Copy this into a document and complete it with real details. Keep it short enough to review weekly. Replace assumptions with observations as the business learns.
- The work we want: [service, project type, area and useful boundaries].
- Capacity available: [jobs, crew-days or dates], after current commitments and contingency.
- The buyer and trigger: [who needs the service and what usually prompts them to look].
- Our offer sentence: We help [buyer] with [specific work] in [area]. The next step is [action].
- Evidence we can show: [three relevant examples, credentials or other truthful proof].
- Near-term route: [one activity that can reach existing demand or relevant contacts].
- Longer-term route: [one asset or channel that builds visibility over time].
- Weekly time: [owner, hours and calendar blocks].
- Cash limit: [amount we can risk], including external fees and supporting costs.
- Response commitment: [who answers, when and what counts as a useful answer].
- Record location: [spreadsheet or system], maintained by [person].
- Success evidence: [suitable conversations, booked work, contribution or another defined result].
- Review date and decision: [date], when we will continue, modify or stop based on [evidence].
Complete an example
A solo installer might write: “We want two additional closet installations next month within our normal travel area. We will respond to relevant local requests and improve our closet service page. We have three completed projects to show, three hours a week and a modest print-test budget. We will record source, fit, quotes and bookings, and review after the normal decision window.”
The example is intentionally modest. A useful plan fits the business's capacity and gives the owner a way to learn. A much larger plan with no responsible person or review date is less actionable.
Keep visible: the next acquisition action and the next customer action. If you can identify both at the start of the week, the plan is doing useful work.