how to write a business plan for a new position

How to Write a Business Case for a New Position?

Are you considering about adding more team members in your team?

The first step towards this is to craft a compelling business case for a new position.

Because it’s not just about finding room for an extra chair—it’s about strategically aligning your team for success.

In this blog post, we’ll guide you through the art of advocating for a new position within your organization.

Whether you’re amidst an expansion phase, facing evolving industry demands, or simply striving for better efficiency, this step-by-step guide will help you build a solid case that speaks the language of decision-makers and positions your team for the win.

Let’s embark on the journey of how to write a business case for a new position.

What is a business case?

A business case is a comprehensive document that outlines the justification for initiating a new project, making a significant business decision, or undertaking a specific action within an organization.

It serves as a tool to present a structured argument, providing key information and analysis to support decision-makers in understanding the potential benefits, costs, risks, and strategic alignment of a proposed initiative.

Read in detail: How to write a good business case

Why it is important to write a business case for a new position? 

Writing a business case for a new position is essential for several reasons:

Clarity of Purpose

A business case defines the need for the new position and its purpose within the organization. If the new role and responsibilities are clearly articulated and aligned with the organizational goals then there are high chances that the case for new position will get approval of managment.

Strategic Alignment

Management and decision makers often question about need of a new position. One of the logical way is to tell them how a new position is aligned with overall strategic direction of the organization and how the new position will contribute to the long-term success and growth of the business. And the best way to present this information and rationale in a form of a business case.

Resource Justification

Management and other stakeholders also need to know what a new position cost their organization. A good business case for a new position also provides a detailed breakdown of the costs associated with the new position. It surely helps justify the allocation of resources, including budget, personnel, and time.

Risk Assessment

There are always some form of risks associated with every new position in an organisation. A good business case for a new position also identifies potential risks and challenges associated with the new position. And it also briefly outlines strategies for mitigating risks and addressing challenges.

Quantifiable Benefits

Like any other business idea, management is always interested in knowing benefit of a new position in comparison to the cost incurred against new position. So if a business case presents a cost-benefit analysis to showcase the expected return on investment, then it would be easier for management to take an informed decision.

Accountability and Evaluation

A well-crafted business case is also important because it establishes clear key performance indicators (KPIs) for the new position. If these KPIs are developed on very onset then it is quite helpful for both an employer and an employee to track progress and performance. So a business case provides a roadmap of how accountability and assessment for a new position will be conducted.

Features of Business Case for a New Position

Here are some key features of such business case that would be helpful for any business manager who is supposed to write a business case for a new position.

1. Analysis of Current Organizational Structure

The first step to write a business case for a new position is to identify gaps in the current organizational structure. This section serves as a foundation of the business case and rationale behind proposing a new position.

Below are some key areas that should be included in this analysis section:

Current Workload Assessment

Evaluate the existing workload within the organization. Identify departments, teams, or individuals that may be overburdened or struggling to meet their goals due to excessive tasks.

Capacity Analysis

Understand the capacity of the current workforce to handle the workload. Are teams stretched thin? Are there consistent bottlenecks in certain processes? Assess the overall efficiency and productivity levels.

Impact on Organizational Goal

Relate the workload analysis to the achievement of organizational goals. Determine if the current staffing levels are hindering the organization’s ability to meet targets, deadlines, or deliver quality products/services.

Assessment of Skill Gaps

Identify the strengths and weaknesses of team members in relation to the organization’s strategic objective. Anticipate the skills that will be crucial for the organization’s future success. This involves considering industry trends, technological advancements, and changes in customer demands. Are there emerging skills that the current workforce lacks?

2. Emerging Industry Trends

This information is vital for making the case for a new position, as it demonstrates a forward-thinking approach to adaptability and positions the organization to thrive in a dynamic business environment. When writing the business case, be sure to clearly articulate how the proposed new position directly addresses these emerging challenges and positions the organization for sustained success.

Market Analysis

In this section, a crisp analysis of the current state of the industry is presented. All the major shifts in market dynamics, customer preferences, and technological advancements need to be highlighted here and what are those emerging trends that could impact the organization.

