Template to Write an
informal business plan
Template to Write
An Informal Business Plan
ISBN KDP: 9781791655020
Bibliothèque et Archives nationales du Québec, 2018 Bibliothèque et Archives Canada, 2018
Book design: ASSOUKA
Cover illustration: © Daniel Ernst
Cover design: Amrane Salah
Translation: Lior ldoron
“Each Human is important
to the eyes of God”
Note to the attention of the reader
This note allows the reader to become acquainted with the particularity of the informal business plan and to understand with what spirit it should be read.Italicized texts are comments that help in writing and should be removed after your work just as the text between hooks must be replaced by the relevant information requested.
The following business plan is an informal plan. It proposes to present the information of an informal business project information in the most professional way possible, all while respecting the inherent simplicity at the informal sector. It can be used to clarify the stringent vision of the promoter but most importantly to have confidence in the initiative that is presented. The technical level is therefore lesser, however, without ignoring the unavoidable parts of a business project presentation and especially the pertinence of the information gathered for the business operation. In fact, the only element missing is the financial statements which is not only heavy for the reader but also would not fit with the nature of the informal project which by definition answers base imperatives: start, with an urgent, or in critical conditions, activities that generate revenues (AGR).
For entrepreneurs in the « formal » sector, it, however, constitutes a structure of writing such as inspiring to conditions to push the reflection to a satisfactory level of technical jurisdiction. Notably, we develop the financial aspects.
Analysts are invited not to follow a classical reading routine, but to show proof of sagacity to decode the information in their presentation which, although informal, aims to give guarantees for an investment where the goal is to be reimbursed on term. It is up to you to exit here from your comfort zone, knowing that the limits were marked here in the DNA of the model.
Finally, this informal business plan is the ideal tool for any informal or ethnic entrepreneurs desiring to start the transition towards the market economy by passing through the exercise of career rationalization and formalization all while keeping the informal philosophy characterized by Faith in one destiny…
Table of contents
Note to the attention of the reader 4
Table of contents 6
Summary of the Project 8
GENERAL PRESENTATION 10
The Mission of the Business 10
The Vision of the Promoters 10
The Profile of the Promoter 11
Legal Structure 12
The Business in Five Years (Objectives) 12
MARKET STUDY 14
Definition of the Activity Sector and the Market 14
Competitive Analysis 15
SWOT Analysis 16
Presentation of the Project Environment and Sensitivity 17
Utility of the Project 18
IMPLEMENTATION (THE BUSINESS MODEL CANVAS) 20
Key Partners 20
Key Activities 20
Key Resources 21
Proposition of Value 22
Relation with the Client 22
Distribution Channels 22
Client segments 23
Cost Structure 24
Sources of Revenue 25
Process of Production 26
Customer Path 26
MARKETING STRATEGY (MARKETING MIX) 27
Products Strategy 27
Placement and Distribution Strategy 28
Pricing Strategy 29
Promotion and Communication Strategy 30
FINANCIAL FORECAST 31
Hypotheses of Calculations 31
Financial Structure of the Project 32
Sales Plan 33
Purchasing Plan 34
Cash Budget 35
ANALYSIS OF RISKS AND CONTIGENCIES 37
Within our collection 39
Economic Development Series 39
Ethnic Identity Series 42
Sustainable Development Series 43
SUMMARY OF THE PROJECT
The summary of the project is the most important part of a business plan. It allows the analyst to decide if it reads in detail the plan, or if it disqualifies you from entering the game. You must bring good care to it. As we say in English, « first impression, last impression ». You must write it at the end of your work. The suggestion of writing is to browse the entire business plan, part by part, and to write the synthesis of the most pertinent elements in one or two sentences. To juxtapose them to the end of the lecture. Then, once we have obtained a paragraph of these pieces, we must assure that all of the essential elements are there. Then we must concentrate on the paragraph to render it coherent and fluid. Do not hesitate to give decisive or inciting arguments or also to reorganize the concatenation of ideas to push the analyst to continue its reading. Particularly avoid spelling mistakes in this part. Take a step back, then re-read to only keep one succinct paragraph. You can even have it read by another relevant person who understands the field for advice. Read the entire business plan and judge its pertinence for yourself. Do this part at the end. Start with the « General presentation » part.
