Business Plan Conclusion: Summary & Recap

solid business plan conclusion

You’ve written your business plan, but now you want to wrap it up to make a lasting impact on your reader. In this article, we will define the conclusion to a business plan as well as provide some tips to help you attract and seal the deal with potential investors and lenders.  

What is a Business Plan Conclusion?

This business plan conclusion is a concise summary and recap of the complete business plan, but especially the executive summary. It summarizes your business plan in 2-3 paragraphs, with an emphasis on the most important points.  

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Is the Business Conclusion Necessary?

It’s good practice for business plans, but not always necessary to be successful in obtaining funding.

If you have a stellar executive summary, it may be unnecessary.

If the business conclusion is written well enough, it can serve as an executive summary of sorts – a short recap that provides more detail than the business plan as a whole, but only includes the most important points. It could also serve as an executive summary that is more concise than an actual executive summary.  

How To Write a Conclusion for Your Business Plan

The conclusion of your business plan is the last thing people read before deciding to invest in you and your business, so it needs to make a lasting impression.  

Determine Location

think about your audience

Depending on your intended audience, there are two common places for the conclusion. If your plan is meant for internal purposes, you may have the conclusion at the end of the entire document. However, if you are seeking funds from investors, you want to place the conclusion at the end of the Executive Summary, increasing the chances that it is actually read.

Review & Concisely Recap 

conclusion reviews key points from the executive summary

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Startups might include the following information:.

Established businesses might include information in their conclusions such as:

Summarize the 3-5 points in a couple of paragraphs. You don’t need to summarize everything that happened in your business plan, just the most important points of the business plan.

Support Your Claims with Stats and/or Visuals

company’s profitable revenue model

Establish a Call-To-Action (CTA)

acquire funds for lucrative returns

Proofread & Spell-Check

grammar and tone carefully considered

The conclusion needs to give your readers a sense of closure by wrapping up all loose ends while making your last pitch effort to obtain the money your business may need.

Business Plan Conclusion Example

Use this conclusion example to help you write your own conclusion, but keep in mind to make it relevant to your target audience, industry, and funding requirements:

Expanding into the Seattle metro area will allow Skyridge to provide its cutting-edge technology to more people who need it. Purchasing the fabrication plant in Seattle allows us to produce all of our products in-house and in one location, delivering them promptly and efficiently to the northwestern region.

We have the power to change the way people use technology, and we want [Investor’s Name] to be a part of it. By investing in Skyridge’s growth, [Investor’s Name] will benefit in the following ways:

We can add to the number of lives Skyridge’s technologies impact, generate more job opportunities in the region, and alter the technology sector if we work together. If you agree with our vision for a better future for everyone, join us.

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How to Write a Conclusion for a Business Plan?

The conclusion of your business plan should summarize your overall argument for why your business will be successful to attract investors or inspire your employees. It should also provide a brief glimpse into the future, outlining your plans for expansion and growth. Finally, the conclusion should reiterate the unique selling points of your business and leave the readers with a positive impression.

Here are some tips on writing a conclusion for your business plan.

Table of Contents

1. Decide Where You Want it to be Placed

2. put the right information, 3. make it convincing by adding facts and statistics, 4. maintain a positive tone, 5. end with a call to action, 6. review your conclusion, business plan conclusion example, final thought.

Decide whether you want the conclusion of your business plan to be at the end of the complete document or at the end of the executive summary. Consider adding the conclusion at the end of the executive summary if you’re writing a business plan to attract investors or raise funds. The executive summary is typically the first thing investors will read, so adding the conclusion there will ensure that they see your most important points.

If you’re writing the business plan for internal purposes, such as to guide decision-making or track progress, then you may want to place the conclusion at the end of the complete document. This will allow readers to see the full context of your argument before reaching the conclusion.

The conclusion of your business plan should briefly summarize the main points of your argument. It should state why you believe your business will be successful and how you plan to achieve your goals. If you’re writing the business plan for investors, this is your chance to make a final pitch for why they should invest in your company.

If you’re writing the business plan for internal purposes, the conclusion can be more forward-looking. In this case, you may want to include your plans for expansion or growth. This will give readers a sense of where you see the business going in the future.

For example, your conclusion should put this information if you want to convince investors:

And if you want to give managers an idea of where the company is headed, your conclusion should include:

Not all conclusions need to include all of this information, but these are some of the most important points to include.

Reinforce your argument by adding some facts and statistics to back up your claims. This will make your conclusion more convincing and leave the reader with a positive impression of your business.

For example, if you’re trying to convince investors that your business is a good investment, you might include information about your company’s past financial performance or projections for future growth. If you’re trying to convince managers that your company is headed in the right direction, you might include information about your market share or customer satisfaction rates.