Competitor Analysis

A brief analysis of competitor will also help to understand that how competitors are addressing those challenge. Assess their strategies and developments happening in the industry. Identify areas where competitors are gaining a competitive advantage or where the organization may be falling behind.

Regulatory Changes

A paragraph or so on regulatory framework is also helpful to build the context. It is important to mention the latest changes in regulations that could impact the industry. Identify what are those compliance with new regulations that may require additional roles or skills within the organization.

3. Job Role and Responsibilities

After setting up the context and rationale for a new position, now it is turn to define exact job title, core duties and responsibilities.

Choose a job title that clearly communicates the role and is relevant within the industry and organizational context. The title should resonate with industry standards and be easily understood by both internal and external stakeholders.

Hierarchy and Positioning

Consider the hierarchical positioning of the new role within the organization. Ensure that the job title accurately reflects the level of responsibility and authority associated with the position.

Job Description

Provide a detailed description of the core duties and responsibilities associated with the new position. Clearly outline the day-to-day tasks and the role’s overarching purpose within the organization.

Connect the core duties to the broader objectives of the organization. Explain how the responsibilities of the new position contribute to the achievement of strategic goals and address current challenges.

Key Performance Indicators (KPIs)

Define measurable KPIs that will be used to assess the performance of the new position. These indicators should align with the overall goals of the organization and provide a basis for evaluating the success of the role.

4. Desired Qualifications

Clearly defining the desired qualifications helps in creating a profile for the ideal candidate. This section not only assists in the recruitment process but also reinforces the strategic alignment of the new position by ensuring that the candidate possesses the necessary skills and knowledge to contribute effectively to the organization’s objectives.

Skills and Competencies

Specify the technical skills required for the position. This could include proficiency in specific software, languages, or tools relevant to the role.

Identify essential soft skills such as communication, problem-solving, teamwork, leadership, and adaptability. These skills are often as important as technical expertise in contributing to a positive work environment and effective job performance.

If there are skills specific to the industry or niche, outline them clearly. This ensures that the candidate not only has a general skill set but also possesses industry-specific knowledge.

Educational Background

Define the minimum educational requirements for the position, such as a bachelor’s or master’s degree in a relevant field. Be specific about the type of degree required.

 If there are preferred qualifications or certifications that would enhance a candidate’s suitability for the role, list them. This could include professional certifications, specialized training, or additional degrees.

Explain how the educational background is directly relevant to the responsibilities of the new position. For example, certain roles may require a background in a specific field to ensure a deep understanding of industry intricacies.

5. Cost-Benefit Analysis

When projecting costs related to salary and benefits, it’s important to not only consider the immediate financial impact but also to emphasize the long-term value that the organization will gain from investing in a qualified and motivated professional. This section of the business case provides decision-makers with a transparent view of the financial commitment required for the successful implementation of the new position.

Projecting Costs

Clearly outline the anticipated base salary for the new position. This should be competitive within the industry and commensurate with the level of responsibility associated with the role.

Detail the benefits that will be provided to the employee, including health insurance, retirement plans, bonuses, and any other perks or allowances. The benefits package is a crucial component of the overall compensation offered.

If applicable, include any variable or performance-based compensation elements, such as bonuses or commissions. Specify the criteria for earning these variable components.

Provide a comprehensive view of the total compensation package, combining the base salary and benefits. This gives decision-makers a clear understanding of the financial commitment associated with the new position

Anticipated Benefits

Explain how the new position will help in distributing the workload more effectively across the team or department. This can prevent burnout and ensure that tasks are completed with a higher level of attention and quality.

Highlight how the skills and expertise brought by the new hire will lead to specialized contributions, potentially accelerating project timelines and improving overall team output.

Discuss how the introduction of the new position is expected to save time for existing team members, allowing them to focus on more strategic or complex task.

6. Timeline and Implementation Plan

By providing a detailed timeline and implementation plan, you demonstrate a thoughtful approach to the integration of the new position into the organization. This section helps decision-makers understand the practical aspects of bringing the proposed role to fruition and ensures a well-managed and efficient process from approval to successful onboarding.

Recruitment Process

Clearly state the expected timeline for obtaining approval for the new position. This could involve meetings with stakeholders, discussions with the leadership team, and the formal approval process.

