the business.
The figures will be taken from the “Total” columns on your projected Cash Flow.
In the Sales section, do not include SE funding, personal investment or loans. Only include revenue generated by the business.
Cost of Goods Sold will only affect businesses that have an inventory. If you are a service business only, you may skip this section but transfer the Sales figure to the Gross Profit Line on the Income Statement.
In the Expense section, do not include costs for purchases of equipment that cost more than $500, or owner’s drawings on the Income Statement.
The Net Profit or Net Loss figure on the income statement will not match the cumulative cash total on the Cash Flow budget.
Cost of Goods Sold Section of the Income Statement:
Opening Inventory – the value of any existing inventory you currently have on hand valued at cost.
Purchases – the total dollar value of planned inventory and packaging purchases from your Cash Flow.
Cost of Goods Available for Sale – Opening Inventory + Purchases.
Ending Inventory – the value of inventory you expect will be left on hand at the end of your first year. (Cost of Goods Sold – Cost of Goods Available for Sale).
Cost of Goods Sold – the value of the inventory that has been sold (Cost of Goods Available for Sale – Ending Inventory)
Include in the Appendix:
• Projected Income Statement
Break-Even Analysis 21
The break-even point of your business is when you make enough sales to meet all your expenses. The purpose of determining your business’ break-even point is to assist you in finding out the minimum number of sales and relative amount of revenue you will need to generate in order to cover all expenses.
The absolute simplest way to determine this is look at the total cash out, total for the year, on your cash flow. You need to make that much money. This amount includes owner’s drawings. What does that relate to in sales, monthly, weekly, daily? How much do you need to bill out to make that?
If you have a service business it is billable hours. Write a statement that shows you clearly understand how many hours you must bill to break even.
If you have a product based business it’s a little more involved:
Step 1: Calculating Contribution: Unit selling price – unit cost = Contribution
Step 2: Calculate Gross Margin: Contribution / Unit Selling Price = Gross Margin %
Step 3: Identify your fixed and variable expenses:
Fixed expenses do not fluctuate based on the level of production. They include things such as rent, licenses, supplies, repairs, advertising, etc.
Variable expenses – fluctuate based on the level of production. They include inventory or raw material purchases, wages for production, packaging, shipping, etc.
Step 4: Calculate Break Even Sales Dollars:
Fixed Expenses / Gross Margin % = Break Even Sales Dollars
Step 5: Calculate Break Even Sales Units if applicable.
Fixed Expenses / Contribution = Break Even Sales Units
The most important thing to understand about break even, is how it actually relates to your daily work, what needs to happen?
Projected Household Budget 22
Use the “Projected Household Budget” spreadsheet to determine your living expenses. This helps you determine how much you need to draw from the business and determines your breakeven analysis. Calculate owners drawings (this is on the income side) last and draw enough from your business for your lifestyle. One of the incentives for being self-employed is to make money, if your business can sustain it, draw it if you want to. As with your cash flow spreadsheet input the income and expenses as they happen and the cumulative cannot be less than zero. Consider all personal expenses; some may only happen once a year.
The amount you ‘draw’ from your business on your personal budget should match what you spend as and expense on your Cash Flow. Owners drawings are income for you personally and an expense from your business. The numbers should match.
Include in the Appendix:
• Excel Personal Budget Spread sheet print out.
Equity Statement 22
A personal equity statement shows a combination of all the things you own vs all the amounts you owe. The difference between the two equals your equity. A personal equity statement is required by the SE program and will also be required by a lender if you are applying for financing for your business.
It will also provide you with a snapshot of your financial position and help you determine if you have any contingency funds available or help you to gauge your ability to obtain financing if it becomes necessary in the future. If you do one once a year it can help you see if you are gaining equity or losing.
Include in the Appendix:
• Completed Equity Form (available electronically or on the Community Futures website)
Personal Investment List 23
The personal investment list will detail your personal interest or contribution to the business. It indicates the level of your personal commitment. Your investment will likely be cash and personal assets that you will be bringing to the business.
List your investment; you may include equipment, tools, supplies, materials, inventory, business furniture, office equipment, cash, financing, vehicles, etc.
Value the list based on current market value – in its current condition what you would pay for it or what you reasonably would sell it for.