[Name of the promoter] is a promoter [give a character quality] that has chosen to start in [name of the activity’s domain]. It aims to now put on the market its project of [give the type of the project and the legal structure] to be able to make noticeable its talent and its professionalism in [give the job or the product or the service]. It is a market marked by [give the main characteristic of the market] by which we aim to position ourselves as [give the competitive edge] before our target clientele, composed mainly of [give the main segments]. With regards to the market, he/she has the advantage to [give its main strength in the SWOT] which allows it to [give a major opportunity in the SWOT linked to the previously cited strength].The business model aims to offer [give the proposition of the value] by making [cite the resources] intervene to guarantee to the client an experience of [cite the key word or the identified relations to the client]. Sales will be facilitated by a marketing strategy emphasizing [choose the category of the marketing mix that you think is the most pertinent or that has the most impact]. The expected average income per month is [calculate the average revenue starting from the plan of sales] for an average cost of [calculate the average price starting from the purchasing plan]. This allows it to generate a profit of [give the amount] that grows by a rate of [calculate the rate of interest]. To launch an initial investment project of [give the amount] is necessary to cover [give each investment necessity with the amount in between parentheses ie: working capital ($16,000)]. This project has a great chance to make a difference in the market. This is why the present informal business plan is submitted to your analysis to give it the chances to honor its yield but to also have an impact in the community through [give the reason].
In this part, we will describe the foundations of the informal business project that we would like to carry out. It serves to give the reader, and potential investor, a preview of the profile or ID card of your project and especially in regards of its definition. There are five chapters in this part. It is advised to talk about oneself in the third person.
The Mission of the Business
The mission statement serves to give the « why » or the justification with regards to the market of your informal business project. That’s what you destine your business to be like. In one sentence, you need to be able to give the key elements of your project to remember: what you offer, to who you offer it to, where you offer it, and by which means.
The business [name] proposes to offer [product or service] to a clientele of [profile of the clientele] in the region of [localize the locations of the offer] starting from [specify how or a durable resource]
The Vision of the Promoters
The vision is the occasion to share the ideal situation that you want for the market and even the world, and to make appear how your project contributes to it. You can take advantage of it by giving a brief history of the experience that pushes you to chance or reinforce the status quo with your project.
The vision of [name] is to give to [cite the market or object to change] a better quality by [cite the change you wish to bring] thanks to [cite the means to put into place]. This vision has come to the promoter, after his experience in [cite the sector] that permitted it to understand that [give your conclusion or remark] and equally [eventually give another conclusion or remark] to the point of wanting to contribute to the performance of that sector with [the innovation] contained in this project.
The Profile of the Promoter
The profile of the promoter(s) gives you the occasion to present yourself under the form of a biography putting the pertinent elements for the project out in front. Everything does not have to be forcibly said of you but emphasize the quality of your management, your knowledge and competencies in regards to the project, your teamwork skills, the talent that is at the heart of the activity and especially your ethics or honesty, rigor, maturity and sense of responsibilities that will be engaged, notably for the reimbursement of funds that you ask for.
[Name of the promoter] is a [title] that has [number] years of experience in the [cite the sector] sector. He has been trained to [competency] by [mentor or school] that permits him/or her to launch this project on their own. He is known for his sense of [cite an attribute] and his qualities of [cite the qualities] that permit him to efficiently manage his business. He appreciates in life [cite a pleasure] but likes [cite a difficulty] less as his objective is to always [give a motivation or ambition]. It is what helps him to succeed and to honor his commitments.
Re-add elements where necessary and in the case of multiple promoters, do it for each.