Specify the anticipated duration for creating and posting the job opening. Discuss the recruitment strategy, including where the position will be advertised and the methods for sourcing candidates.

Outline the time allocated for reviewing applications, shortlisting candidates, and conducting initial screenings. This phase may involve collaboration with HR and hiring managers.

Onboarding and Training

Detail the expected timeline for extending a job offer to the selected candidate and the subsequent acceptance period. This includes negotiations, if any, related to compensation and benefits.

If the selected candidate is currently employed elsewhere, factor in the notice period and any transitional activities. Plan for a smooth handover if needed.

Present the onboarding plan, including the orientation process, introduction to team members, and initial training sessions. Consider any department-specific or role-specific onboarding requirements.

Outline the training schedule for the new hire, including any skills development, software training, or industry-specific training. Specify who will be responsible for conducting the training sessions.

7. Setting up Key Performance Indicators (KPIs) 

Establishing Key Performance Indicators (KPIs) is a critical step in ensuring that the success and impact of the new position can be measured effectively. Here’s how you can structure this section of the business case:

Identify Relevant KPIs

Determine specific, measurable metrics that directly align with the objectives of the new position. For example, if the goal is to enhance customer satisfaction, a relevant KPI could be the percentage increase in positive customer feedback.

Ensure that the selected KPIs are directly tied to the strategic goals and objectives outlined in the business case. This alignment reinforces the contribution of the new position to the overall success of the organization.

Define Performance Targets

Set realistic and achievable performance targets for each identified KPI. Consider historical data, industry standards, or organizational benchmarks to establish a baseline for comparison.

Specify the timeframe within which these performance targets are expected to be achieved. This could include short-term, medium-term, and long-term goals.

Continuous Improvement Mechanism

Incorporate feedback mechanisms to gather insights from team members, supervisors, and other stakeholders. This information can be valuable in adjusting strategies and optimizing the performance of the new position.

Acknowledge that KPIs and performance targets may need adjustments based on evolving organizational needs, changes in the business environment, or unforeseen challenges

Final Words 

A well-articulated business case for a new position is a strategic document for organizations seeking growth and adaptability. Business leaders need all the rationale and information related to new position to make an informed decision. From identifying gaps in the current organizational structure to outlining the anticipated benefits and establishing key performance indicators, each step in process helps to write an effective business case for a new position.

About The Author

Tahir Abbas

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How to Write a Detailed Business Plan Step-by-Step [Free Template]

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12 min. read

Updated September 23, 2024

Writing a business plan is one of the most valuable things you can do for your business. 

Study after study proves that business planning significantly improves your chances of success by up to 30 percent 1 . That’s because the planning process helps you think about all aspects of your business and how it will operate and grow.

Ready to write your own detailed business plan? Here’s everything you need (along with a free business plan template ) to create your plan.

Before you write a detailed business plan, start with a one-page business plan

Despite the benefits of business planning , it’s easy to procrastinate writing a business plan. 

Most people would prefer to work hands-on in their business rather than think about business strategy . That’s why, if you’re writing a business plan for the first time, we recommend you start with a simpler and shorter one-page business plan.

With a one-page plan, there’s no need to go into a lot of details or dive deep into financial projections—you just write down the fundamentals of your business and how it works. 

A one-page plan should cover:

• • Value proposition
• • Market need
• • Your solution
• • Competition
• • Target market
• • Sales and marketing
• • Budget and sales goals
• • Milestones
• • Team summary
• • Key partners
• • Funding needs

A one-page business plan is a great jumping-off point in the planning process. It’ll give you an overview of your business and help you quickly refine your ideas.

Check out our guide to writing a simple one-page business plan for detailed instructions, examples, and a free downloadable one-page plan template .

When do you need a more detailed business plan?

While I will always recommend starting with the one-page plan format, there are times when a more detailed plan is necessary:

• • Flesh out sections of your plan: You need to better understand how your marketing, operations, or other business functions will operate.
• • Build a more detailed financial forecast: A one-page plan only includes a summary of your financial projections. A detailed plan includes a full financial forecast, including a profit and loss statement, balance sheet, and cash flow forecast to better measure performance.
• • Prepare for lenders and investors: While they may not read the full plan, any investor will ask in-depth questions that you can only answer by spending time writing a detailed business plan.
• • Sell your business: Use your business plan as part of your sales pitch, and show potential buyers all the details of how your business works.

