| Course | MGT 465 Small Business and Entrepreneurial Planning (MGT/465) |
|---|---|
| Week | 5 |
| Paper type | Complete small business plan |
| Length | about 1,003 words, 4 double-spaced pages plus title page and references |
| Format | APA 7 student paper |
| School | University of Phoenix |
| Program | BS in Business |
| Updated | October 2026 |
Free sample paper for MGT 465 Week 5
The Scioto Courts Business Plan: Executive Summary, Integrated Sections and the First 18 Months
[Student Name]
University of Phoenix
MGT/465: Small Business and Entrepreneurial Planning
Week 5 Assignment
[Instructor Name]
[Date]
Scioto Courts Pickleball Club and all figures are composites written for a model paper.
Megan Kessler and Tom Albrecht have spent four weeks developing Scioto Courts, their composite club for a Hilliard warehouse. They have a concept and strategy, a marketing plan, an operations and management plan and a financial plan. Their meeting with an SBA lender is next month. A business plan earns trust when its parts agree with one another, because a lender who finds one inconsistent number starts doubting all the others. This paper assembles and reconciles the complete plan.
Executive Summary
Scioto Courts will be central Ohio's community-centered indoor pickleball club, with 10 courts, skill-rated leagues, coaching, events, a café and pro shop. Pickleball's popularity has left local players with crowded outdoor courts and few year-round options. The club targets active adults over 50, young professionals, families and companies, positioned on guaranteed court time and community. Founders bring 15 years of fitness center management and accounting expertise. Revenue is projected at $1.09 million in year one and $1.54 million in year three, with operating earnings of about $395,000 by year three. The founders request an $880,000 SBA loan with six months of interest-only payments, $200,000 in equipment financing and a $100,000 line of credit, alongside $250,000 in equity and $140,000 in prepaid founding memberships.
Company Overview
Scioto Courts LLC is owned by Megan and Tom under an operating agreement that defines ownership, roles and decision rules. Megan serves as general manager; Tom oversees finance and administration.
Market and Competition
Local parks maintain waiting lists, online player groups count thousands of members and a survey found strong interest in winter memberships. Competitors include free public parks, two racquet clubs and a franchise facility; the club's advantages are guaranteed booking, leagues and community.
Marketing Plan Summary
The plan targets 150 founding members before opening and 600 by month 12, using a pop-up, ambassadors, referrals, partnerships and targeted ads on a $72,000 budget, with a retention program built on lifetime value.
Operations and Management Summary
The club operates 16 hours a day with 14 positions, court scheduling through an app, a good-jobs approach for frontline staff and weekly operating measures.
Financial Plan Summary
Startup costs of $1.47 million include $300,000 in working capital. Break-even before debt is about 650 members and after debt about 840. Debt coverage is about 1.1 in year two and 2.0 in year three.
Reconciling the Sections: Summer Members
Checking the sections against each other revealed inconsistencies. The marketing plan assumed summer pauses would hold cancellations steady, but the financial plan assumed a 25 percent summer revenue drop. The revised plan uses the financial assumption and adds a summer revenue target to marketing.
Reconciling the Sections: The Member Ramp
The largest inconsistency involved membership. The marketing plan aimed for 600 members by month 12, a year-end figure, while the financial plan used 600 as the average for the whole first year. Starting from 150 founding members and reaching 600 by year-end implies an average closer to 450. Correcting this lowers year-one membership revenue by about $153,000 and deepens the first-year operating loss to roughly $204,000. With loan payments, the first-year cash need now exceeds the $300,000 reserve by about $100,000.
Closing the Cash Gap
The founders responded in three ways: arranging a $100,000 revolving line of credit secured by their personal guarantees, deferring their own salaries for the first six months, worth about $36,000, and asking the lender for six months of interest-only payments on the SBA loan at the start. Together these cover the gap with a small cushion. The executive summary now reports these changes, since a lender would discover the issue anyway.
Reconciling the Sections: Front Desk Hours
The operations plan scheduled four front desk staff, but 16 hours a day, seven days a week, requires about 112 hours of coverage weekly, more than four part-time employees can provide. A fifth front desk position was added, raising labor costs by about $24,000, and the financial projections were updated.
Why Integration Matters
Delmar and Shane (2003) found that planning helped new ventures partly by coordinating activities and decisions, not just by producing a document. Reconciling sections is where much of that coordination happens.
Funding Request
The founders request an $880,000 SBA 7(a) loan, repaid across a decade, to fund buildout and working capital; a five-year equipment note of $200,000 secured by the courts and lighting; and a $100,000 credit line for seasonal gaps. Collateral includes the equipment and personal guarantees.
The 18-Month Timeline
Months one and two: pop-up test and founding memberships. Month three: loan approval and lease signing. Months four through seven: buildout, hiring and training. Month eight: opening. Months nine through 18: league growth, summer programs and monthly reviews against plan.