Provide documentation to support the minimum investment required under the SE program (25% of your year’s funding request). The documentation can include a copy of receipts, bank statements, a letter showing that you have financing approved, a copy of your vehicle registration (if it is needed in the business), photographs of your equipment, supplies, etc.
Documentation must include proof of any and all cash & financing that you report being available for business use even if that amount exceeds the 25% required investment.
Include in the Appendix:
• Bank Balances
• Vehicle Registration
• Receipts
• Photographs
Risk Assessment 23
Take a good look at the risks involved in being self-employed in your particular business. List the risks and the contingency plan for each one.
Examples:
• What if you get sick?
• What if you get hurt?
• What if you have fewer sales than expected?
• What if your supplier goes out of business or increases the cost of something?
• What if your main employee quits?
• What if the partnership dissolves?
• What if you divorce?
Think worst case scenario and what would you do? What can you do to mitigate it happening in the first place?
Succession Plan/Exit Strategy 24
What do you intend to do with the business when you are ready to move on? How far away is that time? What do you need to put in place before then to make the transition?
Consider your succession plan in how you set your business up, the way you market your business and do everything possible to do it right from the very beginning, including the bookkeeping, borrowing and cash flow planning.
• If the plan is to sell then who could buy it, what qualifications would they need?
• Is it realistic to sell?
• What are the costs to shut down?
• How do you get out of a lease?
• Could you hire someone to run the business?
• Consider that you may sell it when you are deciding on a name – don’t personalize it with your name.
• What are your goals for succession? Include a time frame.
Include in the appendix:
• Lease agreement
• Family Loan agreements
Agricultural grant
Trust
Trusts provide the incentive and opportunity for industry sectors to lead, manage and finance their own development by providing partial funding for development activities. Trusts also help industry to establish partnerships with other parties who share their development priorities, making the most of available industry funds.
What Are Trusts?
Trust funds are:
Established to provide partial funding to help stimulate an industry’s development initiatives Managed by an independent trustee, and not government Earnings, and capital in some cases, from the trusts are available for industry projects. Industry invests in all projects, meaning that it must match the funds flowing from the trust on a dollar-for-dollar basis. All non-government sources of funds can be used for match funding.
All initiatives are approved, managed and administered by advisory committees made up of producers and other industry members (with producers in the majority).
Who Can Apply?
Individuals and organizations can contact the administrator to find out about the Trust and its application process Projects must benefit an industry sector; commercial entities are not eligible for direct financial assistance Funding Criteria
Industry sets priorities for funding and makes the decisions on projects
CRITERIA
Viability
Profitability
Market Responsiveness
Education
Technology Development and Transfer
Environmental Management
Cost Sharing
CROP PRODUCTION
Berries
Field Vegetables
Forage
Grains and Oilseeds
Grapes
Greenhouse Floriculture
Greenhouse Vegetables
Mushrooms
Nursery Plants
Tree Fruits
FRUIT PRODUCTION
Criteria for funding include viability, profitability, market responsiveness, education, technology development and transfer, environmental management, and cost sharing
Fund Name
B.C. Hog Industry Development Fund Trust
B.C. Pork Producers’ Association
B.C. Peace River Agriculture Fund Trust
B.C. Peace River Grain Industry Development Council
B.C. Potato Industry Development Trust
B.C. Potato and Vegetable Growers’ Association
B.C. Processing Vegetable Industry Development Trust
B.C. Vegetable Marketing Commission
B.C. Raspberry Industry Development Trust
B.C. Raspberry Industry Development Council
Beef Cattle Industry Development Fund
Cattle Industry Development Council
Strawberry Industry Development Trust
B.C. Strawberry Growers’ Association
Council
Industry councils work on promotion, market development, research and other activities that benefit their industry. A council is made up primarily of producers, but can include a minority of other industry representatives.
PROGRAMS AND RESOURCES
AgPal
Growing Forward 2
Investment Agriculture Foundation of B.C.
Food Safety
CanadaGAP™
ORGANIC FOOD AND BEVERAGE
Certification
Organic certification is available for food and beverages which are produced or processed using organic methods.
Read more on how to obtain organic certification
Organic Policy Update
In 2018, all domestically produced and processed food and beverage products marketed in B.C. as “organic” require certification through an accredited federal or provincial program.