It serves here to remember the denomination of the business and to indicate the legal structure that was chosen. You can ideally specify the reasons that have pushed you to choose the denomination and the legal form and the appropriate link between the two
The business [denomination] is a [legal status] registered at [give the registrar organization] with the number [give the business number] since [give the date]. This name comes from [origin] and means [sense] because the goal is to vehicle the message of [vocation] in our activity. The legal structure in [re-state the legal structure] is the most adapted to our informal business project as it permits us to [give the justification].
The Business in Five Years (Objectives)
It serves here to project itself in the future to show the reader, one at a time, your medium-term objectives and your realism on the development of your project. Five years is, in the liberal economy, a hinging period based from how a business is sensed to have finished the most perilous launching phase and to engage in pre-growth. In the informal economy, everything depends on the nature of the activity. An informal initiative can be solid after a few months. It is good to show that the borrowed funds will be reimbursed totally or in part, or in default, to make it your priority.
Five years after the launch of this project, it will achieve a regular business number of [amount]. This will permit it to have reimbursed [percentage] of the initial loan. Its influence in the market will allow it to be considered as the number [rank] of the sector. And the clientele will say of the enterprise that it is [give an appreciation].
In this part, we will analyze the market, that is, the sector of the activity in which you want to insert yourself with your business project. The goal is to give the general context of the market with key characteristics like the trends, the emulators (or competitors), your situation with regards to the market (strengths, weaknesses, opportunities and threats) and the pertinence of your project for the community (important parts) before its positioning. Even if the stress in the informal sector in not on the predictions since we invest in strategic adaptation of the market, this part is still important to have an overview and first insights of the environment of your informal business project.
Definition of the Activity Sector and the Market
It serves here to delimit the sector of the activity of your business and the official classification of local legal registrar organisms, and later to identify the market in which your activity inserts itself into. In principle, these two notions are normalized for practical classification questions. You therefore need to do a research to find out what is the closest for your activity.
The activity sector is that of [give the sector or write « informal business » by default] and the market is that of [give the market ex: ready to wear, sewing and fashion]. The corresponding administrative codes are respectively [give the codes of the appropriate (facultative) case].
In the informal theory that we present, the competitors are also called followers in the measure of where there is no hostile dynamic for commercial practice in the selling space. Here, we will identify clearly these different dynamics that make them hostile or not. The essence is to find the main players, and their impact on our capacity of commerce. It is good to know well those who we interact with directly or indirectly in order to know which part of the market we can claim or if you want to preview what will be the level of our sales.
In this market, competition is very present in the physical location of our project, notably in [give the localization]. Not only is the number of economic actors important, but the offer of the service is similar, which reduces the market shares for each person as well as the revenue that we can get from these activities. This average revenue amounts to [give the revenue if you know it] every [give the frequency]. It is one of the effects of the weakness of the barrier at the entrance. The job concerns at times men and women that can [give the type of products or services offered]. The competitors that are the most susceptible to influence the project are [give the competitors and their services or products offered]. The potential substitutes are [give the services or products that can replace yours]. They are projects that globally have as advantages [give the advantages or a make a table by competitor] and as inconveniences [give the inconveniences or complete the table by competitor with this element]. Generally, their strategy is to [give the strategy pursued by the competitors] in adversity to what see ourselves doing by [give your strategy in response to the competition].
This tool is classic in strategy. The SWOT Analysis (SWOT= Strengths, Weaknesses, Opportunities and Threats) is an inventory of characteristics of your project seen under an internal angle (strengths and weaknesses) and external angle (opportunities and threats). It serves to observe the tangible or non-tangible factors influencing the development of your project.
List what makes up the assets of the project, ie :
• Mastering of the job
• High quality requirements List what makes up the defects of your projects, ie :
• Financing default
• Need to reinforce capacity
List the possibilities to grab around your project, ie :
• Family business culture
• Mature clientele and aware of their needs List the threats that can set up around your project, ie :
• Very popular and competitive sector
• Weak buying power from the local clientele
Presentation of the Project Environment and Sensitivity
It is asked of you here to describe the context in which your project will insert itself into, and to especially estimate potential financial fluctuations, and the trends that characterize it. This will allow the reader to understand the challenges that you face and to evaluate the risk that you take with your business.