Keep the tone of your conclusion positive and optimistic. This will leave the reader with a good impression of your business and make them more likely to invest in or support your company.

For example, avoid phrases like “Even though we’ve had some setbacks, I’m confident that our business will be successful.” Instead, focus on the positive aspects of your business and your plans for the future. Phrases like “I’m confident that our business will be successful” or “I believe in our company’s potential” will leave the reader with a positive impression of your business.

The conclusion of your business plan should include a call to action. This is your opportunity to convince the reader to invest in or support your company.

For example, if you’re writing a business plan for investors, you might say something like “I invite you to invest in our company and join us on this exciting journey.” If you’re writing the business plan for internal purposes, you might say something like “I invite you to join me in working towards these exciting goals.”

This call to action should be brief and to the point. It should be clear what you’re asking the reader to do, and it should be convincing enough to make them want to do it.

After you’ve written your conclusion, take a step back and review what you’ve written. Make sure that your argument is clear and that all of the important information is included. Check for any typos or grammatical errors, and make sure that your tone is positive and optimistic.

If you’re writing the business plan for investors, ask someone else to read your conclusion and give you feedback. It’s important to make sure that your argument is clear and convincing, so get as much feedback as you can.

Once you’re happy with your conclusion, you’re ready to move on to the next section of your business plan.

Here’s an example of a conclusion for a business plan:

“The company’s management is optimistic that it will be able to meet its aggressive sales targets, with total sales of $10 Million, $15 Million, and $20 Million in 2022, 2023, and 2024, respectively.

Furthermore, we have carefully analyzed its market, potential clients, and ability to increase its sales and market share in our industry. The Company has the potential to provide high ROE to potential investors due to its unique selling point that meets customers’ demand, aggressive marketing strategy, and makes a difference from competitors.

The management team invites you to invest in the company and join us on this exciting journey. With your support, we believe that we can achieve our goals and create shareholder value. Thank you for your time and consideration.

The Company will need to raise early money in order to become an industry leader. This money will go toward startup expenditures, building a legitimate storefront, and expanding the company’s infrastructure, product development, and marketing.

The company will be able to achieve its success in 3 years based on the funding requirements.

Assuming all goes according to plan, the management team is confident that it will be able to generate significant returns for its investors.”

The conclusion of your business plan is your opportunity to briefly summarize your company and its potential for success. It should include information about your current financial situation, your target market, and your plans for expansion or growth. You should also include some facts and statistics to back up your claims. Keep the tone positive and optimistic, and end with a call to action.

With this information, hope you can write a convincing conclusion that will leave the reader eager to invest in or support your company.

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Jessica D. Davis

My name is Jessica D. Davis, as a writer and editor, I'd like to create a place where other writers and I can talk about business, investing, health, career, lifestyle, home improvement and other topics.

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conclusion of planning in business

12: Conclusion

There is no one perfect way to write a business plan. There are many business planning experts with varying business plan writing formats and numerous entrepreneurs that have been successful without one. With the strongest business plan, a company will only be as successful as the execution of the team.

So there’s no guaranteed success, but writing one will increase your chances. It will act as a roadmap and self-check for you to keep your operation day-to-day in line with the over-arching business strategy. It will continue to evolve, but even the most experienced entrepreneur needs a plan.

The business plan has several other valuable uses:

Path to Funding from The Startup Garage

Once you’ve completed your business plan, you will need to set up your operational infrastructure. This includes getting your business license, registering as a legal entity, setting up an office if necessary and planning all the operational processes — such as accounting, IT and customer service. The Startup Garage offers a variety of resources for executing on these pre-launch activities. Visit our blog, or connect on any of the platforms below.

  Business Plan Writing Strategies

Back to ebook intro  , see our work.

We believe entrepreneurs are changing the world. Our team is dedicated to supporting you with the resources for success.

The Startup Garage dialed in the Fit4Mom accounting team. We set up their inventory management, analyzed their revenue streams and made recommendations to increase their profitability and revenue. We were first hired to build their business plan and financial model, and have continued with them through our CFO services.

TSG created revenue models, supported in their commission structure, developed use of funds, and cap table management. Our team began by developing all of their investor documents and supported them through three rounds of capital raising. We are currently working with them on their fourth round of capital raising.

The Startup Garage was able to narrow down revenue streams for iDONATEpro. We re-organized how they spent their resources so they could focus on becoming profitable as quickly as possible.

We redefined the business concept for a wider, more lucrative target market. We revamped the business model, developed a new brand for the company, and honed the sales and marketing strategy.

Kids choose charity.

