business plan architecte

Architecture Business Plan Template

Written by Dave Lavinsky

Architecture Business Plan

Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their architecture firms. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through an architecture business plan template step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is an Architecture Business Plan?

A business plan provides a snapshot of your architecture business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for an Architecture Firm

If you’re looking to start an architecture business, or grow your existing firm, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your firm in order to improve your chances of success. Your business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Architecture Businesses

With regards to funding, the main sources of funding for an architectural firm are personal savings, credit cards, bank loans and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the bank will not only want to confirm that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Personal savings and bank loans are the most common funding paths for architecture firms.

Finish Your Business Plan Today!

How to write a business plan for an architectural firm.

If you want to start an architecture business or expand your current one, you need a business plan. Below we detail what you should include in each section of your architecture firm business plan template.

Executive Summary

Your executive summary provides an introduction to your architecture firm business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of firm you are operating, and its status. For example, are you a startup, do you have a firm that you would like to grow, or are you operating a firm in multiple markets?

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the architecture industry. Discuss the type of architecture business you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team. And offer an overview of your financial plan.  

Company Analysis

In your company analysis, you will detail the type of firm you are operating.

For example, you might operate one of the following types of architecture firms:

• Residential Architecture : this type of architecture business will focus on designing and developing homes. These architects collaborate with homeowners, builders and developers and design various types of houses.
• Commercial Architecture: this type of architecture specializes in projects for businesses entities. The most common non-residential building projects are office buildings, though hospitals are a close second.
• Municipal and Historical Architecture: this type of architecture company works on local government buildings or focuses on historic building restorations.

In addition to explaining the type of architectural firm you will operate, the Company Analysis section of your architecture firm business plan needs to provide background on the business.

Include answers to questions such as:

• When and why did you start your own business?
• What architectural services will you provide?
• What milestones have you achieved to date? Milestones could include the number of buildings designed, number of positive reviews, number of projects completed, etc.
• Your legal structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the architecture industry.

While this may seem unnecessary, it serves multiple purposes.

First, researching the architecture industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy, particularly if your research identifies market trends.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your business plan:

• How big is the architecture industry (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential market for your architectural firm? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your architecture firm business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: homeowners, governments, businesses, contractors, developers, etc.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of architectural firm you operate. Clearly, a homeowner would respond to different marketing promotions than a local government, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the ages, genders, locations and income levels of the customers you seek to serve. Because most architecture firms primarily serve customers living in the same city or town, such demographic information is easy to find on government websites.

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.

Finish Your Architecture Business Plan in 1 Day!

Don’t you wish there was a faster, easier way to finish your business plan?

With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!

Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other architecture firms.

Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes interior designers, home builders, and construction managers. You need to mention such competition as well.

• What types of customers do they serve?
• What types of architecture services do they specialize in?
• What is their pricing (premium, low, etc.)?
• What are they good at?
• What are their weaknesses?

With regard to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

• Will you provide a wider variety of architectural services?
• Will you provide special discounts or perks for customers?
• Will you provide better customer service?
• Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.  

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For an architecture firm business plan, your marketing plan should include the following:

Product : In the product section, you should reiterate the type of architecture company that you documented in your Company Analysis. Then, detail the specific products you will be offering. For example, in addition to architectural services or products, will you provide other services such as interior design consultations or landscape planning?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your marketing plan, you are presenting the architectural services you offer and their prices.

Place : Place refers to the location of your architecture company. Document your location and mention how the location will impact your success. For example, is your firm located in a busy commercial district, an upscale office building, etc.? Discuss how your location might be the ideal location for your customers.

Promotions : The final part of your marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

• Advertising in local papers and magazines
• Reaching out to local websites
• Social media marketing
• Local radio advertising

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your firm, including marketing your business, working on current projects, preparing for upcoming projects, and overseeing the entire project.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to design your 100 th building, or when you hope to reach $X in revenue. It could also be when you expect to expand your firm to a new city or expand your architectural services.  

Management Team

To demonstrate your architecture firm’s ability to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in architecture. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in overseeing construction projects or successfully running their own architecture or engineering businesses.  

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.

Balance Sheets : Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your architecture business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing an architecture business:

• Location build-out including design fees, construction, etc.
• Cost of equipment and supplies
• Payroll or salaries paid to staff
• Business insurance
• Taxes and permits
• Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your office location lease or an overview of upcoming projects.  

Putting together your own business plan for your architecture company is a worthwhile endeavor. If you follow the template above, by the time you are done, you will have an expert architecture firm business plan; download it to PDF to show banks and investors. You will really understand the architecture industry, your competition, and your customers. You will have developed a marketing plan and will really understand what it takes to launch and grow your own business.  

Architecture Firm Business Plan FAQs

What is the easiest way to complete my architecture business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily complete your Architecture Business Plan.

What is the Goal of a Business Plan's Executive Summary?

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of architecture business you are operating and the status; for example, are you a startup, do you have an architecture business that you would like to grow, or are you operating a chain of architecture businesses?

Don’t you wish there was a faster, easier way to finish your Architecture business plan?

OR, Let Us Develop Your Plan For You

Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success.   Click here to see how Growthink’s professional business plan consulting services can create your business plan for you.

Other Helpful Business Plan Articles & Templates

Free Download: Architect Business Plan

• Enoch Sears
• • June 10, 2013

If someone asked me a few years ago whether as an Architect I ever considered having a business or marketing plan in place, I would be very tempted to snap back saying we are designers and not measly marketers or businessmen.

Well, however true that might sound even today, let me ask you a simple question, how do you get new clients?

Let’s look at it this way – say you are thinking of taking a short holiday with your spouse and kids. What if you just step out one fine day without any idea as to where you are going (business plan) & how will you get there (marketing plan)? You will be clueless as to what you’ll need and how much money the trip will cost, it just wouldn’t work. Just as a charted course will keep a ship from the shore, your business plan will help you reach your goals.

Well, this article is not about throwing a bunch of business jargon at you but to give you an overview of some of the useful aspects of a business and marketing plan. You won’t believe how simple yet powerful this small exercise could be for the growth of any business until you do it. Let’s take a quick look at the various elements that I have tailored exclusively for architecture firms.

• Company Vision, Goals and Objectives – This defines where the company is going in terms of facts and figures e.g. To become a leading architecture firm in town by year 2020 or generate 15% profit on 100 million dollars by 2020.
• Company Mission – This states what the company does and how they do it. You could identify services you offer and clients you cater to e.g. XYZ firm offers contemporary business interiors for mid sized corporates.
• Market Overview or Audit – This section helps put together an analysis of the overall market, competition and internal assessment of the company itself. Here you can learn how much business in your niche is available for grabs using various research tools. You will lay the groundwork for marketing your architecture firm .
• Market Segmentation – Select the segments or niche that your firm can best serve in terms of geographic location, industry or any other measurable e.g.: New corporate interior projects in Northern California.
• Competitive Advantage – This is an extremely critical aspect of a business plan in any industry as it identifies what are the firm’s strengths and weaknesses compared to that of competition. Why should any customer come knocking to your door and not go to the architecture firm down the street? How are you better or different?
• Strategies and Tactics – Now that you’ve identified your niche and point of differentiation, its time to list how to get those customers in the door. Lunch meetings, scouting for references, free consultation offers, social media outreach – what is it that will bring in new customers?
• Budget & Timelines – Here, you can allocate resources to achieve maximum return on investment. It’s better if you can account for the smallest overheads and tentative time frames for each project. This will help you determine realistic fee quotes per project and cut down on unnecessary expenses.
• Tracking and Monitoring – It is important to keep track of what works, what doesn’t and how much has been allocated to each project. A simple way is to establish quantifiable goals and budgets for each project and review the performance metrics after each big project or at least twice a year.

Free Business Plan Worksheet

To help you get started with your architect business plan, join the Business of Architecture email list for solo architects and small architecture firms and I’ll send you a free business plan worksheet. Just tell me where to send it:

YES! SEND ME THE BUSINESS PLAN TEMPLATE

Just as a ship needs to chart a course to reach it's destination, an architect without a business plan runs the risk of ending up shipwrecked on the shore. Don't feel like you have to make an exhaustive business plan 100 pages thick. That might keep you from ever getting started. The important thing is to answer the 8 questions above, write them down, and review them on a regular basis with your partners and team members.

So what do you say? Do you have a business plan? If you don't, why not? Do you think a business plan is important for a solo architect? Tell me your thoughts in the comments below!

ENOCH SEARS

Enoch Bartlett Sears is the founder of the Architect Business Institute, Business of Architecture and co-founder of the Architect Marketing Institute . He helps architects become category leaders in their market. Enoch hosts the #1 rated interview podcast for architects, the Business of Architecture Show where prominent guests like M. Arthur Gensler, Jr. and Thom Mayne share tips and strategies for success in architecture.

5 Responses

Great, simply put, important advice.

In a business plan, should we mention the strategy including how the business will run? ex: partnership, associates, or other business model, because we know that architect is well known as a self employee, but the other side the business and its services could be as bigger as a big scale corporation with a lot of employee.

Regards, Miphz

Great question! I would definitely consider those factors if they heavily impact my finances. And with a firm as big, the business plan in general will have to much more detailed along with a financial growth plan for next three to five years. The above post is intended to jump start small firms on a thought trail that will help them be on track and potentially grow. Hope this answers your question.

Thanks for this- very simple prompts on subjects requiring thought for successfully development of a growing practice

I agree with you

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

HTML tags are not allowed.

708,250 Spambots Blocked by Simple Comments

JavaScript must be turned on to leave a comment.

Free video reveals:, how to double your architecture firm income in the next 12 months.

Fill out the form below to get free, instant access:

Related articles.

• Terms of Service

Copyright All Rights Reserved

4216 S. Mooney Blvd #320

Architect Business Institute, LLC

WHERE SHALL I SEND YOUR FREE

Business plan template, we value your privacy.

Free Site Analysis Checklist

Every design project begins with site analysis … start it with confidence for free!

Starting an Architecture Firm: How to launch a successful new practice

• Updated: July 27, 2023

Starting an architecture firm can be an exciting yet challenging endeavor that transforms your professional life. As an architect, you may have dreamt of having your own firm, where your creativity and leadership can truly take shape, unrestricted by external influences.

However, the journey from dream to reality requires careful planning, substantial knowledge, and meticulous execution.

The purpose of this article is to provide a comprehensive guide to launching your own architecture firm . It will delve into key aspects of the process, from understanding the basics of the business and the professional requirements, to financial planning, team building, and risk management.

Remember, starting your own firm is not just about expressing your creativity and designing stunning buildings. It’s also about managing a business, handling legal requirements, acquiring and retaining clients, managing finances, and much more. So, if you’re ready to embark on this journey, read on to uncover the steps involved in starting…

Understanding the basics of an architecture firm

Before embarking on the journey of starting a firm and/or practice, it’s crucial to understand the foundational concepts that underpin such an organization. An architecture firm and practice provide professional services that extend beyond the simple design of buildings and structures.

They encompass a range of activities including conducting an architecture feasibility study and environmental impact studies, designing functional spaces , planning interior and exterior environments, and more, all while ensuring compliance with zoning laws and building codes.

The structure of an architecture firm can vary significantly based on its size and scope of work. In smaller firms, the firm owner or a small group of partners might be directly involved in every project. They would take on roles such as designing, drafting, and meeting with clients.

On the other hand, larger firms may include a variety of professionals like project managers, junior and senior architects, drafters, interior designers, and even landscape architects. These larger teams are often divided into smaller teams, each focused on different projects.

The operation of an architecture firm within the broader architecture and construction industry also needs consideration. A successful business must establish and maintain strong relationships with a network of other professionals, including civil engineers, construction managers, contractors, and more.

These connections ensure a smooth process from the designing phase to the construction and final delivery of architectural projects.

In addition, an architecture firm operates under the professional and ethical guidelines set out by industry associations such as the American Institute of Architects (AIA). The firm must comply with local, state, and federal laws, particularly in areas of building codes, health and safety regulations, and environmental standards.

Preliminary steps in starting an architecture firm

Before diving into the intricacies of establishing your own firm, it’s crucial to carefully plan and prepare. This stage lays the foundation for your business and plays a pivotal role in determining its future trajectory.

Conducting market research – The first step is to conduct thorough market research. This involves understanding the architectural landscape in your desired location, including the number and type of existing firms, their specialization areas, and the gaps in the market. Look at the potential clients in your region and their needs.

What types of buildings are in high demand? Residential, commercial, institutional? Understanding these dynamics can help you position your firm to address an unmet need in the market.

Defining your unique value proposition – Based on your market research, you should be able to define what sets your firm apart from the competition. This unique value proposition could be a particular architectural style, a focus on sustainability, an emphasis on client collaboration, or a combination of these and other factors.

It is crucial that your firm stands out in a crowded marketplace. Your unique value proposition will guide your brand, services, and overall business strategy.

Identifying your target clientele and market – Your target market will be determined by a combination of your unique value proposition and the needs you identified in your market research. Are you aiming to serve private homeowners, large corporations, government entities, or non-profit organizations?

Your target market will impact the way you structure your firm, your pricing strategy, and your marketing efforts .

Evaluating financial feasibility – Starting an architecture firm requires significant capital for software, office space, employee salaries, marketing, and more. It’s crucial to realistically estimate these costs and compare them to your projected income. Creating a financial model will provide a clearer picture of your firm’s potential profitability and the financial feasibility of starting your firm.

Building your network – Even before formally launching your firm, start networking with potential clients, contractors, suppliers, and other industry professionals. Attend industry events, join professional organizations, and leverage social media platforms to get your name out there. These relationships will be invaluable when it’s time to secure your first projects.

While these preliminary steps involve a considerable amount of work, they’re an investment in the success of your future firm. By thoroughly understanding your market, defining your unique value proposition, identifying your target clients, evaluating your financial feasibility, and building your network, you’re setting your architecture firm up for success from the very start.

Starting an Architecture Firm

Professional requirements.

Starting an architecture firm goes beyond the design and creative aspects of the profession. Architects must also be well-versed in various professional requirements that determine the legality and integrity of their practice. Here are the key professional requirements to consider when starting an architecture firm:

Licensing and registration – Before you can start practicing as an architect, you need to have the appropriate professional license. This typically involves earning a professional degree in architecture, gaining relevant experience through an internship or a similar program, and passing the Architect Registration Examination.

Licensing requirements can vary by state, so it’s crucial to understand the specific requirements in the state where you plan to set up your firm.

Professional obligations – As a professional architect, you have specific obligations to uphold, many of which are established by your state’s architecture board and professional organizations like the American Institute of Architects (AIA). These obligations may include ethical guidelines, continuing education requirements, and guidelines for professional conduct.

Contractual obligations – Running an architecture firm involves entering into various contracts, including client agreements, vendor contracts, and employment contracts. Understanding your contractual obligations is essential to ensuring the smooth operation of your firm. Make sure to have legal advice when drawing up and signing these contracts to protect the interests of your firm and prevent potential legal disputes.

Standard of care – In the field of architecture, the standard of care refers to the level of skill and diligence that a reasonably prudent architect would exercise in the same situation. As an architecture firm owner, you are obligated to provide services that meet this standard. This means staying up to date with industry trends, codes, regulations, and best practices, and ensuring that all work is done to the best of your professional ability.

Compliance with building codes and regulations – Your firm must adhere to the local, state, and federal building codes and regulations for every project it undertakes. This includes ensuring that designs are environmentally sustainable and safe, meet zoning requirements, and adhere to other regulatory standards. Keeping abreast of changes in these codes and regulations is crucial.

Building a solid business plan

A business plan is like a blueprint for your architecture firm. It outlines your business’s objectives, strategies, and financial forecasts. This document is not just important for you as the business owner but is often required by investors and financial institutions when applying for funding.

Importance of a business plan – Just as an architect wouldn’t construct a building without a detailed blueprint, an entrepreneur shouldn’t start a firm without a comprehensive business plan. This plan helps you understand your market, identify challenges, develop strategies, and chart a course for growth. It also provides a clear picture of your firm’s financial needs, projected revenue, and profitability.

Key components of a successful business plan

• Executive Summary: This section provides a brief overview of your business plan. It should include your business’s name, the services you will offer, your mission statement, and basic information about your company’s leadership team, employees, location, and history.
• Business Description: Here, you should go into more detail about your architecture firm. What type of architecture will you specialize in? Who are your target customers? What makes your firm different from others?
• Market Analysis: This section requires thorough research into your industry, market, and competitors. You should identify trends, estimate the size of your target market, and evaluate your competition’s strengths and weaknesses.
• Organization and Management: Outline your business’s organizational structure. Who are the owners and what are their roles? If you have a team, briefly describe each member’s role and experience.
• Services: Detail the architectural services your firm plans to provide. How will these services meet the needs of your target market? What are the costs involved in providing these services?
• Marketing and Sales Strategy: How will you attract and retain clients? What marketing and advertising strategies will you use? How will you approach sales? This section should provide a comprehensive view of your strategy for bringing in business.
• Financial Projections: This is one of the most critical sections of your business plan. You should provide projected income statements, balance sheets, and cash flow statements for the first few years. This will help you identify how much funding you need and when you can expect to turn a profit.

Using the business plan to secure financing or investments

A strong business plan can help you secure the necessary funding to start your architecture firm. Investors and financial institutions want to know that they’re investing in a viable business with a clear path to profitability. Your business plan should convince them that your architecture firm is a sound investment.

Additionally, your business plan isn’t a static document. As your business grows and changes, your plan should be updated to reflect new goals, strategies, and financial projections. This updated plan can be used to secure additional funding or to guide your business through its next stages of growth.

Legal considerations for starting an architecture firm

Starting an architecture firm involves navigating a variety of legal considerations to ensure your business is compliant and protected from potential legal disputes. Here are some essential legal factors to bear in mind as you establish your architecture firm.

Choosing the right business structure

The first step to starting any business, including an architecture firm, is deciding on the right legal structure. The structure you choose will impact your taxes, the amount of paperwork your business is required to do, and the personal liability you might face.

Common business structures for architecture firms include:

• Sole Proprietorship : This structure might be suitable for individual architects planning to work independently. It’s the simplest form to establish but offers no personal liability protection.
• Partnership : Ideal for two or more architects coming together to start a firm. Each partner shares the business profits, losses, and liabilities.
• Limited Liability Company (LLC) : This structure provides personal liability protection, separating your personal assets from your firm’s debts and obligations. It also offers flexibility in tax management.
• S Corporation or C Corporation : These structures might be suitable for larger firms. They offer liability protection but involve more complex management and regulatory requirements.

Consulting a business attorney or an accountant can help you select the structure that best aligns with your business goals and personal circumstances.

Understanding local regulations – Every jurisdiction will have its own set of laws and regulations that govern the operation of businesses, including architecture firms. These may include zoning laws, building codes, permit requirements, and environmental regulations. It’s essential to research these requirements thoroughly and ensure that your firm is compliant.

