how to write a business plan and review farm performance

How to write a business plan and review farm performance

This publication shows how to build your own comprehensive business plan, step-by-step. Identify strengths and weaknesses. Choose key performance indicators. Lots of worksheets and examples.

Table of contents

Introduction

Chapter 1: Before you start

Why prepare a business plan

Where does a business plan fit in with your management?

What size and scope for your business plan?

Who should develop a business plan?

Where should a business plan be stored?

What's in a farm business plan?

Chapter 2: How to write a farm business plan

Who will participate in the planning process?

Where are we now?

Where do we want to be?

How do we get there?

Chapter 3: Monitor and review farm business performance

Performance indicators - what to measure

Monitoring financial performance

Indicators of financial performance

Farm business records

Compare and evaluate

Review, revise and adjust plans

Chapter 4: Resources, further information and support

On-line resources

Advice, support and training

Appendix 1: Partial budget

Appendix 2: Gross margin budgets

Appendix 3: Development budget

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20 Tips You Should Consider When Creating Your AG Business Plan

by FCSC | May 28, 2024 | FCSC Blog , Industry Insights

Embarking on an agricultural venture, whether it’s running a beef ranch out East or managing a large produce business, is both thrilling and daunting at the same time. Creating an effective, sustainable, and profitable business plan from which to run your entire company appears overwhelming at first glance. However, our Farm Credit of Southern Colorado team is here to help you create a solid business plan or recreate one you already have in place to improve upon. We fully understand the myriad considerations of starting or enhancing your agricultural enterprise. From navigating legal structures to defining your goals and objectives, establishing governance strategies, and making crucial decisions, we’ve got you covered every step of the way.

Let us make the development of this critical document easier for you! We’ve put together a guide that walks you through all the intricacies of organizing a new plan and ensures your journey toward viability is smooth sailing.

How to Create a Helpful Business Plan for Your Farm

A well-crafted business plan is one of the most important foundational pieces of planning for success in the agricultural realm. Whether you’re drafting your very first business plan or revamping an existing one, it’s essential to cover all your bases to be well-prepared for all situations. Here are some key points to consider covering within your plan:

1. Operational Plan: Map out your vision, your mission, and the strategies you will use to achieve your goals. A clear roadmap will guide your actions and keep you focused on your goals.

3. Set Goals and Budgets: Creating a business growth strategy can be more manageable when you start from where you would like your business. Goals give you focus, create budgets, and help you understand if your plan is reasonable. They can also validate whether you’re on the right growth path.

4. Licenses and Certifications: While every farming operation’s certification and license will differ depending on the type of product they produce, it’s crucial to complete your research and ensure you are fully certified and licensed where you need to be. Ensure there is a yearly check-in for reestablishments of all documentation as well.

5. Company History: Record all the pivotal moments in your business from its origins to the present day to organize milestones, accomplishments, and the work of influential figures into a cohesive narrative. It is helpful to record your farm’s progress and story.

6. Inventory: Markup a consistent monthly or quarterly game plan to check in and count your farming inventory. Make sure to include physical count, spot checking, cycle counting, and new product ordering, amongst any other item nuances you may have in your operation.

7. Establish Sales and Distribution Channels: Identify the most suitable sales and distribution channels for your agricultural products to calculate your potential net profit. Explore options such as direct business-to-consumer, partnerships and networks with distributors, and growth paths to get into larger markets and supply chains.

8. Financing Opportunities: Find ways to obtain financing, grants, or loans to further your growth and expansion. Identify potential sources of income and create a comprehensive budget to support your business goals, including forward acquisitions and other growth options.

9. Emergency Protocols: A guide that includes roles, responsibilities, relevant contact information, and resources available in the case of emergency. This plan should consist of assessing damage, protecting property, minimizing damage or business disruptions, and determining the appropriate actions after the incident.

10. File Records: Keep proper records of finances, transactions, inventories, and other vital information to track progress and make informed decisions. Accurate recordkeeping is critical for compliance, financial analysis, and strategic planning.

11. Risk Management: Identify potential risks and develop strategies to mitigate them, protecting your business from unexpected challenges. Engaging and managing risks will help protect your assets and business continuity.

13. Mental Health: Prioritize self-care and well-being to ensure resilience and sustainability. Farm work can be demanding, and maintaining mental and emotional well-being is essential to long-term success.