How to write a detailed business plan

Let’s walk through writing a detailed business plan step-by-step and explore an example of what a finished business plan (for a local swim club Pools & Laps) built with LivePlan’s business plan builder looks like.

1. Executive summary

Yes, the executive summary comes first in your plan, but you should write it last—once you know all the details of your business plan. 

It is just a summary of your full plan, so be careful not to be too repetitive—keep it between one or two pages and highlight: 

• • Your opportunity: This summarizes what your business does, what problem it solves, and who your customers are. This is where you want readers to get excited about your business
• • Your team: For investors, your business’s team is often even more important than what the business is. Briefly highlight why your team is uniquely qualified to build the business and make it successful.
• • Financials: What are the highlights of your financial forecast ? Summarize your sales goals, when you plan to be profitable, and how much money you need to get your business off the ground.

For existing businesses, write the executive summary for your audience—whether it’s investors, business partners, or employees. Think about what your audience will want to know, and just hit the highlights.

2. Opportunity

The “opportunity” section of your business plan is all about the products and services that you are creating. The goal is to explain why your business is exciting and the problems that it solves for people. You’ll want to cover:

Problem & solution

Every successful business solves a problem for its customers. Their products and services make people’s lives easier or fill an unmet need in the marketplace. 

In this section, you’ll want to explain the problem that you solve, whom you solve it for, and what your solution is. This is where you go in-depth to describe what you do and how you improve the lives of your customers.

Target market

In the previous section, you summarized your target customer. Now you’ll want to describe them in much greater detail. You’ll want to cover things like your target market’s demographics (age, gender, location, etc.) and psychographics (hobbies and other behaviors). 

Ideally, you can also estimate the size of your target market so you know how many potential customers you might have.

Competition

Every business has competition , so don’t leave this section out. You’ll need to explain what other companies are doing to serve your customers or if your customers have other options for solving the problem you are solving. 

Explain how your approach is different and better than your competitors, whether it’s better features, pricing, or location. Explain why a customer would come to you instead of going to another company. 

3. Execution

This section of your business plan dives into how you will accomplish your goals. While the Opportunity section discussed what you’re doing, you now need to explain the specifics of how you will do it.

Marketing & sales

What marketing tactics will you use to get the word out about your business? You’ll want to explain how you get customers to your door and what the sales process looks like. For businesses with a sales force, explain how the sales team gets leads and what the process is like for closing a sale.

Depending on the type of business that you are starting, the operations section needs to be customized to meet your needs. If you are building a mail-order business, you’ll want to cover how you source your products and how fulfillment will work.

If you’re building a manufacturing business, explain the manufacturing process and the necessary facilities. This is where you’ll talk about how your business “works,” meaning you should explain what day-to-day functions and processes are needed to make your business successful.

Milestones & metrics

So far, your business plan has mostly discussed what you’re doing and how you will do it. 

The milestones and metrics section is all about timing. Your plan should highlight key dates and goals that you intend to hit. 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 : the numbers you will track to determine your success.

The Company section of your business plan should explain your business’s overall structure and the team behind it.

Organizational structure

Describe your location, facilities, and anything else about your physical location relevant to your business. You’ll also want to explain the legal structure of your business—are you an S-corp, C-corp, or an LLC? What does company ownership look like?

Arguably one of the most important parts of your plan when seeking investment is the “Team” section. This should explain who you are and who else is helping you run the business. Focus on experience and qualifications for building the type of business that you want to build. 

It’s OK if you don’t have a complete team yet. Just highlight the key roles that you need to fill and the type of person you hope to hire for each role.

5. Financial plan and forecasts

Your business plan now covers the “what,” the “how,” and the “when” for your business. Now it’s time to talk about money. 

Financial forecasts

What revenue do you plan on bringing in, and when? What kind of expenses will you have? How much cash will you need?

These are the types of questions you’ll answer by creating detailed forecasts. Don’t worry about getting it perfect, these are just educated guesses. Your goal is to get numbers down that seem reasonable so you can review and revise financial expectations as you run your business. 