Licensing and certification – As an architect, you’ll need to be licensed in the state where you plan to practice. The specific requirements vary by state but generally involve education, experience, and examination components. Some states also require firms to obtain a “Certificate of Authorization” to provide architectural services.

Insurance – Insurance is a critical consideration when starting your firm. At a minimum, your firm will need professional liability insurance, which covers you in case a client claims your services caused them financial harm due to mistakes or omissions. Other types of insurance may also be necessary, such as general liability insurance, property insurance, and workers’ compensation insurance if you have employees.

Legal agreements and contracts – Finally, your architecture firm will deal with numerous legal agreements, from employment contracts to client service agreements. It’s crucial to have well-drafted contracts that outline each party’s rights and responsibilities. This not only protects your firm from potential disputes but also helps set clear expectations with clients and employees.

Financial planning for your architecture firm

Financial planning is a pivotal aspect of starting and running any business, and an architecture firm is no exception. It encompasses various dimensions, from budgeting for startup costs, developing a financial safety net, planning for ongoing expenses, to understanding project-based finances and key performance indicators.

Budgeting for startup costs – Before setting up an architecture firm, you must calculate the total cost required to start your business. This includes all necessary expenses like office rent, purchasing software and hardware, drawing materials, marketing costs, legal and accounting fees, and so on.

You should also budget for the cost of hiring staff if you plan to hire immediately. A detailed budget helps you understand the initial capital required and guides your funding decisions.

Developing a financial safety net – Creating a financial safety net is equally important. An architecture firm may not generate profits immediately after its launch. It might take a few months to years to reach a break-even point. Hence, having a safety net for at least 6 to 12 months of operation can provide financial stability during this phase.

Planning for ongoing expenses – Running a successful architecture firm comes with ongoing costs. These include staff salaries, rent, utilities, software subscriptions, taxes, insurance, marketing, and maintenance expenses. Keeping track of these costs and budgeting for them ensures that the business stays financially healthy. Regular financial reviews will help you manage your expenses effectively and identify areas for potential savings.

Understanding project-based finances – In the architecture industry, understanding project-based finances is essential. Each project has its budget, and effectively managing these budgets can significantly impact your firm’s profitability. It involves understanding the financial intricacies related to labor costs, material costs, overheads, and so on. It also includes efficiently billing your clients, tracking payments, and managing cash flow.

Key performance indicators (KPIs) – KPIs allow you to measure the financial health and success of your firm. Some critical financial KPIs for architecture firms include net profit margin, utilization rate, overhead rate, and accounts receivable aging. Regular monitoring of these KPIs will give you insights into your firm’s financial performance and help you make informed business decisions.

Assembling your team

Starting an architecture firm is not a solo endeavor; it necessitates the assembly of a competent and passionate team. An ideal team will not only complement your own skills and expertise, but also contribute fresh perspectives and specialties, ensuring a broader service offering to your clients.

Understanding the key roles in an architecture firm

To start with, it’s crucial to comprehend the key roles in an architecture firm. This typically includes architects, architectural technologists, junior designers, project managers, and administrative staff. Each role serves a unique function:

• Architects are responsible for creating designs, meeting with clients, and overseeing the overall vision of a project.
• Architectural technologists, or architectural technicians, focus on the technical and functional aspects of building design.
• Junior designers assist with drafting and rendering, often bringing fresh ideas to the design process.
• Project managers oversee the execution of projects, coordinating between various stakeholders to ensure timely and within-budget completion.
• Administrative staff handle the operational aspects of the business, such as finance, marketing, and human resources.

Hiring strategies for top talent

With an understanding of the roles required, you can then devise a hiring strategy. This process begins with crafting clear and compelling job descriptions that accurately reflect each role’s responsibilities and desired qualifications. When considering candidates, remember to evaluate both their technical skills and their cultural fit. It’s equally important that your team members can work harmoniously together and align with your firm’s values.

Furthermore, consider utilizing various hiring platforms, such as LinkedIn, architectural job boards, and industry networking events, to broaden your reach and attract a diverse range of talents.

Building a strong company culture – Creating a robust company culture is a cornerstone of successful team-building. From day one, establish a set of values and principles that will guide your team’s work. This might include a commitment to innovative design, sustainable practices, or superior client service.

In fostering a healthy work environment, it’s important to encourage open communication, collaboration, and continuous learning. Also, regularly acknowledge your team’s accomplishments and provide constructive feedback to motivate and foster their professional growth.

Ongoing staff training and development – Investing in your team’s continuous learning and professional development is key to staying abreast of industry trends and maintaining a competitive edge. This could involve facilitating in-house training sessions, encouraging participation in seminars and workshops, or providing resources for further learning.

Marketing and client acquisition

Starting an architecture firm is not just about design, it’s also about marketing your services and acquiring clients. The most successful architecture firms are those that can combine architectural brilliance with effective marketing strategies and a deep understanding of their clients’ needs.

Building a strong brand – Before you start marketing your services, you need to develop a strong brand identity. This includes your firm’s name, logo, and the overall message that you want to communicate to potential clients.

Your brand should reflect the unique selling proposition of your architecture firm. What makes your firm different from the rest? Is it your design style, your expertise in a specific area of architecture, or your approach to customer service? Use your unique selling proposition to shape your brand and make it stand out in the marketplace.

Implementing a marketing strategy

Your marketing strategy is your roadmap for attracting and retaining clients. It should include a variety of tactics, including online marketing, networking, and direct outreach.

• Online Marketing : In the digital age, a strong online presence is essential. This starts with a professionally designed website that showcases your work, introduces your team, and provides information about your services. You should also consider utilizing social media, online advertising, and content marketing to increase your online visibility. SEO (Search Engine Optimization) is a must to ensure potential clients can find you when searching for architectural services in your area.
• Networking : Building relationships is a critical part of any marketing strategy. Attend industry events, join local business organizations, and participate in community activities. The more you network, the more likely you are to meet potential clients and generate referrals.
• Direct Outreach : Don’t hesitate to reach out directly to potential clients. This might include developers, real estate agents, and other professionals in the construction industry. You can also target specific industries or types of businesses that are likely to need your services.

Developing client relationships

Once you’ve attracted potential clients, the next step is to build strong relationships with them. This starts with understanding their needs and expectations and delivering on them.

• Client Meetings : Always be prepared for client meetings. Showcase your work, provide a clear process, and convey your understanding of their project vision and requirements.
• Delivering Value : Ensure you meet project deadlines, communicate regularly, and go above and beyond to deliver exceptional service.
• Post-Project Follow-Up : Once a project is completed, maintain the relationship. Follow-up with clients to ensure they’re satisfied with the work and keep in touch to be top-of-mind for any future projects.

By developing an effective marketing strategy and focusing on client relationships, your architecture firm will be well-positioned to attract and retain the clients you need to grow and thrive.

Risk management

Managing risks is a vital aspect of running an architecture firm. Risks come in many forms, including project uncertainties, financial instability, regulatory changes, and operational mishaps, among others. This section will address how to identify potential risks in running an architecture firm and strategies for mitigating these risks. It will also highlight the importance of planning for the future and setting up contingency plans.

Risk identification – The first step in risk management is to identify potential hazards. These can be internal, such as employees leaving or financial mismanagement, or external, such as regulatory changes, market downturns, or client disagreements. Regularly conducting a risk assessment can help you identify potential threats before they become problematic. This involves scrutinizing your firm’s operations, financial position, market trends, and regulatory environment, among other aspects.

Risk mitigation strategies – After identifying potential risks, the next step is to develop mitigation strategies. One such strategy is securing professional and general liability insurance to protect against claims of professional negligence and other risks. Workers compensation and auto insurance may also be necessary, depending on your firm’s operations.

Additionally, implementing strong internal controls and governance practices can help prevent financial mismanagement and ensure operational efficiency. Regular audits, either internal or external, can further enhance this control.

Also, it’s essential to have effective human resource practices to manage the risk of losing key staff members. This might include competitive salaries, clear career progression paths, and a healthy work environment.

Lastly, diversifying your client base and service offerings can help mitigate the risk of market fluctuations. A diversified portfolio can help your firm weather economic downturns and keep revenue flowing even if one client or project falls through.

Planning for the future – Mitigating risks also involves preparing for your firm’s future. This can include succession planning to ensure a smooth leadership transition when key members retire or leave. It also entails setting aside emergency funds to cover unexpected costs or financial downturns.

Moreover, continually investing in your team’s professional development can help future-proof your firm. By keeping skills and knowledge up-to-date, your firm can adapt to industry changes and continue to deliver high-quality services.

Contingency planning – Despite your best efforts at risk mitigation, some risks may still materialize. Having a contingency plan in place allows your firm to respond quickly and effectively when things go wrong. This could involve backup plans for project delays, budget overruns, or client disagreements, for example.

To sum up…

Launching an architecture firm is a rewarding journey that combines creativity, entrepreneurial spirit, and a solid understanding of the business environment. It’s a challenging process that necessitates a significant commitment, not only to the discipline of architecture, but also to the nuances of business, legal considerations, and financial management.

Each step, from understanding the basics of an architecture firm and fulfilling professional requirements, to crafting a robust business plan and managing risk, plays an integral part in establishing a successful practice. Moreover, remember that assembling a dedicated team and building strong relationships with clients will be the backbone of your firm’s success.

Keep in mind, starting an architecture firm is not merely about pursuing economic prosperity but also about bringing value to the community through sustainable and innovative designs. It’s about creating spaces that not only meet functional needs but also enhance quality of life.

Lastly, patience is key. Your firm may not become an overnight success, but with diligence, commitment, and resilience, you can shape and mould your practice into a fulfilling and profitable venture. Draw inspiration from industry leaders and continue to learn and adapt in the face of changing market trends and client needs.

As you embark on this exciting journey of starting your own architecture firm, keep your passion for design at the heart of all you do, and watch as your firm evolves and grows over time. The road may be winding, but the destination is certainly worth the effort.

Every design project begins with site analysis … start it with confidence for free!.

As seen on:

Unlock access to all our new and current products for life .

Providing a general introduction and overview into the subject, and life as a student and professional.

Study aid for both students and young architects, offering tutorials, tips, guides and resources.

Information and resources addressing the professional architectural environment and industry.

• Concept Design Skills
• Portfolio Creation
• Meet The Team

Where can we send the Checklist?

By entering your email address, you agree to receive emails from archisoup. We’ll respect your privacy, and you can unsubscribe anytime.

We use cookies to ensure you have the best experience, improve functionality and performance, personalize ads, and analyze traffic. By clicking ‘Allow,’ you agree to our use of cookies. To change your preferences, please click ‘Cookie Settings.’ For more information, visit our Cookie Policy.

Find anything you save across the site in your account

How to Write a Killer Business Plan: Your Step-by-Step Guide

By Danine Alati

All products featured on Architectural Digest are independently selected by our editors. However, when you buy something through our retail links, we may earn an affiliate commission.

If you're wondering how to write a business plan, you’ve likely been considering launching your own design firm for quite a while. You have a ton of ideas—you’ve seen how others have done it, and you’re ready to take a crack at striking out on your own. But where to begin? When getting your new business off the ground, one of your initial steps should be learning how to write a business plan. It’s crucial to structure your ideas formally into a road map for your firm’s success. If you plan to seek funding for your company, you’ll need to draft a traditional business plan; if you’re self-funding, a simple outline will suffice. Scroll on to find AD PRO’s guide, filled with strategies and details on what to include.

Typically, business plans fall into one of three categories:

1. A one-page business plan

This document summarizes your business goals in a simplified format. It’s ideal for introducing your concept to potential investors, who may not have time to peruse a lengthy document. This easy-to-read format, viewable at a glance, is perfect for initial meetings, and it offers a substantial jumping-off point—though you may need a more detailed plan in the future.

2. A lean startup plan

Slightly longer than the one-page plan, this one includes a summary and a bulleted list that contains your firm’s financial information, business strategies, metrics, and forecasts. Since this type of business plan mainly functions as an internal tool, it’s not necessary to include all the sections and information of a formal traditional business plan (see below). This simple-to-navigate five- to 10-page document should contain your strategy, the tasks you need to complete to achieve your goals and their due dates, projected sales, spending, and cash flow. It’s advisable to update this plan regularly (at least twice a year), as it is intended to guide the growth of your company—and help keep all internal members of your team in the loop. As such, it should evolve organically as your business does.

3. An external business plan (a.k.a. a traditional standard plan)

You'll need to create a more formal business plan if you intend to share company information with key players: potential investors to fund your endeavor, banks to support loan applications, or even future employees. Since you’ll be using this document to explain your strategies for your business with those who may finance or join your company, you’ll want to clearly delineate your plan in detailed sections.

Where to begin?

Your business plan is a living document that will evolve with your business. It should plot out how your business will operate, state your goals, and precisely express your vision for your company. Regardless of the type of plan you opt to create, check out these solid tips before you begin drafting the document.

1. Keep it simple

No need to complicate the already stressful process of starting your own business by constructing a convoluted plan. Create a simple bulleted plan that cites goals and your strategies for achieving them, then update it as your company grows. If you choose to draft a traditional business plan, keep it to less than 40 pages. If you’re having trouble distilling the essence of your company down to 30-35 pages, consider hiring an expert to help you write it. Fit Small Business lists Wise Business Plans as its top-choice service, but keep in mind this argument about why it’s often better to do the writing yourself.

Even if you go with a traditional, external business plan, keep it concise. Cut to the chase as quickly and efficiently as possible—you don’t want to lose a potential investor out of boredom! And don’t spend too much time making your business plan pretty. As a designer, your instinct may be to focus on stunning graphics, and while they can indeed enhance the appearance of the document, the actual content is what’s most important. Use graphs, charts, and photos to break up the text and illustrate your message without obscuring it.

2. Know your audience

Tailor your business plan to suit your needs, and craft it so that the intended audience can clearly understand it. Avoid using lingo only an A&D professional would understand—especially if you intend to use the plan as a pitch to investors or for a loan application. Use straightforward rather than insider-y language to avoid alienating your target audience.

3. Know your competition

Never speak disparagingly about your competitors. Get familiar with who they are, know what they are doing well (and poorly), and make it evident in your business plan how you will distinguish your brand from the rest. What makes your company stand out against the competition? Perhaps your firm offers online design services, specializes in custom millwork, or provides clients with assistance from a personal account director. Highlight whatever sets you apart transparently in your business plan.

4. Keep it real

Keep your expectations in check and never inflate your financials. While we encourage you to think positively and believe that your business will succeed financially, do not overestimate your earning potential and revenue forecast. What services will you offer, and how much will you bill for them? What do comparable companies bill for similar services? Make your projections realistic, particularly if you are seeking funding. Explain your business model and how you plan to earn money, as well as the reasoning behind your figures. And be certain to root all financial information in solid facts.

5. Work backward

Figure out what you want to accomplish and by what date, and then backtrack from there. Consider: Where would you like your company to be financially one year from now? What revenue goals would you like to achieve by that time? Then determine what you must do in 12 months, six months, and three months to arrive at your objective in a timely fashion. Work these milestones into your business plan. You'll be pleased as you see results accumulate throughout the year—even more so when you realize your objective by your firm’s one-year anniversary.

6. Just get it started

Don’t let the task of drafting your business plan paralyze you. If you sit down to write and come up empty, start jotting down your ideas—remembering what inspired you to launch your company in the first place—and worry about shaping your formal business plan later.

If it helps you to get started, begin with a simple one-page plan; you can always use that document as an outline and go back and fill in more details later. Remember: No one knows your business better than you do. Let your passion for starting your new company motivate you as you begin writing and don’t be afraid to let that emotion to come through in the final document. It will better convey your vision and help your readers understand what your small business is all about.

The essential components of a business plan

Now that you have an idea of what type of business plan will be right for your company and understand how to approach the task, the question remains: What do you need to include in your business plan? Entrepreneurs have varying ideas on what’s essential and what you can skip. But when starting your first-ever business, consider following the advice of the U.S. Small Business Administration, and make sure that your business plan contains these nine recommended sections.

1. Executive summary

As the single most important part of your business plan, the executive summary should pique the curiosity of your audience. It should be a brief synopsis of your company’s mission, your immediate as well as long-term goals, and your strategies for attaining these goals. Make it evident what exactly your business is: What’s the product or service? Why will your company be successful? What sets it apart from the competition? What do you plan to do differently? Get this information out there immediately. Also, include basic facts about your employees, leadership team, location, and financial statistics.

Sometimes investors will ask to see only your executive summary as they consider whether or not to grant you funding. If they are intrigued by what they read, they will ask for your entire business plan. So be sure to hit the highlights in the executive summary. And while this summary appears first in the document, it’s actually smart to write it last, since it encompasses all components of your plan, whittled down to a brief synopsis. Think of it as the whole document in a nutshell. Don’t let it exceed a page or two.

2. Company overview

Here’s where you go into detail about the concept behind your business, what you do, and what you plan to accomplish. What problem does your firm address? And what are your solutions? What target audience will your small business serve? Name specific businesses, design firms, organizations, and/or clients. Explain what you have to offer and what you’re selling. Be sure to use concrete examples and eliminate superfluous language. Outline what makes your company distinct from the competition. You’ve touched on this point in the executive summary, but go into specific detail in this section. It’s the place where you can toot your own horn—tastefully and succinctly, of course—so take advantage of the opportunity, play up your strengths, and sell your company.

3. Market research

Demonstrate that you understand your industry by doing comprehensive market analysis. Look for emerging trends and themes in the marketplace. Have a crystal-clear picture of who your customer is. Research your potential competitors, see what their strengths and weaknesses are, and determine how you can create more effective solutions. It’s critical that you stay on top of what the competition is offering.

When attempting to discern who your target audience is and who your ideal consumers are, a strong small business plan will identify market segments, the size of each, and additional segments that could be interested in your business. The typical way to distinguish market segments is to use a method called the TAM, SAM, and SOM approach, defined as:

• TAM: Your Total Available or Addressable Market. This group includes everyone you wish to reach with your product/service.

• SAM: Your Segmented Addressable Market or Served Available Market. This is the portion of the total available market you will target.

• SOM: Your Share of the Market. This is a category within your SAM that you will realistically reach in the early days of your business.

Once you establish your market segments, figure out who your ideal customer, or “buyer persona,” is within each segment. In this exercise, you should attribute specific demographics to your buyer persona—for example, a name, gender, income level, and preferences in the marketplace. This fictitious persona of your ideal customer will help you to better understand your consumer base, create stronger marketing and sales tools targeted to your consumer, and be able to attract the right type of client to your business.

4. Organization and management

Delineate your company’s business structure—whether it’s set up as a sole proprietorship, partnership, LLC, C-corp, or S-corp. Explain who is in charge, list your employees by job function, and elaborate on each person’s responsibilities. If you already have staff in place, include employees’ names and experiences, describe what each of your workers is contributing to your small firm, and how each will help it succeed. This is your opportunity to demonstrate how you’ve amassed a stellar team or explain your strategy for attracting and retaining one.