14. Field Transition Plan: Define follow-up procedures and plans to ensure a smooth transition of ownership and operations. Succession planning is essential to preserve the legacy of your business and ensure its continuity across generations.

15. Environmental Stewardship: Create a map to implement sustainable farming practices, conserve natural resources, and promote biodiversity. A solid hold on your business’ sustainable operations is crucial to appeal to the current customer market in this greener age.

16. Environmental Preparedness: Due to weather and environmental factors like droughts, freezing temperatures, hail, pests, and diseases, you must be prepared to plan and react to each. Adapting to climate change and reducing environmental risks requires careful planning and adaptation that fits your personal business needs.

17. Knowledge Expansion: Ensure you have a game plan encouraging you and your employees to expand their knowledge bases and improve their expertise constantly. Focusing on further education is the steppingstone to sustainability and diversification within your organization.

18. Growth Strategy: Conduct a detailed outline that lists your actions to expand operations, increase revenue, and boost market reach. You’ll want to evaluate the financial, market, and industry positions to establish clear objectives to help your business develop over time.

19. Labor and Workload: Farming can be physically demanding and labor intensive, requiring long hours, especially during critical periods such as planting or harvesting. Managing and coordinating workers’ energy can be difficult, especially in large operations.

20. Marketing: Create a comprehensive marketing strategy to promote your product or service, reach your target audience, and generate sales. Effective marketing strategies will help you build brand awareness, attract customers, and generate revenue. Utilize social media platforms to target your audience directly.

With Farm Credit of Southern Colorado by your side, you’ll be equipped with the knowledge, resources, and support you need to thrive in the competitive agricultural landscape. Our team is here to help not only with the ag financial and ag insurance side of things but also with your farm’s business planning and operational logistics. We take pride in also being an educational resource for our customer-owners, so never hesitate to ask for assistance ! Let’s embark on this journey together and pave the way for your local agricultural venture’s success.

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Summer series: a practical guide to writing your farm business plan, summer series: it pays to listen better, welcome to our summer series, summer series: advice for young farmers, farmers are losing the perception battle on food prices, [best advice] this eight-point plan can help put you on the right path.

Published: May 1, 2024

Features , Guide Business

Farm business planning is always a popular topic of discussion among advisors and management gurus. But statistics still show a slow uptake by farmers. Those using a written business plan, however, are reaping the benefits. Follow the eight steps below to get started. – April Stewart, Associate Editor.

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In a world that crashes from crisis to crisis, Ontario farmer and Nuffield scholar, Amy Cronin, went on a global…

If you’re an avid Country Guide reader, you know that farm business planning continues to be a popular topic of discussion among advisors and management gurus.

Since the “Healthy Minds, Healthy Farms” study was released by Farm Management Canada last May, we have talked to farmers across the country who are regularly using a written business plan and reaping the benefits.

This winter we shared the stories of how a farm business plan drives Hannah Konschuh ’s daily activities, how putting a plan on paper for the first time was a game changer for the O’Rourkes and how focusing on specific components of the plan provides the Cronins stability during uncertain times.

Statistically speaking, these farmers represent the minority. It turns out 74 per cent of Canadian farmers do not have a written plan.

But now that you know more about this management practice and how it contributes to financial success and improved mental health, maybe you’re giving more thought to starting your own plan. Or perhaps you are newly in the driver’s seat of a family operation and looking to adopt new management practices.

Regardless of your current situation, the big question remains: How do you get started?

Set strategic goals

For Kim Gerencser, senior manager with MNP’s farm management consulting team, the first step is to establish clear, tangible goals.

When guiding clients through the business planning process, he initially asks what their goals are. More often than not, his question is met with blank stares.

“Getting started with a business plan is probably the hardest step of the entire process because managers need to decide what they really want to achieve,” says Gerencser, who also serves as chair of the Canadian Association of Farm Advisors (CAFA).

Setting a goal to be as profitable as possible, for example, is not specific enough. “What do you want your farm business to look like in five, 10 and 20 years? Is the 20-year goal to successfully pass it on to the next generation?” Gerencser asks.

To break down this task, he suggests starting with short-term goals and evaluating what equipment or infrastructure needs attention within the next five years.

“It can be really challenging to define your goals but without this very clear first step, the planning process is doomed to fail before it even starts,” he says.

Assess the business

The next step is conducting an internal audit, or honest evaluation of the current state of the business. This means assessing the financial position but also where your farm is at in terms of management and production capabilities and human resource capacity.