Learn more about these upcoming changes
Transitioning to Organic Farming
Thinking about certified organic farming? There are certain steps which will take you through what you need to know to get started
Find out more about the transition process
Organic Aquaculture
Organic aquaculture production is based on national standards for organic aquaculture.
View more information on standards and regulations
INDUSTRY LINKS
Associations & Boards
Certified Organic Associations of B.C.
BC Agriculture Council
External Agencies
Canada Organic Regime or Office
Canadian Organic Growers
Canadian Organic Trade Association
Organic Agriculture Centre of Canada
Organic Federation of Canada
Aquaculture standards
New Canadian Organic Aquaculture Standard
The general principles of organic aquaculture production include the following:
Protect the environment, minimize benthic degradation and erosion and water quality degradation, decrease pollution, optimize biological productivity and promote a sound state of health.
Maintain long-term biological stability by optimizing conditions for biological diversity.
Recycle materials and resources to the greatest extent possible within the enterprise.
Provide attentive care that promotes the health and meets the behavioral needs of aquaculture animals.
Prepare organic products, emphasizing careful processing, and handling methods in order to maintain the organic integrity and vital qualities of the products at all stages of production.
The Canadian General Standards Board (CGSB) has published a new National Standard of Canada CAN/CGSB-32.312-2012, Organic Aquaculture Standards. The document was sponsored by Fisheries and Oceans Canada to provide voluntary requirements for the development of organic seafood products. The standard drew heavily upon the two existing CGSB organic agriculture standards.
The standard describes the principles and management standards of organic aquaculture and provides lists of substances that are permitted for use in organic aquaculture.
Organic aquaculture production is based on principles that support healthy practices. These principles aim to increase the quality and the durability of the environment through specific management and production methods. They also focus on ensuring the humane treatment of animals.
The general principles of organic aquaculture production include the following:
Protect the environment, minimize benthic degradation and erosion and water quality degradation, decrease pollution, optimize biological productivity and promote a sound state of health.
Maintain long-term biological stability by optimizing conditions for biological diversity.
Recycle materials and resources to the greatest extent possible within the enterprise.
Provide attentive care that promotes the health and meets the behavioral needs of aquaculture animals.
Prepare organic products, emphasizing careful processing, and handling methods in order to maintain the organic integrity and vital qualities of the products at all stages of production.
Neither this standard nor organic products in accordance with this standard represent specific claims about the health, safety and nutrition of such organic products.
Under a system of organic aquaculture production, aquaculture animals are provided with living conditions and space allowances appropriate to their behavioral requirements, and organically produced feed. These practices strive to minimize stress, promote good health and prevent disease.
Organic practices and this standard cannot assure that organic products are entirely free of residues of substances prohibited by this standard and of other contaminants, since exposure to such compounds from the atmosphere, soil, ground water and other sources may be beyond the control of the operator. The practices permitted by this standard are designed to assure the least possible residues at the lowest possible levels.
The new standard was developed by a technical committee comprised of industry members, consumer advocates, regulators and environmental organizations. The draft standard went through two extensive public reviews before being published.
SOIL:
- Soil Quality
- Protozoa – 100 to 200 lbs/acre
- Actinomycetes – 800 to 1500 lbs/acre
- Algae – 200 to 500 lbs/acre
- Bacteria – 100 to 2000 lbs/acre
- Fungi – 1500 to 2000 lbs/acre
- Earthworms – Up to 900 lbs/acre
- TESTING
- BRITISH COLUMBIA
- Agrichem Analytical 409 Stewart Rd. Saltspring Island, BC V8K 1Y6; Ph: 250-538-1712; www.agrichem.ca info@agrichem.ca
- M.B. Laboratories Ltd. Mail: P.O. Box 2103 Sidney, BC, V8L 3S6, Location: 2062 Henry Ave. West Sidney, BC, V8L 5Y1; Ph: 250-656-1334 Fax: 250-656-0443 mblabs@pacificcoast.net. www.mblabs.com
- Exova (Nor-west Labs) 104, 19575-55A Ave. Surrey, BC, V3S 8P8; 604-514-3322 or 800-889-1433; www.exova.com
- Pacific Soil Analysis Unit #5, 11720 Voyageur Way, Richmond, BC, V6X 3G9. 604-273-8226
- BRITISH COLUMBIA
- Ammenities
- Okra
- Ph
- Fertilizers
- Manure
- Manure and Farm Waste Bedding from animal stalls and manure are excellent sources of Nitrogen and other nutrients, but it is essential to let them rot completely before adding them to your garden. Fresh animal manure can contain as much Nitrogen as chemical fertilizers, and can burn plants or stunt growth. If you have access to organic farm manure, try accumulating some in a pile in the corner of the garden this year, and incorporating it into your soil next year. Bagged manures are available from most garden centres, and come pre-rotted. Look for products with little or no odour. Mushroom manure is a byproduct of the mushroom growing industry and contains primarily chicken manure that has been completely decomposed.