You know the old axiom: A company is only as good as its employees. Kathryn Minshew, CEO and cofounder of career-planning platform The Muse, elaborates on this tenet in a widely circulated piece of advice that was published in Colleen DeBaise's book, Inc.: Start a Successful Business : “The hard part is actually building the team that will embody your company culture and propel you forward.” This is a critical point: You must hire good people who understand your vision and who are dedicated to helping your small business flourish.

5. Description of products or services

Outline the products or services your company offers as specifically as possible. Focus first on what you will initially bring to market, rather than long-term plans. Though it’s exciting to speculate on just how big your company can become—after all, it’s that type of guts, vision, and big thinking that enabled you to launch your own business in the first place—there's no point in focusing too heavily on the distant future in the initial business plan.

You do, however, need to illustrate exactly what your company is offering, so spend a few paragraphs expanding on your concept for products and services. Discuss your service or product’s life cycle, be very specific about how it will impact consumers, and divulge whether you plan to file for copyrights or patents. Also, describe the research and development you plan to do to enhance your offerings in the near future.

6. Marketing and sales

Spelling out your complete sales and marketing strategy will provide you with a point of reference for the future. You’ll likely refer to this section and continue to tweak and update it as your company grows. Here, discuss how you plan to reach your target audience. Be sure that you have your buyer persona explicitly defined before doing this (see number 3 above).

Within the marketing strategy portion of your business plan, delineate how you plan to position your company to consumers and how you will deliver the goods and/or services you will offer. Include a positioning statement that expresses your essential value proposition and distinguishes your competitive edge. According to Bplans , a free online resource for entrepreneurs, your positioning statement needn’t be lengthy; Bplans recommends using this simple formula to construct your statement: “For [target market description] who [target market need], [this product] [how it meets the need]. Unlike [key competition], it [most important distinguishing feature].”

This sales and marketing section is the place to address product and service pricing. Although there is no exact science to setting your pricing, consider the following:

• You must break even. Plan to charge customers enough to cover your costs in creating and delivering goods or services.

• Plan for primary and secondary profit center pricing. You may decide to sell your product or services at cost or less-than-cost to offer an appealing price— but then require support or maintenance that would push the price over the amount that would make it profitable for you.

• Adhere to market rate. Your pricing should be aligned with what your audience expects. You’ll walk a fine line here: You don’t want to alienate potential customers with high pricing, yet you shouldn’t devalue your offerings with pricing that’s too low.

How you will promote and advertise your business should also be addressed in this section. Do you plan to rely on traditional advertising avenues, such as print media? Would an online platform better suit your business and reach your target audience? How about public relations? Outline how you'll get the word out about your new company.

You can also market yourself online through social media channels. It’s a business necessity to have an online presence, and deciding which social media platform will serve you best depends on your target audience. Consider your consumer demographic when deciding on where to focus your time and efforts. You’ll want to make sure to keep your brand message and voice consistent across all marketing, advertising, and promotional materials—in print and online.

7. Funding request

If you’re using your plan to seek funding, this section is where you clearly express how much you need and how you will use it. Will you opt for debt or equity? This is a question you should ponder ahead of time: Are you willing to relinquish equity in your company for the funds to get your business off the ground? What are the terms you’re seeking? What is the length of time in business that your request will cover? Make note of collateral you have to put against loans, if any. Be prepared to explain to potential investors in depth how you will use their funds. Paint them a picture in broad strokes, and highlight the major areas that need funding (for example, purchasing an inventory, funding a marketing budget, etc.).

8. Financial projections

Follow up your funding request with a detailed explanation of future financial plans. Investors want to believe they’re making a sound decision by supporting your business. When do you plan to pay off debt? Do you intend to build up your business and then sell it? Include projections for the next five years.

Don’t fret if you do not have a solid foundation in finance. It’s not as complex to create these financial projections as you might assume. This section is where you might employ some of your design savvy to create visuals such as charts and graphs to spice up otherwise dull financial details.

Your financial forecast should include the following (this information can be projected if your business is not yet established enough to have the actual documents):

• Income statement (a.k.a., profit and loss or P&L): This document essentially shows whether you’re making money. It includes a compilation of all your numbers and data, and shows your expenses deducted from your earnings to reveal whether you’re poised to be profitable.

• Cash flow statement: This statement differs from your P&L in that it’s the record of how much money you have in the bank at any given moment. In this document, you’ll calculate cash you have plus cash you receive minus cash you pay out, which equals your total cash flow. This cash flow statement helps you to understand at what points you may be low on cash (for example, while you’re waiting for a client to pay a bill), indicating that it may not be the optimal time to spend on non-urgent expenses. This document can help you determine how much funding you may need to get your small business up and running.

• Balance sheet: This statement helps determine the net worth of your company. It subtracts your assets and equity from your liabilities to arrive at your company’s net worth. From this balance sheet, investors can see the overall financial picture of your endeavor.

9. Appendix

Here you’ll include any requested documentation, such as résumés, reference letters, credit reports, permits, licenses, contracts, patents, or other legal paperwork. It’s also where you can add any supplemental information that an investor might want or need when considering whether or not to help you with funding.

Keeping these strategies in mind, you should be ready to get started on your business plan. This documentation is essential to plotting the future of your company, so it's important to spend time on it and make sure it represents you and your business in the best way possible.

By Rachel Davies

By Elizabeth Stamp

Upmetrics AI Assistant: Simplifying Business Planning through AI-Powered Insights. Learn How

Entrepreneurs & Small Business

Accelerators & Incubators

Business Consultants & Advisors

Educators & Business Schools

Students & Scholars

AI Business Plan Generator

Financial Forecasting

AI Assistance

Ai Pitch Deck Generator

Strategic Planning

See How Upmetrics Works  →

• Sample Plans
• WHY UPMETRICS?

Customer Success Stories

Business Plan Course

Small Business Tools

Strategic Planning Templates

E-books, Guides & More

• Sample Business Plans
• Construction, Architecture & Engineering

Architecture Business Plan

Starting an architecture business can be a lucrative venture, but the process of starting a business may feel complex and overwhelming to get started.

You should thoroughly understand the legal regulations, client acquisition strategies, and industry and business dynamics before you start crafting designs.

Having a foolproof business plan will not only help you understand your business better but will also play a key role in raising capital for your business.

Need help writing a business plan for your architecture business? You’re at the right place. Our architecture business plan template will help you get started.

Free Business Plan Template

Download our free business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

• Fill in the blanks – Outline
• Financial Tables

How To Write An Architecture Business Plan?

Writing an architecture business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Architecture services:.

Highlight the architecture services you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

Say goodbye to boring templates

Build your business plan faster and easier with AI

Plans starting from $7/month

2. Business Overview

The business overview section of your business plan offers detailed information about your company. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

• Residential Architecture
• Commercial Architecture
• Landscape Architecture
• Interior Designing
• Industrial Architecture

Describe the legal structure of your architecture company, whether it is a sole proprietorship, LLC, partnership, or others.

Mission Statement:

Business history:.

If you’re an established architecture service provider, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Future Goals:

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Market size and growth potential:

Competitive analysis:, market trends:.

Analyze emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your architect business plan:

• Conduct market research, industry reports, and surveys to gather data.
• Provide specific and detailed information whenever possible.
• Illustrate your points with charts and graphs.
• Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

Describe your services:

Mention the architecture services your business will offer. This list may include services like,

• Architectural design
• Site analysis and planning
• Construction documentation
• Interior design
• Sustainable design and green building
• Urban design

Describe each service:

Quality measures.

: This section should explain how you maintain quality standards and consistently provide the highest quality service.

Additional Services

In short, this section of your architecture plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and the unique services you provide. Identifying USPs will help you plan your marketing strategies.

Pricing Strategy:

Marketing strategies:, sales strategies:, customer retention:.

Overall, this section of your architecture firm business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your architecture business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & machinery:.

Include the list of equipment and machinery required for architecture, such as computer hardware and CAD/BIM software, large format printers, presentation equipment, measuring tools, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your architecture business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your architecture services, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

• Add a table of contents for the appendix section to help readers easily find specific information or sections.
• In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more.These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
• Provide data derived from market research, including stats about the architecture industry, user demographics, and industry trends.
• Include any legal documents such as permits, licenses, and contracts.
• Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your architectural firm business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

Fill-in-the-blanks and automatic financials make it easy.

This sample architecture business plan will provide an idea for writing a successful architecture plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our architecture business plan pdf .

Related Posts

Interior Design Business Plan

Construction Company Business Plan

Write a Customer Analysis Section

Guide for Making a Business Plan Presentation

Main Parts of Business Plan

How to Write a Business Problem Statement

Frequently asked questions, why do you need an architecture business plan.

A business plan is an essential tool for anyone looking to start or run a successful architecture business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your architecture company.

How to get funding for your architecture business?

There are several ways to get funding for your architecture business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

Small Business Administration (SBA) loan

Crowdfunding, angel investors.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your architecture business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your architecture business plan and outline your vision as you have in your mind.

What is the easiest way to write your drone business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any architecture business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

About the Author

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

Plan your business in the shortest time possible

No Risk – Cancel at Any Time – 15 Day Money Back Guarantee

Popular Templates

Create a great Business Plan with great price.

• 400+ Business plan templates & examples
• AI Assistance & step by step guidance
• 4.8 Star rating on Trustpilot

Streamline your business planning process with Upmetrics .

EntreArchitect // Small Firm Entrepreneur Architects

Business training and resources for small firm entrepreneur architects.

Aug 15 2017

How to Write a Business Plan for Your Architecture Firm in 60 Minutes or Less

A simple business plan for architects.

No one told me that I needed to know how to run a business. I’m an architect. I just need to tack up my shingle, design great buildings and clients will come knocking. Right?

Maybe… but whether clients come knocking or not, its not so simple to keep them knocking.

The solution? Write a business plan.

I know, I know; “I don’t need a business plan,” you say. “It takes too much time and effort.”

The knowledge you gain by the process of developing a business plan may be more valuable to you than the actual plan itself.

Wait! Before you discount my suggestion, think about it from a different perspective. A simple, stripped down perspective. Your first business plan doesn’t need to be a 100 page document, with financial projections and fully developed marketing strategies. In fact, I recommend that it not be.

Start with just one page.

Jim Horan, author of The One Page Business Plan series of books says, “The greatest value in creating a business plan is not the final document. It’s the communication, prioritization, focus, clarity and learning that make the process worthwhile.”

A 5 Step Process for a Simple Business Plan for Architects

Here is a simple 5 step process to develop a completed business plan for architects in 60 minutes or less.

• Get started by taking a single sheet of paper and writing a single paragraph describing your vision . What will your business someday look like?
• Then scribe your mission . Why are you starting this business?
• List a few simple strategies . How do you get there?
• Then a few specific goals ; benchmarks that will lead you to executing your strategies.
• With goals set, commit to paper an action plan . What specific tasks will you accomplish to reach your goals? When will you accomplish them? Who will accomplish them?

That’s it… a business plan. Done. It really is that simple.

Revisit your Business Plan Often

I revisit and revise my business plan at least twice a year. As our firm grows and evolves, priorities change, markets shift, economies collapse. My business plan needs to evolve too.

It’s also a great source of inspiration and motivation. A periodic reminder of my big ideas and reasons-for-being, keeps me focused and wanting to push my architecture firm to the next level.

So, go do it. Reach over and grab a sheet of paper. Do it now… Don’t wait. It will take less than 60 minutes.

What’s your vision?

Question: Do you have a written business plan for your architecture firm?

Photo Credit: Shutterstock /  Jan Faukner

January 21, 2019 at 2:31 AM

yes i want to make business plan

November 17, 2021 at 2:40 AM

I want to make plan

February 14, 2022 at 9:19 AM

I want to prepare a business plan for a very high ended Architectural firm. I want to target elite projects in uk.

October 3, 2022 at 1:46 PM

I like the idea that “a business plan is less complex than your anxiety is telling you, so just into it and you’ll suddenly be done!” So this is very appealing. I’d been envisioning this more as a living document. Something like an employee handbook or BIM Execution Plan, it’d contain steps, resources, standards, etc. I’d imagine this also as a tool for investor relations, something that can be shared with insiders to show that it’s worth putting money into. Writing one page over the course of 60 minutes – I get this as a get-started exercise, but couldn’t it be doing much more for you once you get it to a certain point?

October 3, 2022 at 1:49 PM

Yes. 100%. The intent is to prepare a document that you can call “done”, then use as the basis for a more detailed guiding business plan.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Réussir le business plan d'un architecte

Nos experts ont réalisé un un pack complet pour un architecte , modifiable.

L'ouverture d'un cabinet d'architecture peut donner envie à beaucoup d'entrepreneurs. Cependant, avant de commencer, il faut penser à établir un business plan structuré et complet.

Un tel document offre la possibilité de mettre en place la stratégie de croissance de votre activité d'architecte en menant une réflexion, par exemple, quant au budget prévisionnel, aux segments de marché, au chiffre d'affaires prévisionnel, aux données de marché mais aussi aux futurs profits de votre cabinet d'architecte.

Également, le business plan de votre activité d'architecte constitue un outil sérieux dans le cadre d'une demande de financement auprès d'une institution financière.

Que faut-il inclure dans le business plan d'un architecte ? Existe-t-il un plan prédéfini ? Peut-on estimer le chiffre d'affaires de votre activité d'architecte ? Quels sont les indicateurs comptables à inclure dans le business plan ? Comment estimer le seuil de rentabilité d'un architecte ?

Notre équipe vous répond aujourd'hui.

Enfin, notez que notre équipe d’experts étudie régulièrement ce marché. Elle collecte des données, les analyse et les synthétise. Pour profiter du fruit de son travail, téléchargez le pack complet pour devenir architecte (business plan, étude de marché, prévisionnel financier et executive summary).

La démarche pour le business plan d'un architecte

Pourquoi faire un business plan pour un architecte .

La mise en place d'un business plan pour votre activité d'architecte donne la possibilité de : - analyser les derniers chiffres concernant le secteur de l'architecture - regrouper les habitudes de consommation qui caractérisent le marché de l'architecture - étudier les facteurs de réussite d'un architecte - cerner vos futurs clients, tout comme leurs besoins - décider d'une proposition de valeur durable pour votre cabinet d'architecte - analyser les architectes concurrents ainsi que leur positionnement - identifier des avantages concurrentiels qui permettront à votre activité d'architecte de se distinguer - synthétiser, grâce au Business Model Canvas, le business model de votre cabinet d'architecte - mettre sur pied un plan de développement (pour devenir rentable) - étudier les risques qui peuvent porter préjudice à votre activité d'architecte - prouver à une institution financière que votre cabinet d'architecte sera solide et rentable

Les membres de notre équipe ont veillé à bâtir un business plan pour un architecte , qui permet de remplir ces objectifs.

Que retrouve-t-on dans le business plan d'un architecte ?

Un business plan présente plein d'éléments, de données et d'analyses.

Toutefois, il est important de bien tous les regrouper afin d'avoir un business plan propre et carré.

C'est ce que nous avons fait dans notre business plan pour un architecte , qui est structuré en différentes parties.

La partie introductive fait référence à l' “Opportunité de Marché” . Dans cette partie, notre équipe va synthétiser des chiffres et données sur le secteur de l'architecture. Les données sont actualisées régulièrement.

Cette partie permet également de synthétiser les dernières avancées notables dans le secteur de la construction (par exemple, les maquettes en réalité virtuelle et augmentée, la domotique et les maisons intelligentes, l'impression 3D, les espaces diaphanes et polyvalents, ou encore le BIM pour présenter des plans plus précis).

Pour conclure, on liste les variables qui permettent à un architecte de devenir un projet réussi.

La deuxième partie est celle de la “Présentation de l'Entreprise” . Elle nous permet d'introduire les contours de votre activité d'architecte (Quelle est la zone d'exercice de l'architecte ? Quelles sont les spécialités ? Quelles sont les différentes prestations proposées ? etc.).

Cette partie évoque également la proposition de valeur de votre activité d'architecte. Elle se termine par la présentation du porteur de projet (la personne qui a fait naître ce projet d'entreprise).

Vient ensuite la partie qu'on appelle “Étude de Marché” et qui va donner l'occasion d'identifier les segments de marché de votre cabinet d'architecte.

On y présente aussi les différents concurrents via une étude concurrentielle. Cette partie contient, entre autres, une matrice SWOT, qui est l'outil utilisé afin d'identifier les forces et faiblesses de votre projet, tout en dévoilant les opportunités et menaces posées par l'environnement.

La partie “Stratégie” de votre cabinet d'architecte va, quant à elle, dévoiler une stratégie marketing avec toutes les actions qui vous permettront de générer des profits.

On y présente, notamment, une stratégie marketing qui donnera lieu à une croissance durable.

Enfin, notre business plan présente une partie “Finances” , qui va permettre d’exposer une stratégie financière en détails de votre activité d'architecte.

Comment réussir l'Executive Summary pour un architecte ?

Afin de réussir la rédaction de l'Executive Summary (aussi appelé "résumé exécutif") de votre activité d'architecte, il existe plusieurs critères à respecter.

Tout d'abord, l'Executive Summary devra être relativement court. En le rédigeant, il n'est pas nécessaire d'aller plus loin que 1 000 ou 1 500 mots. En réalité, il sert d'introduction au business plan de votre activité d'architecte.

Par ailleurs, il doit être convaincant, c'est-à-dire qu'il doit prouver que votre activité d'architecte présente un fort potentiel de rentabilité.

Ne faites pas de redondances et indiquez les points forts de votre projet (par exemple : utilise les meilleurs logiciels de conception numérique et de modélisation 3D, propose à ses clients des simulations en 3D pour les aider à se projeter, prospecte de nouveaux clients en les invitant à visiter son site web (et d'y renseigner un formulaire s'ils sont intéressés par ses services) ou encore réunit une équipe solide de personnes passionnées par l'architecture et orientées vers un but commun précis).

Votre Executive Summary doit refléter une certaine structure. Vous pouvez reprendre celle de notre business plan pour un architecte , expliquée plus haut dans l'article.

Comment bien rédiger l'étude de marché pour un architecte ?

Une étude de marché pour votre activité d'architecte donne l'opportunité de comprendre les éléments externes à votre projet, comme les indicateurs de marché, les dynamiques sectorielles, sans oublier les éléments de concurrence.

Chaque projet d'entreprise doit commencer par une étude de marché.

Comment la construire ? Il faut structurer un certain nombre d'éléments.

Ci-après, les différents éléments qu'on retrouve dans la partie "Étude de Marché" de notre business plan pour un architecte : - des chiffres et données récents sur le secteur de l'architecture - les innovations qu'on observe sur le marché de l'architecture - les segments de clientèle de votre cabinet d'architecte - l'étude concurrentielle - les avantages concurrentiels - la SWOT adaptée à un architecte

Les points importants d'un business plan pour un architecte

En quoi consiste le modèle économique d'un architecte .

Le business model, ou modèle économique, d’un architecte est la conception de projets de construction, de modification et de réaménagement. L’architecte met à profit ses connaissances spécialisées en matière de construction et ses compétences, en dessin de haut niveau, pour concevoir des bâtiments fonctionnels, sûrs, durables et esthétiques.