In addition, Gerencser adds that family support and the physical and mental health of key owners and managers should be evaluated.

“What are your strengths? What are your limitations? Where is the business positioned to excel? Where is it positioned to struggle?” he asks. “We need to get a clear snapshot of where we’re at on day one so we know what we’re working with.”

Heather Watson , executive director of Farm Management Canada, encourages the use of the Online Farm Business Self-Assessment Tool . She advises that multiple members of the management team can complete the assessment and compare their results before continuing to help support the planning process.

The analysis completed at this stage can then be used to assess the previously established goals. If the goals are not realistic given the resources available, the first step of the process can be revisited. “It doesn’t mean that you have to change your goal but perhaps you can lengthen the time frame and add a new short-term goal that involves strengthening your resources,” explains Gerencser.

Plan your implementation

Once the evaluation is complete and attainable goals are confirmed, it’s time to determine what tactics need to be implemented.

Gerencser says it’s a phase in the planning process where a lot of people hit a roadblock. It can be overwhelming to identify what changes need to be made within your business, which means inertia can set in.

If this is the case for you, he stresses the importance of reaching out for help. He recommends seeking advice from your accountant, lawyer or banker first — an advisor who has seen many business plans but also knows your business.

“Asking for help is incredibly important but don’t just make one phone call and stop at that,” he suggests. “Make several calls to gather several different opinions so you can make the most informed decision possible.”

If your goal is to expand your business by 15 per cent in the next 10 years but cash flow has been identified as a challenge, for example, an advisor like Gerencser could help. Initially, he could analyze cash inflow and outflow but his findings may lead to the involvement of other advisors.

“If gross margin is insufficient, I could point that out but I’m not an agrologist so I likely can’t help you fix it,” he explains. “If the operating expenses are too high, I can help identify some strategies to help you rectify that but if overhead is too high, we may need to involve your banker.”

Write it down

As strategies and tactics are developed, it is key to record them in a written document. Many advisors, provincial ministries and organizations like Futurpreneur have their own business plan templates, but it is important to note that not all sections may be applicable to your farm.

Gerencser suggests part of the honest evaluation may be identifying what parts of a business plan are critical and which are less applicable to your situation.

Watson agrees that business plans can take many forms of complexity and the best planning resources are relative to the format and function the users are looking for. Above all, she notes that a solid plan includes both strategic and operational elements.

“Some people forget the strategic piece and maybe assume a business plan is the same thing as a budget,” she says. “The budget is part of it, but having a vision, goals and priority activities to meet those goals is key to creating the operational element.”

Gerencser knows the planning process seems daunting. It’s not the type of project you can tackle in an afternoon and it does require significant effort, especially when creating a plan for the first time.

Even so, he has no doubt that having a written plan is worth it. Says Gerencser, “The immediate and future benefits of going through this long and sometimes difficult process can be immeasurable.”

What’s in a plan?

A written business plan is a key tool that sets your farm business up for success. While the necessary components vary from business to business, here are eight sections that most farm business plan templates include:

1. Executive summary A concise summary of the key points of the business venture and the purpose of the plan.

2. Business and ownership profile A description and summary of the company’s past achievements and plans for growth. This section includes the ownership structure and the qualifications and experience of each owner.

3. The strategic plan Present the vision of what you want the business to look like in the future and a mission of what the business is doing now to be viable and sustainable. This section includes an analysis of internal and external strengths, weaknesses, opportunities and threats (SWOT), outlines key performance indicators and lists short-term and long-term goals.

4. The marketing plan Describe the industry you operate in, what products you market, who your target customers are, the quantities you plan to sell and the distribution channels you plan to use. If applicable, this section can include steps for attracting and retaining customers as well as strategies for pricing and promoting your products.

5. The production plan Provide an outline of your operation. Describe the resources, production processes and key inputs required for production as well as a basic cost structure. This section is sometimes called the operating plan.

6. The human resources plan Present the organizational structure including key employees and their education or experience. This section includes strategies for recruiting, hiring, training and disciplining employees. Detail salary and compensation information, a labour policy and a succession plan, if applicable. Name the external advisors who play a role in the management of your business.

7. The financial plan This section details the business model for earning revenue. For existing businesses, include financial statements from the past five years and a monthly cash-flow forecast for the upcoming year. For new ventures, include projected financial statements for the first three years of operations and a monthly cash-flow forecast for the upcoming year. The financial statement should include an income statement, balance sheet, cash-flow summary, financing schedule and key ratio analysis.