You’ll want to cover sales , expenses , personnel costs , asset purchases, cash , etc, for at least the first 12 months of your business. If you can, also create educated guesses for the following two years in annual totals. 

If you intend to pursue funding, it’s worth noting that some investors and lenders might want to see a five-year forecast. For most other cases, three years is usually enough.

If you’re raising money for your business, the Financing section is where you describe how much you need. Whether you’re getting loans or investments, you should highlight what and when you need it. 

Ideally, you’ll also want to summarize the specific ways you’ll use the funding once you have it. 

For more specifics, check out our write-up explaining what to include in your business plan for a bank loan .

Historical Financial statements

If your business is up and running, you should also include your profit and loss statement , balance sheet , and cash flow statement . These are the historical record of your business performance and will be required by lenders, investors, and anyone considering buying your business. 

If you don’t want lengthy financial statements overwhelming this section of your business plan, you can just include the most recent statements and include the rest within your appendix.

6. Appendix 

The final section of your business plan is the appendix . Include detailed financial forecasts here and any other key documentation for your business. 

If you have product schematics, patent information, or any other details that aren’t appropriate for the main body of the plan but need to be included for reference.

Tips to write a detailed business plan

Keep it brief.

You may not be limited to one page, but that doesn’t mean you need to write a novel. Keep your business plan focused using clear, plain language and avoiding jargon. Make your plan easier to skim by using short sentences, bulleted lists, and visuals. Remember, you can always come back and add more details.

Related Reading: 7 tips to make a high-quality business plan  

Start with what you know

Don’t worry about following a strict top-to-bottom approach. Instead, build momentum by starting with sections you know well. This will help you get information down and ultimately make you more likely to complete your business plan. 

Set time limits

You don’t have to write your business plan in one sitting. It may be more valuable to set a time limit, see how much you get done, and return to it again in another session. This will keep you focused and productive and help you fit plan writing into your other responsibilities.

Reference business plan examples

Real-world business plan examples from your industry can provide valuable insights into how others have successfully presented their ideas, strategies, and financials. Exploring these examples can inspire your own approach and offer practical guidance on what to include and how to tailor it to your specific needs.

Just be sure not to copy and paste anything.

Prioritize sections that really matter

When writing a detailed business plan, focus on the parts most important to you and your business. 

If you plan on distributing your plan to outsiders, you should complete every section. But, if your plan is just for internal use, focus on the areas that will help you right now.

Download a free business plan template

Are you ready to write your detailed business plan? Get started by downloading our free business plan template . With that, you will be well on your way to a better business strategy, with all of the necessary information expected in a more detailed plan.

If you want to improve your ability to build a healthy, growing business, consider LivePlan.

It’s a product that makes planning easy and features a guided business plan creator , drag-and-drop financial forecasting tools , and an AI-powered LivePlan Assistant to help you write, generate ideas, and analyze your business performance. 

Use your detailed business plan to grow your business

Your business plan isn’t just a document to attract investors or close a bank loan. It’s a tool that helps you better manage and grow your business. And you’ll get the most value from your business plan if you use it as part of a growth planning process . 

With growth planning, you’ll easily create and execute your plan, track performance, identify opportunities and issues, and consistently revise your strategy. It’s a flexible process that encourages you to build a plan that fits your needs.  

So, whether you stick with a one-page plan or expand into a more detailed business plan—you’ll be ready to start growth planning.

Sources in this article

• 1. Parsons, Noah. “Do You Need a Business Plan? This Study Says Yes” Bplans: Free Business Planning Resources and Templates , 10 May 2024, www.bplans.com/business-planning/basics/research .

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Noah Parsons

Before joining Palo Alto Software , Noah Parsons was an early Internet marketing and product expert in the Silicon Valley. He joined Yahoo! in 1996 as one of its first 101 employees and become Producer of the Yahoo! Employment property as part of the Yahoo! Classifieds team before leaving to serve as Director of Production at Epinions.com. He is a graduate of Princeton University. Noah devotes most of his free time to his three young sons. In the winter you'll find him giving them lessons on the ski slopes, and in summer they're usually involved in a variety of outdoor pursuits. Noah is currently the COO at Palo Alto Software, makers of the online business plan app LivePlan.

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