Il supervise tout le processus de construction, adaptant ses plans en fonction des contraintes budgétaires, des facteurs environnementaux et des besoins spécifiques du client. Il travaille en étroite collaboration avec toute une série de professionnels du BTP.

Un architecte peut assurer ses prestations pour des clients publics ou privés. Il fixe ses honoraires en fonction de la taille et complexité du projet et du coût total de la construction.

Souvent, dans un business plan, on explicite le modèle économique de son projet à l'aide d'un Business Model Canvas.

Ce canevas donne l'occasion de rapidement comprendre les tenants et aboutissants de votre projet d'entreprise, en particulier la stratégie de distribution, les coûts fixes et coûts variables, les différentes ressources, etc.

Notre business plan conçu pour un architecte comprend bien un Business Model Canvas pour cette activité.

Comment définir les segments de clientèle d'un architecte ?

La segmentation du marché est la partie du business plan qui consiste à séparer une base de clients en groupes d'individus qui présentent des similarités.

Pour vous, il faudra diviser les personnes qui, potentiellement, peuvent faire appel à vous pour concevoir des projets d'architecture.

Pourquoi segmenter ? Cela permet de structurer la présentation de votre clientèle dans votre business plan. Ensuite, cette initiative permettra de toucher plus efficacement les individus à la recherche d'un architecte pour leurs projets (en segmentant l'offre et différents messages de votre activité d'architecte selon les groupes, par exemple).

Des segments de marché envisageables pour votre activité d'architecte sont les particuliers qui souhaitent construire un bien, les promoteurs immobiliers ou encore les entreprises de construction.

À l'intérieur du business plan adapté à un architecte , vous trouverez une étude en détails des segments de marché complète, modifiable et adaptée à votre cabinet d'architecte.

Comment rédiger l'analyse concurrentielle d'un architecte ?

Vous ne serez pas seul sur le marché de l'architecture. Il y a aussi les architectes concurrents qui sont, peut-être, très connus dans votre zone de service.

Votre business plan doit présenter une étude de ces concurrents. Il faut présenter leurs caractéristiques notables, tout comme leurs atouts et leurs faiblesses.

Présentez spécialement leurs faiblesses (par exemple : des devis de construction qui manquent de transparence, ne pas proposer d'offres pour les clients à budgets serrés, un réseau très limité de professionnels et artisans du BTP, ou encore un mauvais suivi de chantier, ce qui entraîne des retards de livraison ou des malfaçons, etc.).

Pourquoi se concentrer sur ces points ? Car ces éléments entraînent probablement de la frustration chez les différents clients de ces architectes. Profitez de ce sentiment en construisant des avantages concurrentiels pour votre cabinet d'architecte.

Un avantage concurrentiel signifie tout ce qui permettra votre activité d'architecte à battre ses concurrents sur le marché.

Ci-après, des exemples d'avantages concurrentiels possibles pour un architecte : - met en valeur son expertise sur son site web à travers des images de ses réalisations architecturales - explique efficacement ses idées aux entrepreneurs et à ses clients (grâce à ses compétences en ingénierie et en communication) - comprend les styles particuliers et les exigences environnementales et de planification de sa région - est toujours à l'affût des moyens d'innover et d'améliorer son savoir-faire dans un domaine en constante évolution - augmente sa fiabilité en publiant les avis de ses précédents clients - établit une relation forte avec son client et l'implique tout au long du projet - etc.

Téléchargez notre business plan pour un architecte pour obtenir une analyse de la concurrence déjà rédigée, ainsi que la liste des avantages concurrentiels, complète, modifiable et adaptée à cette activité.

Comment dresser l'analyse SWOT de son activité d'architecte ?

La SWOT est bel et bien un outil qui nous est utile pour lister les forces et faiblesses d'un projet d'entreprise, par exemple votre activité d'architecte.

Également, cette matrice va nous être d'une grande utilité pour bien comprendre les opportunités et les menaces envisageables.

Une matrice SWOT bien rédigée pour votre activité d'architecte doit être synthétique et cohérente. C'est un exercice périlleux pour les entrepreneurs débutants qui établissent trop souvent des analyses SWOT confuses, qui manquent de conviction et rarement lisibles.

Pourtant, comme le Business Model Canvas, la SWOT a la qualité d'être une ressource synthétique présentant beaucoup d'informations essentielles à propos de votre cabinet d'architecte instantanément.

Pour obtenir une analyse SWOT complète, rédigée et modifiable, téléchargez notre business plan adapté à un architecte .

Comment bâtir la stratégie marketing de votre activité d'architecte ?

Dans le business plan de votre activité d'architecte, il faut exposer une stratégie durable afin de garantir la croissance de votre projet d'entreprise.

La stratégie marketing regroupe la totalité des décisions que votre cabinet ait toujours des clients qui vont faire appel à vous pour concevoir des projets d'architecture.

Par exemple, il y a le développement d'un site internet pour votre activité d'architecte. Ce va permettre aux individus à la recherche d'un architecte de vous trouver sur internet. Il devra regrouper les informations essentielles sur votre cabinet d'architecte.

Il faudra également travailler le référencement organique (ce qu'on appelle le SEO) et, particulièrement, sur un certain nombre de mots-clés pour que votre activité d'architecte soit en tête dans les résultats de Google.

Pour être sûr(e) d'arriver en tête des résultats sur Google, vous pouvez aussi investir un budget dans des campagnes Google Ads.

Votre cabinet d'architecte devra également maintenir une certaine présence sur les réseaux sociaux. La régie publicitaire Facebook Ads aide, d'ailleurs, à promouvoir votre activité d'architecte et son offre à des audiences pré-établies. Cela représente un moyen efficace pour toucher une plus large clientèle.

La communication concernant votre cabinet d'architecte ne se fait pas uniquement en ligne. Il faut penser aux supports physiques.

Vous pouvez notamment imprimer des supports publicitaires physiques afin de promouvoir votre activité d'architecte.

Enfin, vous pouvez développer différents partenariats avec des entreprises et des institutions qui viendront vous aider à développer votre activité.

Il existe beaucoup d'outils et de ressources marketing à explorer. Retrouvez-les dans notre modèle de business plan pour un architecte .

Les tableaux et ratios financiers du business plan pour un architecte

Un business plan digne de ce nom comprendra une analyse financière sur le long terme.

Il faut, notamment, projeter des estimations de revenu généré par votre activité d'architecte.

Évidemment, il va de soi que ces estimations soient pertinentes. Le prévisionnel financier pour un architecte inclut un système de vérifications qui est là pour vous aider à obtenir des calculs pertinents. À l'intérieur de ce modèle, les tarifs des prestations de son activité d'architecte sont, entre autres, modulables.

Aussi, il faudra établir un budget prévisionnel pour votre activité d'architecte. Ce budget va comprendre tous les investissements initiaux mais également le chiffrage.

L'étude de la rentabilité représente également une dimension majeure du business plan de votre cabinet d'architecte. Une telle démarche nous permet de connaître le chiffre d'affaires qu'il faut atteindre pour être rentable. Cette étude donne aussi des indications sur les profits auxquels vous pouvez prétendre avec votre activité d'architecte.

Il faudra aussi examiner les charges de votre activité d'architecte.

À titre d'exemple, il y a le salaire d'un assistant ou d'un secrétaire (si vous n'êtes pas seul), le coût d'achat des logiciels nécessaires pour exercer l'activité, les frais liés à la sous-traitance et aux rétrocessions d'honoraires de certaines tâches ou encore le budget alloué à la maintenance et au référencement d'un site Internet.

Enfin, la qualité financière de votre entreprise peut aussi être appréciée grâce au tableau des SIG, à l'analyse du BFR ainsi que certains graphiques financiers.

Bien entendu, tous ces éléments sont consultables dans notre prévisionnel financier pour un architecte .

• le choix d'une sélection entraîne une actualisation complète de la page

• Hispanoamérica
• Work at ArchDaily
• Terms of Use
• Privacy Policy
• Cookie Policy

6 Architect Business Development Strategies to Grow Your Firm

• Written by Bryon McCartney/ Archmark
• Published on January 11, 2023

Architect business development can be very challenging. It's not a topic that comes up in design school, and many of the practices that firms employ today can simply be categorized under the heading, “That's the way we've always done things.” At Archmark , we've helped more than 2,000 architects, in speaking with many firm owners, we've come to understand the struggles of running a successful architecture and design firm.

For example, you may be struggling with one or more of the following issues: Taking on “bad fit” projects because you have to pay the bills, Struggling to find new clients because you don't have a marketing system, Feeling pressure to reduce your fees because clients don't understand or value what you do, Getting pigeon-holed into the same type or level of projects due to a limited referral network, Anxiety about your future due to relying on a small number of large project sources.

If you’re looking to grow your architecture firm and take it to the next level, it may be time to consider some new ideas to mix into your business development process. So, what do you do? Where do you start?

Creative Architect Business Development Strategies to Get Better Clients & Projects For Your Firm: Stop Settling, Start Taking Control of your Business Development Pipeline

First, you have to be clear about what you want. You may want more clients, better clients, more projects, "dream" projects, or possibly more staff or office upgrades to help handle new business. If you are not clear about what you want, this would be a good time to read our article about setting S.M.A.R.T. Goals for your firm .

If you are clear about what you want, you may not be sure how to get there, and we get that. It can be overwhelming to juggle business development and marketing efforts along with managing your current clients' projects and your daily business operations.

A few years ago, we were doing that same juggling act ourselves as we were trying to run and grow our agency at the same time. It was a daily challenge to keep all the balls in the air. Luckily, very few crashed to the ground, repairs were quick, and we learned some valuable lessons, so keep reading to learn from our experiences. 

Start by Stopping the Juggling, and Getting Focused.

Most of all, we knew we had to get out of the juggling routine and find a better way to manage operations and business development at the same time. We needed to fix project processes, rebuild client relationships, and reconnect with prospects.

We tried a few different approaches and tactics. It didn't take long to see what worked for our personalities and way of working, and what worked to give us the business results we wanted.

Over time, we discovered six business development strategies that gave us immediate and lasting results. As we saw these strategies work for our business, we started to incorporate them into our client's projects, with similarly positive results. 

Keep reading to learn how you can use our architect firm business development strategy six-pack to keep your firm thriving!

1. Work Backwards To Attract Ideal Clients & Better Projects

Do you have a clear idea of who your ideal client is, or what a dream project looks like for your architecture firm?

If you can clearly define the best projects for your firm, it's much easier to work backward to understand who can help you get those projects. And once you know who they are, it's easier to trace where they are most likely to “hang out” or where they get their information.

Many great projects start with a personal connection, but it's important to build connections with the right people and to do that in an efficient and strategic way. Focus your networking efforts where your dream clients, or their influencers, hang out — whether in person and/or online.  

Be sure to also let your existing network know what projects you want. Work your network! 

Everyone you know is a potential client, connection point, or lead. Chances are good that someone you already know can lead you to your dream project. It's all about figuring out who those people are, and finding them. 

ACTION STEP: Update your LinkedIn profile to make it clear what types of projects and clients you want for your firm. Bonus points for featuring a project that is a great example of your dream project. If you're not on LinkedIn , get started now!

2. Build Authority & Influence By Sharing Your Expertise

Would you like to be the “go-to” architect that your ideal future clients think of most often when they need someone with your expertise, experience, and talents?

Of course, you would, it's a no-brainer, we all want to be appreciated, valued, and sought out for our skills and talents.

However, many architects focus their attention on speaking at conferences and writing white papers that are intended solely for their industry colleagues. While there is nothing wrong with this, it's a missed opportunity if you are not sharing your expertise with your ideal future clients to build your recognition, reputation, and relationships.

Many architects scoff at HGTV shows like “Fixer Upper” or “Property Brothers.” Often, such programs gloss over the realities of home design, remodeling, and renovation. However, there is no question that the home design industry has taken off since 1994, as a result of these shows making home decor and design more accessible for DIYers, and easier to navigate for those wanting to hire professional designers.

Many architects complain that prospects do not understand what they do, or the value they provide. Perhaps, if more architects were sharing ideas, information, and insights with the public, this would change.

The good news is that there are proven and easy ways to get the word out and reach your ideal audience. Below are three methods we recommend.

Speak at local events

We know public speaking ranks at the top of the stress list for many people. Not that long ago, we felt exactly the same way. In fact, we started small, hosting workshop-style events for small groups so we could keep it conversational. Then we participated in panel discussions and presentations with local business and networking groups. Now we are frequently asked to speak to organizations large and small.

Seek out some opportunities to speak at local business networking events, service organizations, and industry seminars. Get creative and keep looking for ways to get in front of the right people. The topics you speak on don’t have to be directly related to architecture. One of our most successful speaking engagements was with a panel of working couples, sharing our stories and taking questions about working with a spouse.

If the idea of speaking still scares you, find a way to start small — volunteer to introduce the speakers at the next AIA event or host a panel discussion and Q&A session for a local homeowner's association. The more you flex your “public speaking” skills, the easier it becomes, and the better you get.

Write informative articles for your blog

Writing is almost the opposite of standing up in front of a crowd to speak. But it can still be just as challenging, and, possibly, intimidating. 

The key to consistent quality writing is having a plan and knowing what you want to write about before sitting down to write.

It's also important to think about where your content should appear.

Your ideal clients likely turn to a variety of influencers, publications, or websites to get ideas and inspirations for their projects. The best way to learn what sways them and their decision-making is to ask. Ask them to name their favorite design-related websites, Youtube channels, magazines, writers, podcasters, and more. 

Exploring these sources may give you great ideas on what you could write about, and contacting them to learn about article submissions is a great way to get in front of new audiences.

Another source of inspiration, and one that works very well for Search Engine Optimization (SEO) purposes, is to list the common questions that clients ask at the early stages of a project.

You could also brainstorm ideas based on what you wish they knew about the process or topics they rarely think about which can really help them. Of course, you can always write about trends and share your educated opinion on architecture and design.

In writing content, it is sometimes easier to stand out by sharing a position that may be different, or even provocative. But be careful to back up your position with well-researched reasons, and be authentic. It's important that anything you share also reflects your unique approach and style. 

By the way, after evaluating more than 550 architecture firm websites, we've discovered three essential content marketing topics for architects .

Like speaking, it's easy to start small by writing articles. We have found blogging gives our clients a chance to develop a writing style and get comfortable with sharing their ideas and opinions. 

Keep in mind that the content you share should be informative and helpful, this isn't about making a sales pitch.

ACTION STEPS:  Follow these simple steps to get started writing or speaking:

• Brainstorm three ideas for a presentation or series of articles you'd like to share.
• IDEA - Start by sending an email to past clients asking them what questions they wish they had asked prior to hiring you.
• Identify at least three possible organizations/publications and reach out to them to pitch your ideas.
• HOT TIP - Local business magazines and newspapers, local chambers, and service organizations are often happy to have experts offer to provide content or speak on topics that connect or help their audiences/members.
• Once your idea is accepted, get cracking with outlining and writing your content.

Guest appearances on podcasts

Another effective way to get the word out about your expertise, experience, and talents are through guest appearances on podcasts.

While getting interviewed may sound challenging at first glance, it's often not as difficult as it seems. Many podcast hosts are happy to feature knowledgeable guests, especially if they are able to share information and insights that their listening audience will appreciate.

One way to approach it is to take the perspective that most podcast hosts probably won't offer you the opportunity to be featured on their podcast if you do not reach out first and express interest by asking first.

The key is to find podcasts that your ideal future clients already listen to.

Perhaps a local builder or designer has a podcast that speaks directly to your target audience. Maybe you watch a Youtube channel regularly and find yourself thinking, “I bet my clients would enjoy that.”

Of course, you can always ask your clients as well.

ACTION ITEM - If you want to get on a podcast, a simple way to reach out is to send an email asking a simple question, “How does someone get invited to your show?“ This simple question is an easy way to open a dialogue to find out more about the show’s process. You do need to be prepared to respond with some ideas about what you would want to talk about, and it can't hurt to make sure your Linkedin and online profiles are up to date, but often, reaching out casually and starting a simple conversation is the best way to get started.

3. Craft An Architecture Portfolio that Matches Your Goals

Over the course of our careers, we've had many great clients and projects across a wide range of industries. How did we choose to focus on architecture? Aside from being self-proclaimed “Archi-Geeks” ourselves, it really came down to asking a simple question: "Which clients or projects would we jump at the chance to do again and again?" 

When it comes to your portfolio, these are the questions that matter more than anything else.

Your portfolio should reflect the work that you want to do the most. Whether your favorite project was high-end retail or a university student center, lead off with the best of your best to draw the attention of prospective clients who fit your focus and can bring more of those kinds of projects to you. You don't have to show off everything you've ever done. Be selective and err on the side of “less is more.”

ACTION STEP: Take a critical look at your current portfolio and remove any projects that don't reflect the type of work you want to attract. Feature the best projects by adding more detail. (Always use professional photography. Always.) You can also read our Architecture Portfolio Tips article for more ideas.

4. Grow & Nurture Your Referral Network

No matter what type of architect you are, referrals are likely your biggest source of new projects. Like many professional service businesses, architecture is a relationship-based business.

But there are serious risks in relying solely on referrals. Your referral sources can dry up without warning due to career changes and other unforeseen events. Referrals by their very nature are also unpredictable, you can never be sure when the next referral is coming. 

Often, however, the problem with referrals isn't the referral sources, it's actually our own complacency with maintaining strong relationships with our referral sources that is the problem.

Referrals can come from an enthusiastic employee, a happy client, or a general contractor who loved working with you on a successful project. But to make the best use of our referral sources, we need to keep them informed and up-to-date on what we are working on, the types of referrals we are looking for, and to build goodwill with them so we are top of mind for them the next time an opportunity to refer us comes around.

It just goes to reason that the more they understand about you, your firm, and what you are looking for, the better they can connect you to future opportunities.

Of course, this doesn't have to rest solely on your shoulders. Your team can also help you to keep in contact with referral sources, and they can develop sources of their own

ACTION STEP : Clarity is the key! Make sure everyone on your team can answer the question "What do you do?" with an engaging and interesting response that goes beyond "We’re an architecture firm." The easier it is for you and your team to explain what you do or how your firm works, the better. Do some brainstorming with your team to come up with creative ways to explain what your architecture firm does.

5. Make Your Brand Your “Unfair Advantage”

In architecture firm marketing, your “Unfair Advantage” is something your firm has that your competitors don't and which they can't easily recreate or substitute.

When we work with architects, we always start with our BrandBuild™ Workshop. This workshop is specifically designed to bring clarity to your firm's story. Just like a fingerprint, your story is unique to you and your firm, and it's a great place to start when thinking about how you stand out from the crowd. 

When we talk about a brand, we are not talking about a logo, we are talking about how your clients, prospects, partners, employees, and anyone who comes in contact with your firm feels or perceives your firm. What is their perception, and what is their gut feeling about you and your firm? 

Just to be clear, because it's a perception, you can't own your brand, you can only influence it, and the process of influencing brand perception is called branding.