Milestones
Milestones include 150 founding members by month two, opening by month eight, 600 members by the end of the first operating year, 80 percent peak-hour booking by month 15 and positive monthly cash flow by month 18.
Risks and Responses
Slower membership growth is addressed by working capital and founder salary limits; competition from the franchise by community and leagues; the summer slump by camps, corporate events and pause options; construction overruns by a 10 percent contingency within the buildout budget; and founder burnout by staff cross-training.
Survival Odds and Learning
Haltiwanger et al. (2013) found that young businesses grow fast when they succeed but also exit at high rates. Kerr et al. (2014) described entrepreneurship as experimentation. The pop-up and monthly reviews are designed to learn quickly and adjust before small problems become fatal.
Using the Plan After Opening
The founders will compare actual members, revenue, costs and cash with projections every month, update assumptions quarterly and revise the plan each year.
Conclusion
The complete Scioto Courts plan presents a focused, community-centered club with consistent marketing, operations and financial sections, a clear funding request, milestones and risk responses. Reconciling the sections improved the plan's accuracy, and the founders will use it as a working tool to guide the club's first years.
References
Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures? Strategic Management Journal, 24(12), 1165-1185. https://doi.org/10.1002/smj.349
Haltiwanger, J., Jarmin, R. S., & Miranda, J. (2013). Who creates jobs? Small versus large versus young. The Review of Economics and Statistics, 95(2), 347-361. https://doi.org/10.1162/REST_a_00288
Kerr, W. R., Nanda, R., & Rhodes-Kropf, M. (2014). Entrepreneurship as experimentation. Journal of Economic Perspectives, 28(3), 25-48. https://doi.org/10.1257/jep.28.3.25
What the MGT 465 Week 5 instructions ask
The final MGT 465 assignment usually asks students to submit a complete business plan or its integrating sections. Common requirements include an executive summary, company overview, market and competitive analysis, marketing plan, operations and management plans, financial plan and funding request, milestones and implementation timeline, risk assessment and appendices. Many prompts ask students to revise earlier sections based on feedback. Ensure sections are consistent, write the executive summary last, include milestones and risks, revise numbers that changed and cite sources in APA format. Check especially that marketing targets, staffing and financial projections describe the same business.
How this MGT 465 Week 5 example is built
Four weeks of planning for an indoor pickleball club come together in one document, and the paper shows how. The executive summary states the concept, market, strategy, team, financial results and the $1.47 million funding request in one page. Each section is summarized and checked against the others, which reveals and fixes three inconsistencies: a member ramp counted as an average in one section and a year-end figure in another, summer assumptions that disagreed and too few front desk hours. The first one creates a cash gap the founders close with a credit line and salary deferral. An 18-month timeline runs from the pop-up test to the end of the first year. Risks and responses are listed. The paper closes by explaining how the founders will use the plan.
MGT 465 Week 5 grading rubric: where the points go
Strong final business plans are complete, consistent and persuasive. Instructors credit an executive summary that can stand alone, sections that agree on numbers and assumptions, a realistic timeline with milestones, a candid risk assessment with responses and a clear funding request. Revisions based on earlier feedback show growth, especially when the writer explains what changed and why. Explaining how the plan will guide decisions after launch demonstrates understanding that planning continues. Professional formatting, appendices where useful and correct APA citations complete the plan. Reporting the problems that reconciliation uncovered, and how they were fixed, often impresses instructors more than a plan that claims to have none, because it shows the writer actually tested the numbers against each other.
MGT 465 Week 5 help: mistakes to avoid
Students often attach earlier papers without reconciling them. Read the plan as one document and fix inconsistencies. Another frequent gap is an executive summary that introduces the business without stating the request or the financial results. Include both. Students also omit milestones. Add dates and measures. Avoid hiding risks; address them. Keep the summary to about a page, and put the funding request and key results in its first paragraph. Update numbers that changed during the course. Use appendices for detailed tables. Finally, explain how the plan will be used and revised, since it is a working tool, not a one-time assignment. Report what reconciliation changed.
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MGT 465 Week 5 questions, answered
What does MGT 465 Week 5 usually cover?
It usually covers the complete business plan: executive summary, integrated sections on market, marketing, operations, management and finance, funding request, milestones, risks and implementation.
Where can I find a free MGT 465 Week 5 sample paper?
This page presents the complete business plan for an indoor pickleball club, including the executive summary and timeline, with notes throughout. A free draft of your final plan can be requested.
How long should an executive summary be?
Usually one to two pages. It should state the business, the opportunity, the strategy, the team, key financial results and the funding request clearly enough to stand alone.
Why must business plan sections be consistent?
Readers such as lenders check whether marketing targets, staffing and financial projections agree. Inconsistent numbers undermine credibility and may hide real problems.
How should a business plan be used after launch?
As a working tool: comparing actual results with projections monthly, updating assumptions and revising the plan when conditions change.
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