The Startup Garage helped Kids Choose Charity get clear on their target market and what their product actually was. We also connected them with community resources. KCC is just one non-profit organisations out of a dozen that TSG has worked with over the years.

Women network.

The Startup Garage helped Michelle narrow her focus in her business strategy and build a custom business plan to take to investors.

The Startup Garage team was able to help MintShow get organized around their vision and educate them on the capital raising process. We also constructed their investor deck. Within the past two years we’ve continued to work with them on a number of their subsidiary companies.

Take a look at our work, sample investor document request.

conclusion of planning in business

Sheila Levison

Sheila has an extensive background as an accountant, auditor, CPA and controller for a broad range of companies.  With over 20 years of experience in the field, she provides expert level accounting services specifically tailored to the individual client’s needs.  Sheila helps businesses streamline and run more efficiently by being the gatekeeper for all business activities.  She has negotiated with the IRS, handled EDD audits, hired and worked with attorneys and handled public and private audits from beginning to end.  Sheila has provided accounting services for a variety of companies ranging from KPMG, independent auditing, Frontier Airlines, marketing/manufacturing, real estate and various fitness companies.

Sheila is a CPA and has a Bachelor of Science degree from UCLA with a focus in the areas of mathematics and applied science (emphasis in operations research).  Her specializations also include computer science and business administration.

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Michael Russell

Michael A. Russell, “Mike,” has over twenty-five years of experience as a CFO – principally with rapidly growing, technology-based, manufacturing and software companies.  He has been associated with both private and public companies, gaining experience in nearly every role in a financial department.  These responsibilities have included functions in accounting, credit, and collections, treasury, financial planning and budgeting, information systems and human resources over the course of his career.

Mike’s record of equity financing speaks for itself, having participated in rasing over $70 million.  As a consultant and advisor to emerging companies, he has significant experience in the development of financial strategy and direction, monitoring and explaining performance versus the agreed-to plan.  As a CFO for companies in the startup phase, Mike is able to span the requirements of a financial management position from day-to-day detail to assessing the overall view of the strategic direction of the organization.  he has developed and maintained relationships with bankers, investors and shareholders.

Mike attended UCLA, where he received a BSEE and MBA in Finance.

conclusion of planning in business

Tyler Jensen

Founder & CEO

Tyler is a serial entrepreneur, startup coach, early stage PT CFO and trusted advisor to numerous founders. He is passionate about helping entrepreneurs start companies that matter. Tyler has helped launch over 200 companies, non-profits and social enterprises. The first company he started and sold is VAVi Sport & Social Club which grew to over 25,000 members in six years, and was recognized as San Diego’s 30th & 32nd fastest growing private company in 2006-2007 by the San Diego Business Journal and sold for over 25 times the capital investment.

Prior to launching VAVi, Tyler served as the Deputy Campaign Manager for Tim Kane for Congress, where he crafted and managed all aspects of launching and managing a United States Congressional Campaign. He was responsible for the fundraising plan creation & execution, staff volunteer recruitment & management, as well as marketing plan design & implementation. The design and production of campaign promotional materials and other creative marketing initiatives led to substantially increased name recognition and voter support.

Tyler has served as a trusted advisor on numerous Non-Profit and Corporate Board of Directors. He was born in Virginia and spends his free time stand up paddle boarding and building furniture.

conclusion of planning in business

Mario Domogma

Mario is a Business Analyst for The Startup Garage. In addition to his educational background, Mario is also passionate in sustainable energy and renewable transportation, noted by his experience working with Tesla Motors. He brings an entrepreneurial bend to his work and a unique perspective to his clients that is tailored to their market.

Speak With An Expert

Request a free consultation, sample investor documents, ebook request, request free ebooks, augen optics.

The TSG team put together an investor deck and prepared Augen Optics to pitch to a strategic partner. We coached them in generating their pitch. Augen Optics is a spin-off company of the original Augen. We helped them explore whether the opportunity was the right direction for their overall growth.

See our work.

conclusion of planning in business

Danielle Greenhouse

Community Development Manager

Danielle Greenhouse is the Operations Manager at The Startup Garage. Prior to joining the TSG team, Danielle worked in the financial services industry with a focus on Operations, Community/Business Development and Meeting & Event Planning. Earlier in her career Danielle worked as a trader and Relationship Manager at Fidelity Investments and she also gained administrative and operational experience working in the Hedge Fund industry. Additional experience includes a background in Early Childhood Development.

Danielle now lives in the San Diego, CA area with her husband of 14 years and her two daughters. She is a graduate of the University of Connecticut and enjoys spending time outdoors with her family and 13-year-old Boston Terrier Roxy. Other hobbies include recently learning to ski, attending regular fitness classes and baking.