There are four components to a good brand, what we refer to as the Four Ps:

• PURPOSE - the why behind what you do and what motivates you.
• PROMISE - the experience you create, how you want clients to feel about working with you.
• POSITION - your secret sauce, what you do better than others, what makes your firm unique.
• PERSONALITY - Your brand's archetype is key to how your firm connects with others on a more emotional level.

The clearer you can be about your brand and these Four Ps, the more of an unfair advantage you'll have. 

Everything the world sees about your firm should reflect your brand, i.e. the perception you are trying to create, everything should be consistent — from the visual (logo, business cards, website, portfolio, signage) to the messaging and vocabulary you use on your website and collateral materials, and every other facet of your firm — should be engaging reminders of your brand.

ACTION STEP: Get consistent with your use of branding. Architecture is visual and experiential, especially in the eyes of your clients. Make sure your visual identity is clear and consistent. Add email signatures with your logo. Update all your social and networking profiles to use the same logo and business description, and have everyone on your team do the same. Consider how you can incorporate a specific style of project images that ties to your brand.

6. Email for the (Follow-up) Win!

Persistence and Patience are the dynamic duos of business development. 

One of the most important strategies for success in marketing is follow-up. Yet it's one that most people will admit they don't do well.

Once you've exchanged business cards with a few new contacts, follow up with an email and connect on LinkedIn. If you use a Client Relationship Management (CRM) tool, add their info to the appropriate group — warm prospect, influencer, collaborator, referral, etc. Stay up to date with regular, helpful emails to keep those contacts fresh.

You can also create an opt-in email news list using a service such as our favorite, ActiveCampaign . Ask your contacts if they want to be part of the mailing list, and use it to keep them engaged. That makes it easier to automate follow-up emails on a timely basis. Emails can feature updates about your latest projects, your design philosophies, trends, and behind-the-scenes looks at the firm.

Sometimes nothing beats the old-fashioned phone call or even meeting for a coffee or drink to catch up. Don't overlook the value of having face time with the best prospects!

Help Your Architecture Business Reach Full Potential

These are just a handful of business development strategies that can help your architecture firm make its mark, no matter what stage you are at today.

Don't worry about doing it all! Start with the ideas that you can most easily adapt and put to use. 

Marketing your architecture firm shouldn't be overwhelming — you don't have to do it alone. Get your team involved and look to outside consultants for a fresh perspective, focus, and up-to-date knowledge. Find a marketing partner who can work with you on strategy, fuel your business development, and take help get things off your to-do list. 

This article was originally published on Archmark.

Bryon McCartney is the co-founder and Chief Creative Strategist at Archmark Architect Branding and Marketing [ https://www. archmark.co/ ]. The Archmark team has studied more than 600 architecture firm websites to learn how architects can improve their online presence. Their programs and resources have helped more than 2,000 architects use branding and marketing to increase their firm’s visibility and influence so they can win better projects. Bryon has more than 30 years of experience working with major clients, including Clavin Klein, General Motors, Lipton Foods, and many others. He considers himself an ”Archi-Geek” having traveled to more than 160 cities seeking to experience architecture of different kinds around the globe. Bryon is a featured contributor and speaker for Archipreneur, Architect Marketing Institute, Business of Architecture , Entrearchitect, Zweig Group, and many others.

Image gallery

• Sustainability

世界上最受欢迎的建筑网站现已推出你的母语版本!

想浏览archdaily中国吗, you've started following your first account, did you know.

You'll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.

Need a business plan? Call now:

Talk to our experts:

• Business Plan for Investors
• Bank/SBA Business Plan
• Operational/Strategic Planning
• L1 Visa Business Plan
• E1 Treaty Trader Visa Business Plan
• E2 Treaty Investor Visa Business Plan
• EB1 Business Plan
• EB2 Visa Business Plan
• EB5 Business Plan
• Innovator Founder Visa Business Plan
• UK Start-Up Visa Business Plan
• UK Expansion Worker Visa Business Plan
• Manitoba MPNP Visa Business Plan
• Start-Up Visa Business Plan
• Nova Scotia NSNP Visa Business Plan
• British Columbia BC PNP Visa Business Plan
• Self-Employed Visa Business Plan
• OINP Entrepreneur Stream Business Plan
• LMIA Owner Operator Business Plan
• ICT Work Permit Business Plan
• LMIA Mobility Program – C11 Entrepreneur Business Plan
• USMCA (ex-NAFTA) Business Plan
• Franchise Business Planning 
• Landlord Business Plan 
• Nonprofit Start-Up Business Plan 
• USDA Business Plan
• Cannabis business plan 
• eCommerce business plan
• Online Boutique Business Plan
• Mobile Application Business Plan
• Daycare business plan
• Restaurant business plan
• Food Delivery Business Plan
• Real Estate Business Plan
• Business Continuity Plan
• Buy Side Due Diligence Services
• ICO whitepaper
• ICO consulting services
• Confidential Information Memorandum
• Private Placement Memorandum
• Feasibility study
• Fractional CFO
• How it works
• Business Plan Examples

Architecture Firm Business Plan Template

Sep.06, 2013

Average rating 5 / 5. Vote count: 2

No votes so far! Be the first to rate this post.

Table of Content

Architecture Firm Business Plan for Starting Your Business

Do you want to start an architectural firm? An architecture firm provides interior and exterior designing services varying from small works like designing a room, to larger projects such as designing a complex structure. Whereas, several tasks can also require expertise in the latest architectural software. So, if you have decided to enter this venture, you are required to make a business plan for architecture firm . By doing so you can avoid certain problems that can come up with the initiation. In case you are confused about how to start an architecture business , read the following sample business plan for a startup named, Michael Architects, based in New York.

Executive Summary

To give you a summarized view on how to start a business architecture and take the decisions appropriately we are sharing details about Michael Architects startup. So, if you want to know how to run an architecture firm efficiently, you can get a lot of help from here.

2.1 The Business

Michael Architects will be a registered and insured architectural firm based in Buffalo, New York. The company will work for improving and enhancing the structures and communities in which we live – utilizing proper technical approach to plan and design big and small structures

2.2 Management of Architectural Firm

Michael Architects will be owned by Michael Craig. Craig will be managing the firm by himself. Craig wants to use his skills to run his business as he acknowledges that starting an architectural firm is a much easier task than running it.

2.3 Customers of Architectural Firm

Target customers of Michael Architects will be the homeowners, government agencies, construction company business , and contractors. Knowing the importance of marketing for architectural firms to attract the desired community, our company will be taking effective steps to attract these target groups.

2.4 Business Target

Before you even think about how to start an architecture firm , set your goals for your business as it can help you a lot in taking major decisions. Michael Architects aims at providing the best experience to both its customers and workers. Moreover, becoming a renowned company and recovering the investments within one year of the launch is the company’s main goal.

Company Summary

3.1 company owner.

Michael Craig will be the owner of Michael Architects. Craig has an MBA degree from Stanford University. Besides just a degree, Craig has exceptional managing skills along with 6-year experience of working as a manager in a famous architecture agency , Perkins and Will.

3.2 Why the Architectural Firm Business is being started

Based on his experience in an architectural firm, Craig had realized that the architecture business is a business which had a never-ending scope. From the small task of deigning a corridor – to a larger one such as planning a road, people will always need the services of architects. So, to invest his and his employee’s energies into a work that the world needed frequently and to make a profit in this domain, Craig had decided to start a business in the architecture domain.

3.3 How the Architectural Firm Business will be started

A building owned by Craig himself in Buffalo, a city of New York, was supposed to be interiorly decorated and designed to convert it to an extremely beautiful artifact. The building will serve as a sample to attract target customers. Moreover, Craig has decided to hire the required crew 2 months before the launch so that he could get the work of engineering his firm’s building done by the professionals of his own company. Michael Architects will be financed by the owner himself. The firm will be ensuring a strong web presence to show its work and expertise to a wider audience. Moreover, effective steps will be taken to make an influential architecture marketing plan. The detailed start-up information is given below:

Services for Customers

Before starting your own architectural practice , it is essential to know how does an architecture firm work . Deciding your services even before the launch can help you in exploring the ways through which you can facilitate your customers. Moreover, it can help you in devising an effective architecture marketing plan for marketing architectural services . To give you a notion of services that an architectural firm provide, we are enlisting some from the plan of Michael Architects.

• Interior Design: Our architects will be using their brainstorming ideas to add beauty and value to your roofs, floors, doors, windows, corridors any other space interior design business to your building.
• Restoration of old buildings: Our workers will repair the defects and will do more than just ‘restoration’. We know which antique structures, doors, and windows have to be replaced to modernize your existing property.
• Modern Architecture Design: We will be using innovative techniques to design your buildings according to the modern world. Using the high-quality glass, steel, wood and reinforced concrete we can give your property a view that you had only imagined.
• Landscape Designing: To give your property a complete, natural, look, our architects will be working on any outdoor area. Our workers can transform any piece of land for environmental or aesthetic purposes.

Along with these services, we will also open a small store for selling pet-related products like shampoos, foods, medicines, ties, chains, and clothes for the dogs.

Marketing Analysis of Architecture Firm Business

A common component of all successful business plans for architects is an accurate marketing analysis. Analyzing your market before the actual launch can help you in making major decisions such as what quality you will have to provide to your customers to make them come again – and which sort of architectural design ideas you have to offer to keep pace with the demands of your community. Though for a fresh architecture startup , it is hard to recognize the things which must be noticed to analyze the market properly. So, to give you an idea about which things should be under your vigilant observation, we are providing a detailed sample of the marketing plan of Michael Architects.

5.1 Market Trends

According to a report by IBISWorld, more than 71 thousand architecture firms are currently operating in the United States. The outlet also revealed the exact stats showing the revenue generated by architecture firms on an annual basis in the United States this year – which is $46 billion. The amount is no doubt, more than that anybody could expect because this is the sort of business which can earn great profit even from a single project if done properly Though more than 233 thousand people are servicing in architectural firms, there is still demand for many. IBISWorld has reported a 4.1 percent growth rate in the business of architecture firms this year, which means more people can still enter the domain. These satisfying stats and figures demonstrate that one cannot be at a loss if they prepare well before starting their firm.

Operational and Strategic Planning

5.2 marketing segmentation.

As an entrepreneur the biggest question on your mind would be, how to find architecture clients ? It can easily be figured out by you, yourself if you divide the wide range of people into three and four groups. Such segmentation will help you to recognize their demands and devising your marketing strategy according to them. The groups which can become our potential customers are:

The detailed marketing segmentation comprising the company’s target audience is as follows:

5.2.1 Real Estate Owners

The people who own any sort of building for public and personal use will be our topmost target. Such as a person running a restaurant will need our constant services to make their place attractive for their customers. Several homeowners also require architecture firm services for implementing a new staircase or installing modern flooring.

5.2.2 Contractors & Construction Companies

The second group of our target customers will comprise of the construction companies and contractors who will need our services whenever they get some project. A constructor just builds the idea of an architect, so in collaboration with our architecture firm they can build the designs which can amaze everyone.

5.2.3 Government Agencies

To maintain and preserve the art in old historic buildings, government agencies will be needing our services of restoration. Moreover, our services will be a permanent requirement for them to keep the city’s structures appearing as maintained architecture models. The detailed market analysis of our potential customers is given in the following table:

5.3 Business Target

Michael Architects aims at providing the best services to its customers and the best environment for its workers. Within the next three years, we want to be a renowned figure in the world of architecture firms.

Our financial goals are:

• To balance the startup costs with earned profits by the end of the first year
• To get the net profit margin of $10k per month by the end of the first year, $15k per month by the end of the second year, and $25k per month by the end of the third year

5.4 Product Pricing

Although the market demands for new architecture firms is high, we still have priced our services low for the first eight months of our launch. Our pricing will also be used as a tactic for marketing architecture firm and it will also be helping our startup to get introduced to the people who can become our potential clients in future.

Architecture Marketing Strategy

If you are passionate for creating an architecture firm, the part you must focus on is the sales strategy. In define a strategic plan , you have to look up for architectural marketing ideas and decide which would suit your startup the most.

From this sample business development plan for an architecture firm, you can get the idea of how others are publicizing their architectural services.

6.1 Competitive Analysis

Under the extensive experience of our staff and architects and managing skills of our firm owner, we will be ensuring top quality work even in limited resources.

Our workers are highly collaborative and will keep in touch with you during the project so that you can get exactly the work which you want. Moreover, using design software like AutoCAD, Revit, etc. we can give you a view before implementing your idea so that you can introduce any changes.

Lastly, our prices are extremely low in the first year providing a golden chance for you to try our services even if you require small works like modernizing a corridor or a balcony.

6.2 Sales Strategy

To get introduced to our target customers, we will:

• Keep our prices low in the first year
• Advertise our services through local newspapers, magazines, and social media
• Display various views of our own-designed firm as proof of our experience and skills
• Use SEO techniques to ensure a strong web presence

6.3 Sales Monthly

6.4 sales yearly, 6.5 sales forecast.

If you are thinking about how to set up an architectural practice which will not end up as a failure you must focus on the staff you hire.

Personnel plan

After all, it is the personnel that decided the future of a startup.

The same can be applied for if you are worrying about how to manage an architecture business because the construction management business can be effective only if you hire the right person for the right job.

7.1 Company Staff

Michael will be the owner and manager by himself, however, he will hire the following people:

• 1 Accountant to keep financial records
• 3 Architects to work on the projects
• 5 Field Employees to work as laborers
• 1 Technician to upkeep the machinery
• 1 Structure Engineer to help in providing sustainable solutions
• 2 Drivers for transportation works
• 1 IT Expert to manage the company’s online record, website and social sites

7.2 Average Salary of Employees

Financial plan.

The final part in developing your <strong>architecture firm business plan<strong> is to make a financial plan. A financial plan must cover the details about how much money will be spent by you in certain situations and on which portion of your startup you will be spending the most. It must also contain the details about your plans to balance your investments with the earned profits.

Though, Michael himself was a person of this domain, yet, he had decided to have this task done by a person who was a professional financial expert and had much more experience than him. The sample financial plan of Michael Architects is given here for help.

8.1 Important Assumptions

8.2 brake-even analysis, 8.3 projected profit and loss, 8.3.1 profit monthly, 8.3.2 profit yearly, 8.3.3 gross margin monthly, 8.3.4 gross margin yearly, 8.4 projected cash flow, 8.5 projected balance sheet, 8.6 business ratios.

Download Architecture Firm Business Plan Sample in pdf

OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

Vegetable Farming Business Plan

Trading Business Plan

How To Write A Textile Manufacturing Business Plan

Start a Vending Machine Business in 2024: A Detailed Guide

Oil and Gas Business Plan

What Is Strategic Planning: Definition and Process

Any questions? Get in Touch!

We have been mentioned in the press:

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Search the site:

8+ SAMPLE Architect Business Plan in PDF

Architect business plan, 8+ sample architect business plan, what is an architect business plan, different types of business plans, how to make an architect business plan, reasons to have a business plan, why is an architect business plan important, what is the role of a business architect, what is the architect’s vision for the building.

Re Architect Business Plan

Sample Architect Business Plan

Landscape Architect Business Plan

General Architect Business Plan

Architect Business Plan Template

Architect Final Business Plan

Standard Architect Business Plan

Small Architect Business Plan

Architect Business Strategy Plan

Step 1: state your executive summary, step 2: add a company overview, step 3: do your market research, step 4: description of products or services, step 5: tabulate your funding request and financial projections, step 6: appendix, share this post on your network, file formats, word templates, google docs templates, excel templates, powerpoint templates, google sheets templates, google slides templates, pdf templates, publisher templates, psd templates, indesign templates, illustrator templates, pages templates, keynote templates, numbers templates, outlook templates, you may also like these articles, 5+ sample investment company business plan in pdf.

What do you do when you have tons of spare cash lying around your home or burning a hole in your wallet or expensive jeans pocket? For some people, the…

41+ SAMPLE Unit Plan Templates in PDF | MS Word

As a teacher, you might know about every school policy, the steps to keep classrooms safe for intellectual development, how to set up an organized classroom, and the proposed…

browse by categories

• Questionnaire
• Description
• Reconciliation
• Certificate
• Spreadsheet

Information

• privacy policy
• Terms & Conditions

Minimalist Architecture Business Plan

Make a simple architecture business plan and much more by customizing this minimalist architecture business plan template.

• Design style vintage
• Colors light
• Size Letter (8.5 x 11 in)
• File type PNG, PDF, PowerPoint

Explore more

Build and transform technology landscapes to support evolving business strategies and operationalize innovation.

1,300+ LeanIX Customers

A growing list of industry leaders who trust in LeanIX

Maximize market potential through a partner program offering LeanIX solutions tailored to your business model.

Business Architect

A business architect is a link between business strategy and technology at its most foundational level. These are the must-haves for any successful business architect.

Introduction

Skills & qualifications, responsibilities & deliverables, career path, certifications, what are the must-haves for a successful business architect, business architect vs. enterprise architect, business architect vs. solution architect, business architect vs. business analyst.

A business architect is an important position within an organization, as it bridges the gap between technology and business at its most foundational level. As businesses have to continually adapt to changing IT landscapes, business architects have a vital role in linking business strategy with the reorganization and restructuring of both business and IT processes, among various other responsibilities. 

While they may have some overlap with other IT architects , the role of a business architect does differ from enterprise architects, solution architects, or technical architects . Business architects play a vital role in business transformation. 

Who is a business architect?

A business architect is a strategic, senior role responsible for business transformation and overseeing critical deliverables; such as business capability models, business capabilities, and value streams. A business architect’s main responsibility is leading the architecture of new organizations or re-architecting aspects of existing ones.

A business architect will take a leadership role in the strategy and development of holistic, multidimensional business architecture to achieve an organization’s goals and solutions.

The role of business architects is diverse, but their main intention is to align strategic objectives and tactical demands. Their responsibilities also include (but are not limited to) operating and business model analysis, synergizing with other business entities, developing capability maps and other artifacts, and assisting in the technology enablement of core capabilities and value streams.

Business architects will often work in conjunction with enterprise and technical architects to oversee and strategize business capabilities . 

Day-to-day job

The day-to-day role of a business architect will depend heavily on the current state of an enterprise’s business architecture, and what deliverables they are required to produce.

However, overall the daily work of a business architect will encompass the development of core entities, new models or views, as well as their ongoing upkeep and upgrades. They will also be required to participate in meetings and plan ongoing strategic developments.

Reporting on various aspects of business architecture, including management reporting, and operational reporting of areas of relevance is also an important part of the role. 

Common myths

• "Business Architecture is complicated" A common misconception about business architects and business architecture is that it is complicated. Building foundational business architecture is a straightforward discipline, and successful business architects will know exactly how to navigate basic foundational principles with methodically driven solutions. 
• "Businesses don't need business architects" Another business architect myth is that businesses don’t need business architecture. Everyone in an organization sees the business from their own perspective, and business architects provide a cohesive overview of every challenge, often highlighting issues that are hidden from other individuals and departments.

hbspt.cta._relativeUrls=true;hbspt.cta.load(2570476, '171b857f-24ea-4bd4-8c86-bbac31584fb0', {"useNewLoader":"true","region":"na1"});

To transition into a successful business architect, there are certain key skills and qualifications you should seek to acquire. Business architects will tend to come from a background of consultancy or business analysis–but others come to the role through solutions or enterprise architecture.