8. Risk management and contingency plans Present an assessment of potential risk events or incidents and describe the current processes for identifying, measuring and managing risk and detail management response strategies.

Sources : Alberta Ministry of Agriculture and Forestry; Farm Credit Canada; Ontario Ministry of Agriculture, Food and Rural Affairs.

– This article was originally published in the  April 2021 issue of Country Guide .

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Farm business planning

Farm business planning is not just for when the chips are down. It can also be a great tool to set out your vision for your farm, how you plan to reach your goals and drive farm profitability and sustainability.

Farmers face a number of challenges such as seasonal conditions and market volatility and it’s important that a farm business plan supports you to make decisions through these challenging times. A business plan should include worst case scenarios with the hope that they never happen.

Your business plan should also include a timeline for your retirement, family succession or eventual sale of the farm. For long-term planning to result in successful and achievable outcomes, discussions should involve all members of the family who are part of the farm business. There is no point planning for a member of the next generation to take over the farming business if they are not interested in doing so.

Making a farm business plan can be complex and daunting, but there are many highly trained professionals, such as your accountant, solicitor, agricultural consultants, financial advisors, planners to help guide your decisions. It may also be worth talking to trusted friends or neighbours about your plans and see whether they can recommend someone in particular.

A business plan should help minimise stress, however, if you find yourself in a crisis situation don’t avoid making decisions. Reach out for help with personal problems and for business advice and available support services.

Fast facts:

• Many farms are a business, and every business needs a plan to set goals and help guide it through good and challenging times.
• Seek professional help to develop a sustainable plan for your farm. You may be eligible for assistance from a free financial counsellor.
• Don’t despair if you are in a crisis, contact support services for help and advice.

Useful Resources

More information:

Australian Government Department of Agriculture Rural Financial Counselling Service (RFCS)

National Centre for Farmer Health Support Page

Centrelink – Department of Human Services Payments for rural and remote Australians

Department of Primary Industries (NSW) Farm budgets and costs How to write a business plan and review farm performance

Department of Primary Industries, Parks, Water and Environment (Tas) Farm Business Planning Tools

Research & reviews:

Journal of Rural Studies The future of family farming: A literature review on innovative, sustainable and succession-oriented strategies

Canadian Journal of Development Studies Working with stuckness: lessons from an intervention to support intergenerational transitions on Australian dairy farms

Agricultural Sciences Modelling operational decision-making in agriculture

Agronomy for Sustainable Development Processes of adaption in farm decision-making models: a review

Managing Stress on the Farm Book

Available for immediate download or delivery

Privacy Overview

Tips for writing your farm business plan

Writing a farm business plan shouldn’t seem like a mountain to climb. You know your business better than anyone else, all it takes is to just make a start. Put pen to paper and scribble down some notes, or add them to the notes app on your phone as you think about them. Putting your ideas or goals for the future down somewhere is all it takes to begin, and eventually you will have the bones to begin putting together your business plan.

A business plan can help you outline the direction of the business and the actions that will help you to achieve it. It can also be used to help secure financing and investment. Unfortunately, business plans aren’t a set and forget kind of thing, and you will need to continue to review and update it on a regular basis, as your business changes and evolves. 

Your business plan can be as complex or as simple as you like, adding in as much detail as makes sense for your farm. It can be a one-page document or you can go into great detail and really think about what steps you are going to take, assign some key performance indicators to your goals and develop an extensive strategy for your farm business. Neither options are incorrect, but the intended use of your business plan will help to define how detailed it needs to be.

We have put together some of our top tips on writing a business plan, and some of the things you might need to think about for your business. 