Danielle also serves as a Parent Volunteer for the North County Consortium for Special Education (NCCSE). NCCSE is a Special Education Local Planning Area (SELPA) whose goal is to ensure that every eligible child receives appropriate special education services within their school district.

Degree/Certifications: B.A., Arts & Science from The University of Connecticut (concentration: English, Women’s Studies). Additional studies: Mira Costa College (concentration: Early Childhood Education).

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Mark Meyerdirk

Managing Partner

Early in his career Mark built his own business with over 120 employees; he has also operated a franchise company with 300 offices and 3,000 sales agents. Mark works with venture funds, private equity funds and commercial real estate developers. He serves on numerous boards of directors, has started up dozens of new companies, has worked with investment banks as a FINRA registered representative and has traveled to and worked with companies all over world on complex business projects.

Mark operates his consulting company, Meyerdirk Consulting Group, Inc., which specializes in capital formation strategies for emerging companies, franchising and is the co-founder of the Alternative Investment Forum designed to connect high net worth investors, family offices and private equity firms with early stage companies. Mark lives in the Kansas City area with his wife of 41 years and has 4 children and 5 grandchildren. He is a graduate of the University of Colorado – Boulder and Washburn University School of Law.

We believe that entreprenuers are changing the world, and we are dedicated to giving them the resources they need to attract the investors they want.

conclusion of planning in business

Lauren Diaz

Lauren M. Diaz, CPA, is the President at The Startup Garage, joining the team in 2016.

Lauren worked as a Director of Finance for CSX, a Fortune 250 Transportation Company, based in Jacksonville, FL. During her six-year career at CSX, Lauren held multiple Finance and Marketing roles, gaining valuable experience in financial modeling, pricing analytics, market valuation and capital strategy. Prior to CSX, Lauren spent two years at a Public Accounting firm in Miami, FL.

Lauren is a passionate cyclist and triathlete and is the CFO and Director of Sponsor Strategy for DelaFina Racing, a not-for-profit women’s cycling team and club. DelaFina Racing seeks to empower women and build confidence through the sport of cycling.

conclusion of planning in business

Community Operations Manager

Lacie Ward is the Community Operations Manager at The Startup Garage. Prior to joining the TSG team, Lacie worked in the Brand Development industry with a focus on Public Relations, Community/Business Development and Social Media Management. Lacie attended California State University San Marcos where she studied Communications with an emphasis in Mass Media and was involved with the Peer Mentorship Program, Greek Life and was an Orientation Team leader. Lacie was born and raised in San Diego, CA and doesn’t plan on leaving anytime soon. She enjoys spending time outdoors and is an animal rights activist. Other hobbies include cooking, gardening and spending time at the beach. Lacie also serves as a volunteer for Kitchens For Good. Kitchens for Good aims to break the cycles of food waste, poverty and hunger through innovative programs in workforce training, healthy food production, and social enterprise.

conclusion of planning in business

Victoria Lakers

Fractional CFO

Victoria possesses over fifteen years of experience in finance, capital raising, marketing and sales, and operations development, including experience at a top 10 global private equity firm and in founding and selling her own company. She has participated in raising over $2.5 billion for various alternative investments.

First Name*

conclusion of planning in business

conclusion of planning in business

12.13 Conclusion

In this chapter, we have illustrated the process and the elements that are used to develop a full-blown business plan. The key points are the following:

The business plan is presented to the outside world through a business presentation and the presentation leads to the development of a short business plan document. An important part of developing the business plan is the learning-by-doing process. It is important that the emerging company make and build things, try experiments, and construct prototypes. Prototypes need to be constructed as early as possible for tangible products and also for systems applications. As illustrated in Figure 12.3 "Planning Process Is Ongoing an Iterative" , the process is iterative and ends only after the business is not in existence.

Figure 12.3 Planning Process Is Ongoing an Iterative

conclusion of planning in business

The most important element of the business plan and the business presentation is the “look and feel.” The plan and the presentation should look clean and streamlined. The development of a business model and plan begins with the moment that the entrepreneur has the original aha experience; this is followed with a very brief strategic planning process (we recommend the Ten–Ten approach coupled with a FAD analysis) and this is in turn followed by the development of the executive summary.


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  1. How To Write the Conclusion of a Business Plan (With Tips)

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  2. How to Conclude a Business Plan

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  3. Business Plan Conclusion: Summary & Recap

    This business plan conclusion is a concise summary and recap of the complete business plan, but especially the executive summary.

  4. Conclusion The planning process of any organization is essential to

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  5. How to Write a Conclusion for a Business Plan?

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  10. 12.13: Conclusion

    Contingency planning and risk assessment should be addressed in the business plan or at least informally among the founders of the business