- Facilitative Anearobes
- Anaerobic Bacteria
- aerobic-and-anaerobic-bacteria-1The first and most common bacteria would be the anaerobic bacteria, Obligate Anaerobes. They are capable of living in places void of O2 and most will die in the presence of oxygen. Some agile bacteria are Facultative Anaerobes. These are able to live both in and out of an oxygen laden atmosphere but they are rare microbes. Clostridium, for example, is one bacterial genes that does not need oxygen to survive. Everyone’s smelled anaerobic decomposition inside the refrigerator on occasions. So to, we have all smelled the offensive odor of this culprit coming from an old garbage can. Byproducts of their anaerobic decay involve hydrogen sulfide which smells like rotten eggs, butyric acid which smells like vomit, ammonia which will set our nostrils reeling, and vinegar. Anaerobic conditions foster pathogenic bacteria and kill off beneficial aerobic bacteria.
- Aerobic Bacteria
- The second bacteria type and the most important for live organic horticulture, is the aerobic bacteria, or Obligate Aerobes. Though respiration is crucial to life, the precise function that oxygen plays to maintain life is not readily understood. Essentially, in a microorganism that is capable of using it, O2 enables food compounds to be totally digested. This ensures that every possible amount of energy will be used for maintaining the cell. So the aerobic bacteria have the advantage of metabolic efficiency. Aerobic bacteria can create twenty times more energy, with the equivalent amount of organic compounds, than anaerobic bacteria. What is more, aerobic bacteria aren’t generally known to produce horrible odors. One bacteria in the order of Actinomycetales, genus Streptomyces called actinomycetes, generate enzymes with volatile compounds which gives earth a fresh, clean smell. This is the good quality soil we smell when we instinctively hold a fist full of substrate up to our nose. Interesting how harmonious bacteria agree with us instinctually. Life is good! Good life is king. Thank God.
- Anaerobic Bacteria
- Compost
- Organic Matter Adding organic matter to the soil is one of the fundamental principles of organic gardening. It feeds soil microbes, which in turn release nutrients into the soil, increasing fertility. Organic matter also adds body to soil, and can improve the soil’s ability to conserve moisture. Organic matter should be added to garden soil every year, prior to planting. We like to add a layer of compost, well-rotted manure, leaf mulch, or even plain straw to the surface of the soil during times when the garden is not productive. This creates a lush habitat for beneficial soil organisms.
- Greywater
- Manure
- REHAB
- Soil vapour extraction (SVP) and air sparging (in situ): Both techniques remove contaminant vapours below ground for treatment above ground. SPV requires drilling one or more extraction wells, then using a vacuum to suck vapours up for treatment.
- During air sparging, oxygen is pumped underground into wet soil and ground water in order to make chemicals evaporate faster. Then, they can be extracted using a technique such as SPV. Target contaminants include VOCs and some fuels; and the time frame is several years.
- Phytoremediation (in situ): This approach uses plants to clean up contaminants in soil and groundwater by either absorbing them (plants must then be removed), stabilizing or detoxifying them. Cleanup is limited to the depth of roots. Target contaminants are metals and organic compounds and the time frame is two to five years.
- Bioremediation (in situ or ex situ): This is a form of composting. Micro-organisms, (bacteria, fungi, green plants or enzymes) are used to attack soil contaminants, rendering them less toxic or turning them to water and harmless gas.
- “The methodology that we use takes advantage of indigenous bacteria that already exists in the soil. We just optimize their growing opportunities to enhance the degradation of the contamination,” Skeoch says. Target contaminants are petroleum constituents and chlorinated hydrocarbons and time frame is six months to two years.