Not only do business architects need certain hard skills such as experience and qualifications, but soft skills are also required. Business architect skills include:

• Experience with business process modeling, enterprise architecture, and associated tools.
• Ability to visualize growth and build high-level models for future analysis and maturing the current business architecture.
• Ability to partner with stakeholders to document and communicate values generated from the new capabilities and processes. 
• Strong interpersonal skills and communication skills. 
• Ability to translate complex subjects into actionable recommendations.
• Program/project management skills and the ability to set clear goals to get desired results.

Qualifications

Desired qualifications for a business architect include:

• Bachelor’s Degree or equivalent. Ideally, majors include Physics, Math, Computer Science, or Information Technology Management.
• Many years (6+) in senior Business Analysis, Business Architecture, Solutions Architecture roles in Purchasing, Supply Chain, and/or Logistics System areas.
• Experience in modeling business processes by using various tools and techniques (e.g. UML).
• Experience with enterprise architecture modeling tools.

Some of the current jobs postings and descriptions can be found on typical job posting sites:

• Google job postings
• Indeed job postings
• LinkedIn job postings
• ZipRecruiter job postings

Responsibilities

Responsibilities for business architects will vary depending on what deliverables are required by an organization. However, the main responsibilities of a business architect can be narrowed down into a handful of key areas. 

Firstly, business architects will be required to make assessments for areas of improvement and make the changes necessary to carry out strategy or reshape the business. They will also be responsible for map making, and essentially building the business architecture. This includes creating and maintaining the knowledge base and connecting it to other domains such as processes and system applications.

Then the business architect will have to manage the practice within an organization as it matures. This means formalizing the supporting infrastructure, training, methodology, governance, and tools.

Deliverables

Business architecture deliverables will tend to change based on the audience, context, and use case. 

• Business Architecture Business Case: The business case provides the more in-depth qualitative and quantitative benefits of business architecture
• Business Architecture Framework: A business architecture framework is an encapsulation of scope, depth, and range of activities, outcomes, and deliverables.
• Business Capabilities Map : A multi-level decomposition of what your business does.
• Value Streams: End-to-end flows aimed at delivering value to a stakeholder.
• Process Maps: More detailed maps linked to the Value Streams.
• Systems, IT services, and Applications: An inventory of the IT landscape to juxtapose against capabilities and value streams.
• Business Information Models: An inventory of the business landscape.
• Org Context: Implementation of the capabilities map and value streams.
• Lenses, Views, Reports: Adapting, updating, and analyzing.

White Paper

The Definitive Guide to Business Capabilities

Learn everything you need to know about business capabilities and business capability modeling. Business capability mapping can help you with mergers, IT Risk and innovation. Learn how to create your own Business Capability Model in 4 steps, including useful business capability reports and views!

Business architects can earn anywhere between $101,000 and $169,000 with most earning between $125,000 - $135,000. The average Business Architect's salary in the United States is currently $128,061.

However, a Business Architect's salary expectations can range hugely based on experience, certifications, and qualifications. How vital a business architect is to the ongoing maturity and growth of the company will also factor into salary negotiations, as will the size and scope of the organization itself. The role is becoming increasingly sought-after.

There isn’t a single career path into becoming a business architect, and individuals from various disciplines can end up in this line of work with the right tools. The role is continuously evolving so there is a huge range of scope, focus, and key components that can factor into the position. More often than not, business architects come from an IT background, but many also transition from business analysts, project managers, business consultants, product managers, and technical architects.

Due to the ongoing evolution of the role, business architects have a varied career path forwards, often branching into more senior or specialized positions from what they learn in the role. A business architect’s career may lead into a corporate or strategic business planning position, especially those who are more business leaning. Others may also transition into Enterprise Architecture or other senior IT positions. Business architecture also lends itself well for transitioning into a CEO position.

There are a number of certificates business architects should hold when looking for work, but there are also a number of other, less important certifications business architects should consider obtaining which will help them learn and develop in the position. The most important and desired certificates for business architects are:

• Business Architecture Guild (BIZBOK): Arguably the most valuable certification for all business architects.
• TOGAF® Certifications (The Open Group Certification in Business Architecture)
• BACOE (Business architecture center of excellence) Business Architecture Training and Certification.
• Business Architect Certification Program

Business architects will use many of the common office applications such as Microsoft Word, PowerPoint, Excel, as well as specialized tools and software for modeling business architecture. Software business architects may utilize include the following:

• LeanIX Enterprise Architecture Management (EAM) to manage the transformation and risk of your IT landscape
• Other EA tools

There is also a huge array of online tools business architects may find useful in their work. What is used will depend upon available options, what is fit for your purpose, the cost, deployment options, and licensing terms. Some examples include:

• Mindmeister or xmind for diagramming and mind mapping.
• Strategyzer or Canvanizer as strategy generators.
• Gliffy, Lucidchart, or draw.io for graphical utilities and mapping software.

Success Kit

Enterprise Architecture Success Kit

Everything you need for quick time-to-value and long-term success through EA.

A successful business architect should have a unique combination of soft and hard skills that make them valuable team members. Alongside the relevant experience, background, and qualifications, business architects are able to see the bigger picture and benefit from having a business mindset over a technical one–although this is also important to have. 

They should also be team players and excellent collaborators; business architects will always need to be able to communicate complex or technical ideas to different audiences within an organization, and be able to adapt and rework methodologies based on feedback and stakeholder recommendations. 

The value business architects bring to an organization is significant, as it is a role that will evolve alongside the needs of the business. This is why business architects also need to be adaptable, knowledgeable, and efficient to successfully carry out the strategy and manage deliverables using the modern EA solution of their choice.

While the two are sometimes seen as synonymous, business architects and enterprise architects will have slightly different responsibilities and deliverables within business transformation and wider enterprise architecture. The primary goal of an enterprise architect is to provide a roadmap for organizational redesign, while the other has a more structured, model-driven approach to building and managing an organization.

Business architects are sometimes considered to be an important domain within the broader scope of enterprise architecture. They may be part of an enterprise architecture team , with an emphasis on business capabilities and processes over enterprise-wide IT architecture. However, there are organizations where business architects are entirely separate.

A business architect is also not a solutions architect–these are two different roles. A solution architect will work with business architects on deliverables such as the business solution conceptual vision, however, their exact responsibilities will differ.

A solution architect provides the vital link between the IT strategy of a business and the successful implementation of technical solutions . Their job is to improve processes by aligning IT services, products, software, and infrastructure with business goals. They are not as heavily involved in the overall structure of a business, however, and are more IT-oriented in their work.

A business analyst is also different from a business architect, however, the two do complement each other. A business architect can be thought of as a scaled-up version of a business analyst. While business architects are more concerned with maps and models that represent an organization’s capabilities, value streams, etc.; business analysts focus on business needs and solution delivery. 

They ensure the alignment of their projects and requirements to business strategy (and business architecture). While business analysts do use business architecture to help define requirements, the role tends to act as more of a liaison between management and technical developers.

When business architects and enterprise architects work in harmony, the result is a match made in heaven. While both roles differ slightly in terms of the day-to-day and deliverables, the two complement each other by combining both business strategy and business transformation with IT solutions.

The result is a more robust, solutions-based approach to achieving the goals and requirements of the business. Enterprise architecture benefits from the presence and development of business architecture when they are successfully synergized.

Best Practices to Define Business Capability Maps

See how IT and business align with a complete overview of your business capability landscape.

Download the poster now

Whether you are from the banking or insurance industry, automotive or logistics industries, or others, this generic business capability map is the perfect starting point!

See mapping examples and model your own business capabilities!

Additionally, we have added tips and best practices on how to get started with business capability maps and to create a complete overview of your business capability landscape.

What does a business architect do?

A Business Architect is a strategic, senior role responsible for business transformation and overseeing critical deliverables; such as business capability models, business capabilities, and value streams. A business architect’s main responsibility is leading the architecture of new organizations or re-architecting aspects of existing ones.

How do you become a business architect?

Solution architects are responsible for finding and implementing solutions for specific business problems. The solution architect bridges the gap between concept and implementation by acting as a channel between enterprise architecture and technical architecture. They translate the design into a concept for IT operations.

Solution Architects are most similar to project managers, ensuring that all parties, including stakeholders, are on the same page and moving in the right direction at all stages.

What skills does a business architect need?

Not only do business architects need certain hard skills such as experience and qualifications, but soft skills are also required. Business architecture skills include:

• Experience with business process modeling, Enterprise Architecture, and associated tools.

How much do business architects make?

Difference between Business Architect vs. Enterprise Architect

While the two are sometimes seen as synonymous, business architects and enterprise architects will have slightly different responsibilities and deliverables within business transformation and wider enterprise architecture. The primary goal of an enterprise architect is to provide a roadmap for organizational redesign, while the business architect has a more structured, model-driven approach to building and managing an organization.

Difference between Business Architect vs. Solution Architect

A solutions architect will work with business architects on deliverables such as the business solution conceptual vision, however, their exact responsibilities will differ.

A solution architect provides the vital link between the IT strategy of a business and the successful implementation of technical solutions. Their job is to improve processes by aligning IT services, products, software, and infrastructure with business goals. They are not as heavily involved in the overall structure of a business, however, and are more IT-oriented in their work.  

Difference between Business Architect vs. Business Analyst

A business analyst is also different from a business architect, however, the two do complement each other. A business architect can be thought of as a scaled-up version of a business analyst. While business architects are more concerned with maps and models that represent an organization’s capabilities, value streams, etc.; business analysts focus on business needs and solution delivery.

Best practices to define and model your business capability maps.

Gain Value out of Your EA Program Now!

• Articles Architect career Architectural design strategy Architecture patterns Architecture tools Cloud computing Enterprise architecture design Kubernetes Security
• Portfolio Architecture

What is a business architect and how do you become one?

%t min read | by Renee Biggs

Photo by John Schnobrich on Unsplash

A business architect is a link between strategy and execution. It is similar to how a service level objective helps set the stage for service level agreements between the business and its users. Business architecture helps define scope. This is ironic because business architecture as a career sort of fell into my lap and fit the scope of my desired career trajectory perfectly.

I have an MBA and a master's in business intelligence and analytics. This role supports my career goal of bridging the gap between business and technology. When a recruiter approached me about the position, I knew my place on the team was a match made in heaven. I enjoy challenges and exposure to new things, and it's been an incredible pivot for my career.

[ Cheat sheet: IT job interview tips ]

I want to share a few reasons why I believe the business architecture practice should be better known.

What is a business architect?

An enterprise architecture is comprised of different kinds of components (business strategy and outcome, technology platforms and infrastructure, and security), and a business architecture encompasses how all these things come together to best serve the business. It is a component of enterprise architecture.

My responsibility as a business architect is to manage the business architecture practice and its governance. I primarily focus on establishing standards and best practices for our team's deliverables and developing relationships within our organization. I also collect information on our business and map domains (including capabilities, value streams, information, and organization) according to the business architecture framework to gain insights.

I think business architecture is foundational to organizations today. A strategy is a plan of action to achieve a goal. My team receives business ideas and potential projects that align with our organization's strategies and influence our performance as a leader in our market. After exploring the business areas potentially impacted—what we call discovery—we take these business ideas and potential projects and define the scope and identify impacts, risks, assumptions, constraints, and the overall resources necessary for execution.

We approach discovery from a multidimensional, holistic view of our organization from the lens of business needs. This permits business architecture to align strategies across business units, improving decision making; reducing operational duplicates, timeline fluctuations, and budget increases; and supporting business and IT execution. In my experience, this approach is unique to business architecture.

[ Become a Red Hat Certified Architect and boost your career . ]

How do business architecture and technology architecture differ?

A business architect represents the business and its needs. Unlike IT architects, business architects do not practice data, application, or technical architecture. We provide solutions from a business lens, establishing strategy alignment, which may be technology-enabled. But we do not define the technology component.

The business analyst role is commonly confused with the business architect position. While a business analyst defines requirements for specific business cases and is typically project-focused, a business architect provides cross-portfolio transparency. Our efforts provide a basis for business analysts to drill down into granular requirements.

What are a business architect's typical deliverables?

You'll mainly hear of a business architect using capability maps or providing mapping of domains. We map out the solutions of business ideas, and initiatives are the deliverables. I believe the true deliverable is achieved once a practice is fully integrated within an organization's ecosystem. It utilizes the business architecture framework that is solidified by its business strategy, which a business architect, or team of architects, helps put in place.

I think one of the coolest aspects of business architecture is its exposure to almost all areas of an organization. To represent the business, you must understand the business areas' capabilities and their deliverables. Depending on the project, we collaborate with various business units, partners, and vendors. We also commonly collaborate with neighboring technology teams and our project management office during the development of business solutions and the delivery of a project.

[ Read  IT leadership: 5 tips for smarter collaboration . ]

What does a day in the life of a business architect look like?

A typical day for me consists primarily of meetings and emails. I'm relatively new to my team and business architecture. I try to make time to learn about the different business areas within my company, including its capabilities and applications. I've also been trying to understand the ins and outs of our business architecture framework. I've been busy with baseline mapping (core domains capabilities, value streams, information, and organization) and developing best practices for our team.

What steps can someone take to become a business architect?

The Business Architecture Guild offers a certificate to become a certified business architect (CBA). There are also plenty of online courses available to gain knowledge in the space. Depending on your team's needs, there are variations of a business architect that require specific skills. But at the core, you must be a subject matter expert of your organization. Communication skills are a key soft skill, as collaborating is where we spend most of our time. Problem-solving skills are beneficial when building out complex solutions. It also helps to be a self-starter.

[ Create an organizational culture that fosters innovation and keeps teams unified. Download The IT executive's guide to building open teams . ]

How does business architecture benefit organizations?

The value-add of business architecture is its ability to explain what a business does, provide transparency for smart decision making, and improve the business outcomes from planning and executing initiatives. You'd be amazed at how far your solutions can go once you understand what you're solving for in the first place. You provide so much stakeholder value once the needs of the business and the strategies to best serve it are on one accord.

Renee Biggs

Renee Biggs is a Business Architect for Independence Blue Cross. She has a Master’s degree in Business Administration and Business Intelligence &amp; Analytics. Renee specializes in analytics, using data to gain insights for smarter decisions and to improve business performance. More about me

Navigate the shifting technology landscape. Read An architect's guide to multicloud infrastructure.

Related Content

OUR BEST CONTENT, DELIVERED TO YOUR INBOX

Privacy Statement

Business Architect: An overview of the business architecture professional

In this digital and cognitive age, where companies are trying to transform to new realities and constantly evolving paradigms, the role of a business architect has become a critical underpinning to align business and technology at a foundational level. Therefore, it’s time for business architects to rise and shine strategically and contribute to the enterprise transformation as a catalyst. 

Who is a Business Architect? Defining the Role of a business architect

A Business Architect interprets and contextualizes strategy for operational needs, develops specific artifacts such as business capability maps and value streams to help bridge the gap between strategy and execution, and helps streamline and rationalize the IT enablement process. In addition to developing specific deliverables, views, and viewpoints, a business architect synthesizes and synergizes the work of others, drawing from disciplines such as strategy development, business analysis, process management, operations, and systems analysis.

Of course, the description above is an ideal state and seemingly utopian vision of the role of a business architect. However, in reality, in many large companies, the role of a business architect has devolved into an appendage of IT. As a result, it has run into ambiguity about the position’s specific nature, deliverables, and intended outcomes. The uncertainty has to do with many factors, none of which alone can resolve the status quo.

Business Architect: Dispelling the Myths and misperceptions

• A business architect is NOT an enterprise architect. However, because business architecture is an integral part of enterprise architecture, there are many commonalities and overlaps – at least regarding the business domain definition and strategy interpretation.
• A business architect is NOT a solution architect. Therefore, the deliverables from business architecture, including the business solution conceptual vision, are essential inputs for the solution architecture teams.
• A business architect is NOT a business analyst. While tenets of business analysis are an essential part of “business analysis,” the business architect is not the same as a business analyst. But, of course, a person named a “Business Analyst” can do some work on business architecture. We are talking about the different disciplines, even if some tools, techniques, methodologies, and outputs may borrow from each other.
• A business architect is NOT a product manager. A business product manager owns the product vision, direction, and roadmap. A product manager may consume the deliverables of business architecture, particularly business capabilities, and capability-based roadmaps. Similarly, a business architect may leverage the product managers’ work to understand the business, its markets, products and services, customers, and overall business context.
• A business architect is not a project manager. Of course, a business architect may manage a business architecture project or contribute to an overall plan, but they are not a project manager.

What does a business architect do?

While a detailed inventory of all business architecture components and all the business architecture deliverables is out of the scope of this article, the following are some of the critical deliverables that business architects develop or collaborate on or contribute to the following:

• Strategy Summary
• Operating and business model analysis
• Business Ecosystem
• Enterprise Business Capability Maps
• Value Streams
• Business Entities
• Organization Mapping
• Systems/Application Mapping
• Capability-based Roadmaps
• Function/System Footprint Analysis

Business Architecture is Collaborative:

Value Streams and Business Flows are essential to overall business architecture, and the business architect collaborates with the process architects/process owners. 

A business information model or a standard data model is an essential overlay (Capabilities to Data Mapping), and joint efforts with data architects and modelers are necessary.

Enterprise Architects are responsible for the overall enterprise modeling and big-picture thinking – encompassing business architecture, information architecture, application architecture, and infrastructure architecture – hence, business architects work hand-in-glove. 

Solution and application architects are responsible for products, platforms, services, and applications. These technology apps power and realize the capabilities and value streams. So, a partnership with these roles is integral to the success of a business architect. (A Capability to Systems/Services/Application mapping is a critical deliverable that analyzes the footprint of what applications power which capabilities and to what extent.)

Systems analysts and business analysts are another group of core collaborators and consumers of the business architecture deliverables. 

Who makes a great Business Architect?

Business architects come from diverse backgrounds. Historically, technologists made a transition to the role of business architects. However, given the nature of business architecture as an interdisciplinary and multi-functional practice, the following backgrounds and experience will business architects in good stead. 

Business strategists and consultants with big-picture thinking can be excellent business architects. Product management is another area that can produce brilliant business architects. Business analysis or systems analysis is another area that provides good grounding. And, of course, technical or solution architects with a business mindset also may find the transition easier to becoming a business architect. 

Questions about the value-add of Business Architects:

Some of the role clarity issues go back to the genesis of the practice, the type of practitioners and their past background, and the lack of awareness and ambiguity among business and technology leaders.

For example, many think business architecture is a subset of enterprise architecture. However, many early practitioners had deep roots in IT architecture, and their influence made the profession overtly and covertly IT-centric.  So, any backlash against enterprise architecture also has afflicted business architecture.