• Vision and goals – identify your business vision and goals. Ask yourself – “Where do I see myself in 5, 10, 20 years time? Where do I see my business?” Do you want to grow a large farm with multiple enterprises and a large asset base? Or do you want to have a farm business which allows you the flexibility to spend more time with your family? Are you planning on handing the farm over to your children one day in the future? Write down what you want to see for the future of your business, and use that to help define your vision and goals. You could also draw a picture of what your farm will look like. Stick figures acceptable!
• Think about your passions – What is it about farming that you are most passionate about? Where do your interests lie? Does your business reflect what you care about the most? Identifying the parts of farming you love can help you reflect on what direction you want your business to go in.
• Conduct a SWOT analysis – use a SWOT analysis to help identify where your business’s strengths and weaknesses lie, what are some opportunities to grow and what are some of the threats which could have an effect on your business. Sometimes it can be hard to recognise some of the pitfalls of your business when you are so close to it, or what some of the threats to your business might be. Having conversations about this with other people in the business or members of the family is a good way to identify these.
• Keep good financial records – profit statements, cash flow budgets and balance sheets help to analyse the performance of your business, and trading accounts need to be kept accurate.
• Use your projected budget to help inform decisions – when putting together a projected budget think of the best, most likely and worst case scenarios which can happen to your business. This gives you a critical way of looking at decisions you make for your farm, and is known as informed decision making.
• A marketing strategy or plan doesn’t need to be complicated – what is the product/s you are producing and where are you selling it? A SWOT analysis can help with identifying any gaps or anything that is not working well in your marketing plan.
• The business environment doesn’t mean the location of your farm – business environment isn’t referring to geographical environment, it refers to the external factors which have an effect on your business. These are often out of your control, but you need to think critically about how these factors can and will impact on your business. 

There are an abundance of templates available online to help you set out your business plan, but they may not work specifically for you. You don’t need to completely stick to a template. Find one which best suits your business and edit it from there. Some suggested topics to include in your business plan are:

• Business structure/outline
• Vision & goals
• People management 
• Business environment 
• SWOT analysis
• Risk management
• Marketing strategy
• Financial analysis & projected budgets

Further Information

Business Victoria have a short animation on How to write a business plan

Using a decision tree can help you make a decision that you might be on the fence about. 

Thinking about succession planning can help you thinking about succession if your vision and goals have identified that as something to think about for the future

Tips on approaching the bank has some great tips if you are looking to use your business plan to secure finance. 

   Business Management

April 19th, 2021 at 09:07am

decision making , risk management , succession planning

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How to write a business plan and review farm performance AgGuide

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This publication shows how to build your own comprehensive business plan, step-by-step. Identify strengths and weaknesses. Choose key performance indicators. Lots of worksheets and examples.

• Description
• Introduction
• Chapter 1: Before you start
• Why prepare a business plan
• Where does a business plan fit in with your management?
• What size and scope for your business plan?
• Who should develop a business plan?
• Where should a business plan be stored?
• Wha’t in a farm business plan?
• Chapter 2: How to write a farm business plan
• Who will participate in the planning process?
• Where are we now?
• Where do we want to be?
• How do we get there?
• Chapter 3: Monitor and review farm business performance
• Performance indicators – what to measure
• Monitoring financial performance
• Indicators of financial performance
• Farm business records
• Compare and evaluate
• Review, revise and adjust plans
• Chapter 4: Resources, further information and support
• On-line resources
• Advice, support and training
• Appendix 1: Partial budget
• Appendix 2: Gross margin budgets
• Appendix 3: Development budget

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How to Write a Business Plan and Review Farm Performance

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• 3.5 • 2 Ratings

Publisher Description

Even when the weather is fine and seas are calm, good sailors don’t relax completely. They make sure their boat is on course and in good shape, and they constantly watch for any changes in the weather. It’s the same in farming. A successful farm business plans its direction, keeps its eye on the farm’s performance and watches for any changes that might be ahead. When the going gets tough, and even when it’s not, successful farm managers review their business plans, watch their production, marketing and finances closely and make any adjustments needed to keep the business on track. That’s what this book is about. It shows how to write a business plan step by step, how to monitor the performance of the farm business and how to decide if changes are needed to keep the business on track. A business plan is a great tool for any farm. It helps owners, managers and other stakeholders to develop a shared vision for the future and adopt a strategic approach to achieving that vision. A well prepared plan can help to keep the farm business viable, profitable and satisfying for those involved. Table of Contents Introduction Chapter 1: Before you start Why prepare a business plan Where does a business plan fit in with your management? What size and scope for your business plan? Who should develop a business plan? Where should a business plan be stored? Wha't in a farm business plan? Chapter 2: How to write a farm business plan Who will participate in the planning process? Where are we now? Where do we want to be? How do we get there? Chapter 3: Monitor and review farm business performance Performance indicators - what to measure Monitoring financial performance Indicators of financial performance Farm business records Compare and evaluate Review, revise and adjust plans Chapter 4: Resources, further information and support Books On-line resources Advice, support and training Appendix 1: Partial budget Appendix 2: Gross margin budgets Appendix 3: Development budget

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