- Soil washing (in situ or ex situ): Uses chemical and/or mechanical processes to scrub soil clean. Target contaminants are SVOCs, petroleum and fuel residuals, PCBs, PAHs, pesticides, metals. The time frame is one to six months.
- Solidification and stabilization. Chemical/physical treatments convert contaminants into a more solid form that is less likely to migrate, such as a block, clay-like material or granular particulate. The technique doesn’t actually get rid of the contaminants, but rather contains them. Target contaminants are radioactive, hazardous, and mixed wastes and the time frame is weeks or months.
- Soil vapour extraction (SVP) and air sparging (in situ): Both techniques remove contaminant vapours below ground for treatment above ground. SPV requires drilling one or more extraction wells, then using a vacuum to suck vapours up for treatment.
- Marl
- Marl is the mixture of clay and calcium carbonate. It is found where many small water animals deposited their shells in shallow lakes, or in natural seepage areas. The value of marl is that it does not have to be highly processed to use it as a liming material. However, marls are highly variable in their calcium content and their high clay and silt contents make marl difficult to reduce it to a form that can be spread evenly across a field.
- Limestone
- Central B.C. has many sources of limestone deposits and some marl deposits. Currently, most deposits are being used for industrial purposes, such as in the pulp and paper industry. Limestone deposits are concentrated along the Rocky Mountains east and north of Prince George, with smaller deposits near Vanderhoof and Smithers. A limestone deposit with calcium carbonate value of 90-100% indicates that the material will make a good liming agent. Results of testing local limestone in Central B.C. have shown that there are deposits with high calcium carbonate levels. Limestone requires crushing and passing through a series of screens to achieve the right particle size to be graded as agricultural lime.
- Hydrated Lime
- Hydrated lime, or calcium hydroxide (Ca(OH) is available in bagged form. It is slightly caustic and extremely powdery making handling unpleasant. It provides a slightly faster reaction in the soil, but is as effective as limestone. The problem with this material is its expense and its associated handling qualities.
- Waste Lime
- There are a variety of waste lime products. The production of acetylene gas produces a waste lime product that is primarily Ca(OH) Some pulp and paper mills produce waste lime, usually Ca(OH) The calcium values of these products are usually high if they have not been contaminated with other materials. They are often stored outdoors and their moisture content may be high. One possible way to apply these kinds of materials is to suspend the lime in water through agitation and then apply the liquid to the land.
- Glacial Rock Dust
- Glacial Rock Dust is a naturally occurring powder of minerals pulverized by the movement of glaciers. It contains a broad spectrum of nutrients that improves soil structure, mineral imbalance, and moisture-retaining ability. It helps to neutralize soil acidity (although with less effectiveness than lime), and it increases bacterial action. You can add glacial rock dust at any time of the year – but do it on a still day, or when it’s raining, as the powder is very fine. You cannot over-apply glacial rock dust.
- Alfalfa Meal
- Alfalfa meal is a byproduct of the alfalfa growing industry, and contains such a broad spectrum of nutrients that it acts as a low intensity fertilizer. It’s a great thing to add to compost piles or directly into the garden soil, as it accelerates the breakdown of organic matter and fuels microbial activity.
- Kelp
- Since ancient times, seaweed has been gathered from beaches around the world, and hauled inland to enrich garden soil. It breaks down easily and releases a lot of potassium, as well as a broad spectrum of micronutrients. It also contains growth-stimulating hormones that lead to vigorous growth and good resistance to pests and disease. Kelp can be added as a mulch in winter, or put directly into the compost pile. Be sure to leave any seaweed that you collect from the beach out in the rain for several days to rinse off excess salt. And use it sparingly – maybe once a year – to prevent a build up of sodium in the soil. Otherwise, you can try using one of the prepared kelp-based fertilizers on the market like Kelpman. This is a concentrated product that can be used throughout the year as a liquid or foliar fertilizer.
- Greensand
- This is silicate mineral containing 20% iron oxide, 7% potassium, and as many as thirty other elements. It has the unique ability to loosen hard soils as well as bind sandy soils. It’s a naturally occurring seashore deposit that regulates the release of nutrients in soil and assists in moisture retention. If you have clay soil, don’t add sand – add Greensand.