Additionally, the emphasis of the business architects on artifacts rather than outcomes and a general feeling that many are ivory tower deliverables have exacerbated the issue. A model may look pretty, but who cares if it does not identify a problem or an opportunity? A view may be worthy but not as valuable as a viewpoint.               

Business Architecture Sample Case Study

Business Capability Management Playbook

Strategic Business Architect Handbook

Business architect job responsibilities:.

Instead of trying to reinvent the wheel, here is an excellent description of responsibilities proposed by Geoffrey Balmes in an article on the BAInstite.Org website.

Responsibilities of a Business Architecture Practitioner:

Develop a business architecture strategy based on a situational awareness of various business scenarios and motivations.

Apply a structured business architecture approach and methodology for capturing the critical views of the enterprise.

Capture the tactical and strategic enterprise goals that provide traceability through the organization and are mapped to metrics that provide ongoing governance.

Describe the primary business functions of the enterprise and distinguish between customer-facing, supplier-related, business execution and business management functions.

Define the set of strategic, core and support processes that transcend functional and organizational boundaries; identify and describe external entities such as customers, suppliers, and external systems that interact with the business; and describe which people, resources, and controls are involved in the processes.

Define the data shared across the enterprise and the relationships between those data.

Capture the relationships among roles, capabilities and business units, the decomposition of those business units into subunits, and the internal or external management of those groups.

Sample Business Architect Job Descriptions from the Corporate World:

Nike , the shoe and apparel giant, describes the role of business as follows: 

Nike: Principal Business Architect Responsibilities Key Responsibilities Drives and facilitates the right discussions with business leaders to identify business capabilities in relation to current and future business objectives Create and maintain business capability, data, process and technology inventories. Work with multiple capability and functional teams to gather and document the structure of Nike’s business and technology landscape. Lead, build, manage, enhance business capability model along maturity / optimization framework to drive enablement of the longer-term roadmap Partner in the strategic planning process by providing input to the scope definition of strategic initiatives leveraging capabilities, creating capability Heatmaps to provide visibility to impacts, dependencies, overlaps and opportunities. Key Deliverables include (but not limited to): Capability Model, Capability Heatmaps, Capability Maturity Assessments, Capability Impact Assessments, Capability Health Assessments & Capability Roadmaps Works closely with Domain architects and leaders to develop domain roadmaps Works closely with solution/technical architects to deliver business architecture artifacts needed for End to End Architecture & Solution Architecture Approach deliverables Presents recommendations and solutions clearly and concisely and is able to focus on key points to portray the intended message or purpose Advocate and drive adoption of “best practices” to ensure standardization of business architecture outputs across the enterprise Takes an active role in enterprise portfolio investment strategies by assessing and rationalizing proposed enterprise capabilities Business thinking and highly strategic in order to define practical solutions that align with corporate strategy Effectively manage priorities, deliverables and timelines with little need for escalation TD Bank – Senior Business Architect Responsibilities: Accountable for a specific LOB, business pillar or multiple segments, and high level of complexity and attributes Recognized as top level expert with significant in-depth and/or breadth of expertise in their in a complex field and knowledge of broader related areas Senior specialist providing advisory services to executives, business leaders and governs the requirements for own work Integrates knowledge of the enterprise function’s or business segment’s overarching strategy in leading programs and projects within one or more areas of expertise Anticipates emerging business trends and regulatory/risk issues as a basis for recommending large-scale product, technical, functional or operations improvements Advises on execution strategy and leads the development and deployment of functional programs or initiatives within their own field or across multiple specialties Solves unique and ambiguous problems with broad impact; typically oversees standards, controls and operating methods that have significant financial and operational impact within the context of their own field Uses innovative thinking to develop new solutions Impacts the technical or functional direction and resource allocation of part of an enterprise function or business segment Engages stakeholders to take action; Serves as a source of expert advice, influences change; frames information in a broader organizational context Provides leadership guidance, makes recommendations and collaborates with business to ensure solutions meets the business needs on a complex project or program Identifies and leads problem resolution for project/program complex requirements related issues at all levels

How much does a Business Architect Earn? Salary Ranges for Business Architects

Great Business architects, or what we at Capstera call “ Strategic Business Architects ,” are worth their weight in gold. However, it seems like companies’ job descriptions for business architects, the reporting structure, the requirements, and the expectations are all over the place, as are the competence, caliber, and qualifications of business architects. Hence, what a business architect can earn is a function of their contributions and how the company positions the role. 

In 2018, as depicted in the diagram below, the average salary for a business architect is $135,000, and a senior business architect is $155,000. The range of what a business architect earns is between $101,000 and $169,000, and for a senior business architect, the salary range is $119,000 – $195,000.                   

Becoming a Strategic Business Architect:

Capstera business architects and consultants have identified some areas and competencies contributing to the evolution of a garden variety business architect to a strategic business architect .

Primarily, this involves contributing to the organizational transformation and helping move the needle. 

Here are a few other things you can learn about the business architect on the Capstera website:

What does a business architect do? Business Architect Role Definition 

What is the career path of a business architect? Business Architect Career Path

What are some certifications available for a business architect? Business Architecture Certifications

Training for business architects: Business Architecture Training Program

The job of a business architecture leader: Business Architecture Leader

Related Products:

Business Architecture Current State Audit

Digital Business Capabilities Map

Enterprise Business Capabilities Map

Share this story, choose your platform, related posts.

Enterprise Architecture Frameworks

Enterprise Architecture Leader – First 100 Days

Product Management and Business Architecture

Capstera – business architecture made easy, licensing options.

We keep the licensing options – clean and straightforward.

Individual License: Where we offer an individual license, you can use the deliverable for personal use. You pay only once for using the deliverable forever. You are entitled any new updates within 12 months.

Enterprise License: If you are representing a company, irrespective of size, and intend to use the deliverables as a part of your enterprise transformation, the enterprise license is applicable in your situation. You pay only once for using the deliverable forever. You are entitled any new updates within 12 months.

Consultancy License: A consulting or professional services or IT services company that intends to use the deliverables for their client work need to pay the consultancy license fee. You pay only once for using the deliverable forever. You are entitled any new updates within 12 months.

Product FAQs

Can I see a Sample Deliverable?

We are sorry, but we cannot send or show sample deliverables. There are two reasons: A) The deliverables are our intellectual property, and we cannot share the same. B) While you may be a genuine buyer, our experience in the past has not been great with too many browsers and not many buyers. We believe the depth of the information in the product description and the snippets we provide are sufficient to understand the scope and quality of our products.

When can I access my deliverables?

We process each transaction manually and hence, processing a deliverable may take anywhere from a few minutes to up to a day. The reason is to ensure appropriate licensing and also validating the deliverables.

Where can I access my deliverables?

Your best bet is to log in to the portal and download the products from the included links. The links do not expire.

Are there any restrictions on Downloads?

Yes. You can only download the products three times. We believe that is sufficient for any genuine usage situation. Of course, once you download, you can save electronic copies to your computer or a cloud drive.

Can I share or sell the deliverables with anyone?

You can share the deliverables within a company for proper use. You cannot share the deliverables outside your company. Selling or giving away free is prohibited, as well.

Can we talk to you on the phone?

Not generally. Compared to our professional services fee, the price of our products is a fraction of what we charge for custom work. Hence, our business model does not support pre-sales support.

Do you offer orientation or support to understand and use your deliverables?

Yes, for a separate fee. You can hire our consultants for remote help and in some cases for onsite assistance. Please Contact Us.

ARO unveils design for Rice University’s Jones School of Business expansion

• Mass Timber
• Trading Notes
• Outdoor Spaces
• Reuse + Renewal
• Architecture
• Development
• Preservation
• Sustainability
• Transportation
• International

Peas in a Pod

Today, business students at Rice University adjourn in McNair Hall, a building completed in 2002 by Robert A.M. Stern Architects ( RAMSA ). Soon, students will attend class in a new building by Architecture Research Office ( ARO ). The forthcoming structure will be built atop an existing below-grade parking garage adjacent to RAMSA’s design and across the way from a Skyspace by James Turrell, completed in 2013.

In Houston this week, renderings were unveiled of the project and shovels broke ground on the future 112,000-square-foot building that will host the Jones School of Business. Kirksey, a Houston firm, is the architect of record.

The groundbreaking follows other major projects underway at Rice, including two new residential colleges by Henning Larsen, and an arts building by Diller Scofidio + Renfro slated for completion next year.

“With the opportunity to design this new building on Rice’s historic—and exceptionally beautiful—campus comes an enormous responsibility,” said Stephen Cassell, ARO’s principal-in-charge on the project. “Our task is to deliver an integrated and contextual yet forward-looking structure that embodies Rice Business’s focus on the future as it continues to grow.”

Overall, the new building by ARO seeks to complement RAMSA’s McNair Hall with its materiality: The architects opted to use serrated brick on the exterior with brick in bond and herringbone patterns, as well as glazed red brick in some areas. This is meant to deflect afternoon sunlight and passively cool the interiors in lieu of the overwhelming Texas sun.

The building will help form a new academic complex that redefines the campus’s western quad and the edge of its central axis, the architects shared. The building under construction in Houston lines the south and west sides of McNair Hall. It creates a dramatic, three-story convening space adjacent to the current facades.

One of the project’s main parameters designers had to navigate was the site’s proximity to James Turrell’s Twilight Epiphany Skyspace . In order to maintain sight lines of Turrell’s art, the massing by ARO is stepped back; and its angled facade is meant to mitigate interior lighting so visitors can also observe the Turrell piece at night uninhibited by artificial lighting from inside the building. Additionally, large windows and a second-floor event space afford great views of the art piece.

The design by ARO is informed by the business school’s ethos. At Rice, faculty members emphasize experiential, team-based learning that instills in students an entrepreneurial mindset. The new building is designed accordingly.

Inside the ARO–designed structure will be two 120-seat classrooms and two 65-person classrooms in proximity to breakout rooms for team-based learning. There will also be two hybrid technology classrooms and office space for PhD students. Classrooms and gathering areas for undergraduate departments are placed on the building’s west end, and faculty and administrative spaces are sited on the third floor’s eastern portion. Sprinkled throughout the forthcoming facility will be spaces for informal meetings, conversations, classes and social interactions; all of this is meant to provide a 21st-century learning milieu.

ARO’s design will enclose Woodson Courtyard with a glass facade and skylit coffered roof. This will transform the active courtyard into an atrium and landing space, ARO said, that can be entered by one of the two new main entrances. In the future, this atrium will host formal events and casual meet ups. There, a sculptural steel staircase will lead visitors to the second floor where a 180-person event space will be located. Adjacent to Woodson Courtyard will be new dining facilities as well.

ARO is collaborating with Nelson Byrd Woltz Landscape Architects ( NBW ) to transform the campus’s traditional west quad into an active campus green. The design team is also working on the campus extension for Rothko Chapel in Houston.

“We are energized by the momentum of our innovative new programs, the addition of new faculty and students and a fresh outlook on the future,” said Peter Rodriguez, dean of the Jones Graduate School of Business. “Our commitment is to attract more talented and innovative students, faculty and staff to Rice, who will further improve our programs and research capabilities. This wonderful new building is critical to fulfilling that commitment.”

The architects are aiming for LEED Gold Certification when the building is completed in February 2026.

HWKN Architecture unveils new Keith Haring Wing for Bard’s Center for Curatorial Studies

The Commons at Hermann Park by Michael Van Valkenburgh Associates and Marlon Blackwell Architects opens in Houston

Lake|Flato and HR&A release master plan for Panther Island in Fort Worth, Texas

500+ business plans and financial models

Real Estate Agency Business Plan PDF Example

• May 7, 2024
• Business Plan

Creating a comprehensive business plan is crucial for launching and running a successful real estate agency. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your real estate agency’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a real estate agency business plan, but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the real estate industry, this guide, complete with a business plan example, lays the groundwork for turning your real estate agency concept into reality. Let’s dive in!

Our real estate agency business plan covers all essential aspects necessary for a comprehensive strategy. It details operations, marketing strategy , market environment, competitors, management team, and financial forecasts.

• Executive Summary : Provides an overview of the real estate agency’s business concept, market analysis , management, and financial strategy.
• Real Estate Brokerage Services & Fees: Describes the brokerage services including property sales and acquisitions, along with a fee structure.
• Property Management Services & Fees: Outlines property management services offered and their respective fees.
• Key Stats : Offers data on industry size , growth trends, and market positioning.
• Key Trends: Highlights significant trends impacting the industry, such as digital transformation and changing buyer preferences.
• Key Competitors : Analyzes primary competitors and differentiates the agency from these competitors.
• SWOT : Analyzes strengths, weaknesses, opportunities, and threats.
• Marketing Plan : Outlines tactics for attracting new clients and maintaining relationships.
• Timeline : Sets out key milestones from inception through the first year of operations.
• Management: Information on the management team and their roles within the agency.
• Financial Plan: Projects the agency’s financial performance over the next five years, detailing revenue, profits, and anticipated expenses.

Real Estate Agency Business Plan

Fully editable 30+ slides Powerpoint presentation business plan template.

Download an expert-built 30+ slides Powerpoint business plan template

Executive Summary

The Executive Summary introduces your real estate agency’s business plan, offering a concise overview of your agency and its services. This section outlines your market positioning, the variety of real estate services offered—including property sales, rentals, and property management—its location, size, and a description of day-to-day operations.

This section should also discuss how your real estate agency will integrate into the local market, including the number of direct competitors within the area, identifying who they are, along with your agency’s unique selling points that differentiate it from these competitors.

Additionally, you should include information about the management and co-founding team, detailing their roles and contributions to the agency’s success. Furthermore, a summary of your financial projections, including revenue and profits over the next five years, should be presented here to provide a clear picture of your agency’s financial plan.

Make sure to cover here _ Business Overview _ Market Overview _ Management Team _ Financial Plan

Dive deeper into Executive Summary

Business Overview

For a Real Estate Agency, the Business Overview section can be concisely divided into 2 main slides:

Real Estate Brokerage Services & Fees

Briefly describe the agency’s professional and welcoming office environment and its conveniently located premises near major residential and commercial areas, which enhances accessibility and client traffic. Detail the range of real estate brokerage services including buying, selling, and leasing properties, and discuss the agency’s fee structure, which is typically based on a percentage of the property sale or lease price, reflecting the high quality of service and market alignment.

Property Management Services & Fees

Describe the comprehensive property management services offered that cover tenant screening, rent collection, maintenance, and financial reporting. The pricing for these services is usually based on a percentage of monthly rental income or a flat monthly fee, with potential additional charges for special services like emergency maintenance or tenant placement, ensuring landlords a hassle-free ownership experience.

Make sure to cover here _ Real Estate Brokerage Services & Fees _ Property Management Services & Fees

Market Overview

Industry size & growth.

In the Market Overview of your real estate agency business plan, start by examining the size of the real estate industry and its growth potential. This analysis is crucial for understanding the market’s scope and identifying expansion opportunities.

Key Market Trends

Proceed to discuss recent market trends , such as the increasing consumer interest in sustainable and eco-friendly properties, the growing demand for smart homes equipped with the latest technology, and the rising popularity of urban living spaces among millennials and young professionals. For example, highlight the demand for properties that cater to specific lifestyle needs, alongside the rising preference for locations with comprehensive amenities and green spaces.

Key Competitors

Then, consider the competitive landscape, which includes a range of agencies from large national firms to local boutiques, as well as online real estate platforms. For example, emphasize what makes your agency distinctive, whether it’s through exceptional customer service, a unique range of property management services, or specialization in certain types of properties such as luxury homes or commercial real estate. This section will help articulate the demand for real estate services, the competitive environment, and how your agency is positioned to thrive within this dynamic market.

Make sure to cover here _ Industry size & growth _ Key competitors _ Key market trends

Dive deeper into Key competitors

First, conduct a SWOT analysis for the real estate agency , highlighting Strengths (such as experienced realtors and a diverse property portfolio), Weaknesses (including high agent turnover or reliance on local market conditions), Opportunities (for example, the growing demand for rental properties or the potential for tapping into luxury real estate markets), and Threats (such as fluctuations in real estate prices or new housing regulations that may impact operations).

Marketing Plan

Next, develop a marketing strategy that outlines how to attract and retain clients through targeted advertising, promotional events like open houses, an engaging online presence, and community involvement. This strategy should also incorporate using social media platforms to showcase properties and share customer testimonials, enhancing the agency’s visibility and client engagement.

Finally, create a detailed timeline that outlines critical milestones for the real estate agency’s launch, marketing initiatives, client acquisition, and expansion goals. This timeline should ensure that the business moves forward with clear direction and purpose, setting specific objectives for brand establishment, market penetration, and long-term growth.

Make sure to cover here _ SWOT _ Marketing Plan _ Timeline

Dive deeper into SWOT

Dive deeper into Marketing Plan

The Management section focuses on the real estate agency’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the real estate agency toward its financial and operational goals.

For your real estate agency business plan, list the core team members, their specific responsibilities, and how their expertise supports the business.

Financial Plan

The Financial Plan section is a comprehensive analysis of your financial projections for revenue, expenses, and profitability. It lays out your real estate agency’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your real estate agency business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your key assumptions (e.g. number of customers and prices, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

Privacy Overview

• Skip to main content
• Skip to search
• Skip to footer

Products and Services

Cisco Training

Product, technology, and certification training, developed by IT experts for individuals and teams.

We offer flexible training options to fit everyone's needs

Whether you’re learning the fundamentals with CCNA or upskilling your team, Cisco can help you accelerate your career, sharpen your skills, or give your business a competitive edge. With multiple training formats available — including e-learning, instructor-led, and now digital subscriptions from Cisco U. — you can learn anywhere, anytime, and at your own pace. No matter what you choose to study, and how you choose to do it, training with Cisco means staying in sync with tech innovations as your career evolves. For a complete view of our training, searchable by course name, visit our product training catalog.

Learn your way

Your learning journey should fit your lifestyle. Choose the training method that works best for you – from group classes and instructor-led courses, to self-paced training, hands-on sandbox environments, and more.

Self-paced training

Self-paced courses with cisco u..

Start with free tutorials and webinars, or subscribe to access step-by-step Learning Paths and certification training.

Access a rich library of technology and certification training, study bundles, practice exams, simulators, and more.

Guided training

Cisco Training Bootcamps are a 9-day training program delivered over 8 weeks for teams of up to 12 learners.

Guided Study Groups

Cisco Guided Study Groups offer learners a 180-day journey of certification preparation that includes synchronous and asynchronous learning and support.

Virtual and in-person instructor-led training

Join lively classroom-style learning and discussions, online or in-person, through Cisco and our authorized Learning Partners.

Hands-on training

Sandboxes and simulators.

Get creative and experiment with your new skills in an open environment.

Test your skills in a guided, structured environment that simulates the real thing.

Introductory courses with Cisco Networking Academy

Start your Certification training with free practice-oriented courses on cybersecurity, networking, programming, data science, and more.

Transform your team with training for organizations

Upskill your entire team in an interactive, real-world environment. Led by expert instructors, group training encourages collaboration and takes your team’s productivity to the next level.

Partner role levels, specializations, and training

In addition to certifications for individual employees, Cisco's partner companies can qualify for role levels and specializations.

Partner role levels

Partner role levels reflect the breadth of a partner organization’s skills across multiple technologies, and require partner specializations. Find the right role(s) and level(s) for your business.

Partner specializations

Partner specializations reflect the depth of a partner organization’s expertise. They include required exams and recommended trainings for employees in various roles.

Black Belt Academy

An education framework for partners to become proficient in selling, deploying, and supporting Cisco’s latest technologies and software solutions.

We’ll create a learning plan for you

No matter what your team chooses to study, and how they choose to do it, training with Cisco means gaining a competitive advantage by staying in sync with tech innovations as your team evolves. Pick your products, certifications, or technologies, and the learning options that best fit your team. We’ll create a learning plan to match.  

Press Herald

Account Subscription: ACTIVE

Questions about your account? Our customer service team can be reached at [email protected] during business hours at (207) 791-6000 .

9 places to nosh on bagels in southern Maine

From old-school spots to foodie favorites, there's a 'hole' lot to try.

You are able to gift 5 more articles this month.

Anyone can access the link you share with no account required. Learn more .

With a Press Herald subscription, you can gift 5 articles each month.

It looks like you do not have any active subscriptions. To get one, go to the subscriptions page .

Loading....

Bread and bagels at The Works Cafe in downtown Portland. Photo by Aimsel Ponti

From New York-style boiled bagels to Montreal-inspired wood-fired ones, there’s lots of great bagels in southern Maine and several shops have the accolades to back that up.

In 2023, Bon Appetit named bagels from Rose Foods and Rover Bagel among the best in the country.

Two years before that,  Food & Wine Magazine put Rover, Forage and Scratch Baking Co. on its list of best bagels in the U.S.

Whether you like yours toasted with cream cheese or as the bread for your breakfast sandwich, you can find plenty of styles and flavors from Biddeford to Brunswick.

BEACH BAGELS

The offerings at Beach Bagels include a French toast and marble bagel, and the cream cheese menu comprises spreads like strawberry, olive and honey walnut. Along with breakfast sandwiches, Beach Bagels has hearty breakfast options like omelets and pancakes. Best of all, you’re steps away from a beach stroll. Just don’t let the seagulls steal your bagel. Advertisement

WHEN: 7 a.m. to 3 p.m. daily WHERE: 34 Old Orchard St., Old Orchard Beach. beachbagels.yolasite.com ______________

Dutchman’s opened in 2022 as a pop-up housed at Nomad pizza in Brunswick’s Fort Andross building. It’s since become a permanent fixture there and uses the pizzeria’s wood-fired ovens to bake its bagels. The hand-shaped, honey-boiled bagels come in plain, roasted garlic, poppy and a bagel-of-the-day flavor.

WHEN: 8 a.m. to 1 p.m. Thursday to Sunday WHERE: Fort Andross, 14 Maine St., Brunswick. dutchmans.me ______________

FORAGE MARKET

Making bagels at Forage Market involves a two-day aging process. The bagels are naturally leavened with wild yeast starter and baked next to a hardwood fire. There are usually five flavors available, including sesame and garlic. Breakfast sandwiches (including vegan options) are available. Forage also has a location in Lewiston. Advertisement

WHEN: 7 a.m. to 1 p.m. Monday to Friday, 8 a.m. to 1 p.m. Saturday and Sunday WHERE: 123 Washington Ave., Portland. foragemarket.com _____________

MISTER BAGEL

There are 10 or so Mister Bagel locations in Maine, including South Portland and Falmouth. It all began with the Portland location, which was the first bagel shop to open in Maine. The late Rick Hartglass started Mister Bagel in 1977, and it is still a family business. Music fans will appreciate the breakfast sandwich menu, which includes The David Bowie (bacon, egg and American cheese), the Jimmy Buffett (egg with roast beef and cheddar) and The Lady Gaga (avocado, salt and pepper, with or without egg).

WHEN: 6:30 a.m. to noon Monday to Friday, 7 a.m. to noon Saturday and Sunday WHERE: 599 Forest Ave., Portland. misterbagelforestave.com ______________

At Rose Foods, the menu varies depending on the day, but there are usually six to eight flavors available. For example, should you pop in on a Friday, you’ll find a poppy and onion bialy (a cousin of the bagel that is not boiled). Rose Foods also makes a number of bagel sandwiches, including the Classic Nova with Nova lox and the Classic Whitefish. Advertisement

WHEN: 7 a.m. to 2 p.m. daily WHERE: 428 Forest Ave., Portland. rosefoods.me

______________

ROVER BAGEL

At Rover Bagel, you’ll find wood-fired plain, poppy, sea salt, sesame and everything bagels available most of the time, and the spread game here is strong with cream cheese options like lemon-thyme-honey cream and chili-garlic.

WHEN: 7 a.m. to 1 p.m. Wednesday to Friday, 8 a.m. to 1 p.m. Saturday, 8 a.m. to noon Sunday WHERE: 10 West Point Lane Suite 10-204, Biddeford (Pepperell Mill). roverbagel.com

______________ Advertisement

SCRATCH BAKING CO.

You haven’t lived until you’ve experienced the line of devoted fans waiting for Scratch Baking Co. to open, especially on weekend mornings. Along with the popular Maine sea salt, plain and other everyday flavors, Scratch has a daily special bagel. There’s honeyed rosemary on Wednesday and jalapeno cheddar on Thursday. Scratch is also famous, at least to locals, for its P-Cheese spread. It’s a pimento cheese recipe made with cheddar, mayo, roasted red peppers and seasoning and was passed down to co-owner and head baker Allison Reid by her grandmother, Mern.

WHEN: 7 a.m. to 1 p.m. Wednesday to Saturday, 7 a.m. to noon Sunday WHERE: 416 Preble St., South Portland. scratchbakingco.com ___________

THE MAINE BAGEL

The Maine Bagel is a drive-thru with several breakfast and other kinds of sandwiches available. With a bagel list that features egg and bialy among the standards, the family-owned spot is the perfect place to stop on your way to Pine Point Beach. The Maine Bagel really shines with a dozen kinds of cream cheese spreads, including raisin-walnut, lox, strawberry, cranberry-nut and bacon-chive.

WHEN: 6:30 a.m. to 2 p.m. Tuesday to Friday, 7 a.m. to 1 p.m. Saturday. WHERE: 117 Route 1, Scarborough. themainebagel.com Advertisement

THE WORKS CAFE

The Works Cafe is an institution on the edge of the Portland’s Old Port. It opened in 1990 as Bagel Works before it changed its name in 2002. The original shop in this regional chain opened in Manchester, Vermont, in 1988, and there are 11 locations around New England, though just the one in Maine. Gone are the ’90s-era banana-walnut bagels and cold pizza cream cheese, but The Works Cafe is still a reliable place to grab a salt, multigrain or cinnamon raisin bagel, among others. The menu also has bowls, sandwiches and smoothies.

WHEN: 6 a.m. to 7 p.m. daily WHERE: 15 Temple St., Portland. workscafe.com

Success. Please wait for the page to reload. If the page does not reload within 5 seconds, please refresh the page.

Enter your email and password to access comments.

Forgot Password?

Don't have a commenting profile? Create one.

Hi, to comment on stories you must create a commenting profile . This profile is in addition to your subscription and website login. Already have a commenting profile? Login .

Invalid username/password.

Please check your email to confirm and complete your registration.

Create a commenting profile by providing an email address, password and display name. You will receive an email to complete the registration. Please note the display name will appear on screen when you participate.

Already registered? Log in to join the discussion.

Only subscribers are eligible to post comments. Please subscribe or login first for digital access. Here’s why .

Use the form below to reset your password. When you've submitted your account email, we will send an email with a reset code.

Send questions/comments to the editors.

Member Log In

Please enter your username and password below. Already a subscriber but don't have one? Click here .

Not a subscriber? Click here to see your options

550+ Business Plan Examples to Launch Your Business

Need help writing your business plan? Explore over 550 industry-specific business plan examples for inspiration.

Find your business plan example

Accounting, Insurance & Compliance Business Plans

• View All 25

Children & Pets Business Plans

• Children's Education & Recreation
• View All 33

Cleaning, Repairs & Maintenance Business Plans

• Auto Detail & Repair
• Cleaning Products
• View All 39

Clothing & Fashion Brand Business Plans

• Clothing & Fashion Design
• View All 26

Construction, Architecture & Engineering Business Plans

• Architecture
• Construction
• View All 46

Consulting, Advertising & Marketing Business Plans

• Advertising
• View All 54

Education Business Plans

• Education Consulting
• Education Products

Business plan template: There's an easier way to get your business plan done.

Entertainment & Recreation Business Plans

• Entertainment
• Film & Television
• View All 60

Events Business Plans

• Event Planning
• View All 17

Farm & Agriculture Business Plans

• Agri-tourism
• Agriculture Consulting
• View All 16

Finance & Investing Business Plans

• Financial Planning
• View All 10

Fine Art & Crafts Business Plans

Fitness & Beauty Business Plans

• Salon & Spa
• View All 36

Food and Beverage Business Plans

• Bar & Brewery
• View All 77

Hotel & Lodging Business Plans

• Bed and Breakfast

Finish your plan faster with step-by-step guidance, financial wizards, and a proven format.

IT, Staffing & Customer Service Business Plans

• Administrative Services
• Customer Service
• View All 22

Manufacturing & Wholesale Business Plans

• Cleaning & Cosmetics Manufacturing
• View All 68

Medical & Health Business Plans

• Dental Practice
• Health Administration
• View All 41

Nonprofit Business Plans

• Co-op Nonprofit
• Food & Housing Nonprofit
• View All 13

Real Estate & Rentals Business Plans

• Equipment Rental

Retail & Ecommerce Business Plans

• Car Dealership
• View All 116

Technology Business Plans

• Apps & Software
• Communication Technology

Transportation, Travel & Logistics Business Plans

• Airline, Taxi & Shuttle
• View All 62

View all sample business plans

Example business plan format

Before you start exploring our library of business plan examples, it's worth taking the time to understand the traditional business plan format . You'll find that the plans in this library and most investor-approved business plans will include the following sections:

Executive summary

The executive summary is an overview of your business and your plans. It comes first in your plan and is ideally only one to two pages. You should also plan to write this section last after you've written your full business plan.

Your executive summary should include a summary of the problem you are solving, a description of your product or service, an overview of your target market, a brief description of your team, a summary of your financials, and your funding requirements (if you are raising money).

Products & services

The products & services chapter of your business plan is where the real meat of your plan lives. It includes information about the problem that you're solving, your solution, and any traction that proves that it truly meets the need you identified.

This is your chance to explain why you're in business and that people care about what you offer. It needs to go beyond a simple product or service description and get to the heart of why your business works and benefits your customers.

Market analysis

Conducting a market analysis ensures that you fully understand the market that you're entering and who you'll be selling to. This section is where you will showcase all of the information about your potential customers. You'll cover your target market as well as information about the growth of your market and your industry. Focus on outlining why the market you're entering is viable and creating a realistic persona for your ideal customer base.

Competition

Part of defining your opportunity is determining what your competitive advantage may be. To do this effectively you need to get to know your competitors just as well as your target customers. Every business will have competition, if you don't then you're either in a very young industry or there's a good reason no one is pursuing this specific venture.

To succeed, you want to be sure you know who your competitors are, how they operate, necessary financial benchmarks, and how you're business will be positioned. Start by identifying who your competitors are or will be during your market research. Then leverage competitive analysis tools like the competitive matrix and positioning map to solidify where your business stands in relation to the competition.

Marketing & sales

The marketing and sales plan section of your business plan details how you plan to reach your target market segments. You'll address how you plan on selling to those target markets, what your pricing plan is, and what types of activities and partnerships you need to make your business a success.

The operations section covers the day-to-day workflows for your business to deliver your product or service. What's included here fully depends on the type of business. Typically you can expect to add details on your business location, sourcing and fulfillment, use of technology, and any partnerships or agreements that are in place.

Milestones & metrics

The milestones section is where you lay out strategic milestones to reach your business goals.

A good milestone clearly lays out the parameters of the task at hand and sets expectations for its execution. You'll want to include a description of the task, a proposed due date, who is responsible, and eventually a budget that's attached. You don't need extensive project planning in this section, just key milestones that you want to hit and when you plan to hit them.

You should also discuss key metrics, which are the numbers you will track to determine your success. Some common data points worth tracking include conversion rates, customer acquisition costs, profit, etc.

Company & team

Use this section to describe your current team and who you need to hire. If you intend to pursue funding, you'll need to highlight the relevant experience of your team members. Basically, this is where you prove that this is the right team to successfully start and grow the business. You will also need to provide a quick overview of your legal structure and history if you're already up and running.

Financial projections

Your financial plan should include a sales and revenue forecast, profit and loss statement, cash flow statement, and a balance sheet. You may not have established financials of any kind at this stage. Not to worry, rather than getting all of the details ironed out, focus on making projections and strategic forecasts for your business. You can always update your financial statements as you begin operations and start bringing in actual accounting data.

Now, if you intend to pitch to investors or submit a loan application, you'll also need a "use of funds" report in this section. This outlines how you intend to leverage any funding for your business and how much you're looking to acquire. Like the rest of your financials, this can always be updated later on.

The appendix isn't a required element of your business plan. However, it is a useful place to add any charts, tables, definitions, legal notes, or other critical information that supports your plan. These are often lengthier or out-of-place information that simply didn't work naturally into the structure of your plan. You'll notice that in these business plan examples, the appendix mainly includes extended financial statements.

Types of business plans explained

While all business plans cover similar categories, the style and function fully depend on how you intend to use your plan. To get the most out of your plan, it's best to find a format that suits your needs. Here are a few common business plan types worth considering.

Traditional business plan

The tried-and-true traditional business plan is a formal document meant to be used for external purposes. Typically this is the type of plan you'll need when applying for funding or pitching to investors. It can also be used when training or hiring employees, working with vendors, or in any other situation where the full details of your business must be understood by another individual.

Business model canvas

The business model canvas is a one-page template designed to demystify the business planning process. It removes the need for a traditional, copy-heavy business plan, in favor of a single-page outline that can help you and outside parties better explore your business idea.

The structure ditches a linear format in favor of a cell-based template. It encourages you to build connections between every element of your business. It's faster to write out and update, and much easier for you, your team, and anyone else to visualize your business operations.

One-page business plan

The true middle ground between the business model canvas and a traditional business plan is the one-page business plan . This format is a simplified version of the traditional plan that focuses on the core aspects of your business.

By starting with a one-page plan , you give yourself a minimal document to build from. You'll typically stick with bullet points and single sentences making it much easier to elaborate or expand sections into a longer-form business plan.

Growth planning

Growth planning is more than a specific type of business plan. It's a methodology. It takes the simplicity and styling of the one-page business plan and turns it into a process for you to continuously plan, forecast, review, and refine based on your performance.

It holds all of the benefits of the single-page plan, including the potential to complete it in as little as 27 minutes . However, it's even easier to convert into a more detailed plan thanks to how heavily it's tied to your financials. The overall goal of growth planning isn't to just produce documents that you use once and shelve. Instead, the growth planning process helps you build a healthier company that thrives in times of growth and remain stable through times of crisis.

It's faster, keeps your plan concise, and ensures that your plan is always up-to-date.

Download a free sample business plan template

Ready to start writing your own plan but aren't sure where to start? Download our free business plan template that's been updated for 2024.

This simple, modern, investor-approved business plan template is designed to make planning easy. It's a proven format that has helped over 1 million businesses write business plans for bank loans, funding pitches, business expansion, and even business sales. It includes additional instructions for how to write each section and is formatted to be SBA-lender approved. All you need to do is fill in the blanks.

How to use an example business plan to help you write your own

How do you know what elements need to be included in your business plan, especially if you've never written one before? Looking at examples can help you visualize what a full, traditional plan looks like, so you know what you're aiming for before you get started. Here's how to get the most out of a sample business plan.

Choose a business plan example from a similar type of company

You don't need to find an example business plan that's an exact fit for your business. Your business location, target market, and even your particular product or service may not match up exactly with the plans in our gallery. But, you don't need an exact match for it to be helpful. Instead, look for a plan that's related to the type of business you're starting.

For example, if you want to start a vegetarian restaurant, a plan for a steakhouse can be a great match. While the specifics of your actual startup will differ, the elements you'd want to include in your restaurant's business plan are likely to be very similar.

Use a business plan example as a guide

Every startup and small business is unique, so you'll want to avoid copying an example business plan word for word. It just won't be as helpful, since each business is unique. You want your plan to be a useful tool for starting a business —and getting funding if you need it.

One of the key benefits of writing a business plan is simply going through the process. When you sit down to write, you'll naturally think through important pieces, like your startup costs, your target market , and any market analysis or research you'll need to do to be successful.

You'll also look at where you stand among your competition (and everyone has competition), and lay out your goals and the milestones you'll need to meet. Looking at an example business plan's financials section can be helpful because you can see what should be included, but take them with a grain of salt. Don't assume that financial projections for a sample company will fit your own small business.

If you're looking for more resources to help you get started, our business planning guide is a good place to start. You can also download our free business plan template .

Think of business planning as a process, instead of a document

Think about business planning as something you do often , rather than a document you create once and never look at again. If you take the time to write a plan that really fits your own company, it will be a better, more useful tool to grow your business. It should also make it easier to share your vision and strategy so everyone on your team is on the same page.

Adjust your plan regularly to use it as a business management tool

Keep in mind that businesses that use their plan as a management tool to help run their business grow 30 percent faster than those businesses that don't. For that to be true for your company, you'll think of a part of your business planning process as tracking your actual results against your financial forecast on a regular basis.

If things are going well, your plan will help you think about how you can re-invest in your business. If you find that you're not meeting goals, you might need to adjust your budgets or your sales forecast. Either way, tracking your progress compared to your plan can help you adjust quickly when you identify challenges and opportunities—it's one of the most powerful things you can do to grow your business.

Prepare to pitch your business

If you're planning to pitch your business to investors or seek out any funding, you'll need a pitch deck to accompany your business plan. A pitch deck is designed to inform people about your business. You want your pitch deck to be short and easy to follow, so it's best to keep your presentation under 20 slides.

Your pitch deck and pitch presentation are likely some of the first things that an investor will see to learn more about your company. So, you need to be informative and pique their interest. Luckily we have a round-up of real-world pitch deck examples used by successful startups that you can review and reference as you build your pitch.

For more resources, check out our full Business Pitch Guide .

Ready to get started?

Now that you know how to use an example business plan to help you write a plan for your business, it's time to find the right one.

Use the search bar below to get started and find the right match for your business idea.

The quickest way to turn a business idea into a business plan

Fill-in-the-blanks and automatic financials make it easy.

No thanks, I prefer writing 40-page documents.

Discover the world’s #1 plan building software