The project [restate the project] is marked by an environment [give the characteristics like « very competitive, an almost saturation of the sector due to the weak entry barrier of the market »]. It results in that the financial fluctuations and the expected revenue will need more effort to be captured. In fact, this will depend on [give the justification of your hypothesis]. The current trends are [give the trends]. They comprise an infatuation of the clientele due to [give the reasons for the trends]. The project is [weakly, moderately or greatly] sensitive to [give the parameter] due to [give the reason for the sensitivity]. The immediate effect will be to do [give the effect of the sensitivity to the environment as described]. Therefore, the objective will be to [give an operational objective] to gain precious market shares.
Utility of the Project
Utility is an informal notion of our model. It allows us to specify the social to community dimension of the project. It serves as a utility in terms of durable and economic development. It is the equivalent of the impact or more exactly of the result in a matrix of logical context.
This project is justified to the point of its social consequences that permit it to [give the beneficiaries or the target market] and [give the economic gain]. Through induced effects it will allow the community [give the community] to dispose of [short, medium or long-term][give the community economic gain] and to facilitate [give the impact or the result]. As well, it allows us to encourage innovation and creativity that the promoter has shown proof of to diversify the local offer of services and products and to improve the trends of the sector.
Positioning is a key element that fixes itself for the entire project in the market (except strategic repositioning). It is like giving a name to a child with its meaning linked to what we expect of it in life and the culture in which it is issued from (therefore, a name change for example, for a change of religious confession is like a strategic positioning). It is good to think before officially announcing. Positioning is done with regards to the market and to the type of activity of the project. It serves to make a declaration in one sentence just like for the mission.
[Re-state the project] aims to position itself on the market of [re-state the market] to offer [re-state the target clientele] localized in [re-state the vastness of the market or the segments] a quality [service/product] characterized by [say what distinguishes the service or product that you offer].
IMPLEMENTATION (THE BUSINESS MODEL CANVAS)
In this section, we will build what we call the « business model » of our project by using a template called the « Business Model Canvas » simplified for the need of the cause. The exercise can equally be done in part on a sheet made for this and see the results of your reflection in your informal business plan. Start with your value proposition describing your offer. Then, fill out the right part, then the one left of the proposition of value and finish with the bottom.
List the partners returning into play in your project.
• Public administration (taxes)
• Family (financing)
Give the process of the conception of your service or product, or list it in the elements in no particular order.
• Selection of raw materials
• Composition of recipes
List the resources put into play in your project
What I have What I need to research
• Ruler • Scissors
• Stitching machine
• Tracing table
• Machine bench
• Billboard to show the Salon
• Strings • Tissue
• Taylor • Apprentice
• 50,000 in savings • 300,000 in financing
Proposition of Value
Remember your service offer (not the activities) and give a keyword characterizing it:
The project offers [services/products] in [give your job or the type of product that you confection] #[key word, ie: « #unique experience »]
Relation with the Client
State what characterizes client interactions starting with previous key words.
To offer [key word] the promoter wants to string links [characterize the links, such as: personal, loyalty, professional, partnership, or exchange] to guarantee proximity with the offer.
List the locations and sources of distribution or provision of your offer:
• Alexis Nihon shopping centre
• Soumbédioune Artisanal Market
A segment is a homogeneous group of elements at the heart of a set that contains it. Therefore, a client segment is a group of clients having common characteristics that we will put into place in a specific commercial strategy. Here, make groups with your clientele and give an explicit identifier according to what characterizes them.
• Active middle-class youth interested in the event
• Students interested in entertainment
• Mature crowd looking for a chic experience
Give the costs that you engage in the production of the service or of the products. If you have identified, at the top, all the resources, it will serve here to associate it with an amount or « cost ».
Objective of monthly production: 10 items
Variable monthly costs (primary matter)* Quantity Unit price Amount
(= Quantity x Unit price)
Tissue 20m 2,500 50,000
Button 200 10 2,000
Reinforcement 500cm 1,000 per metre 5,000
Strings 20 coils 75 1,500
• Electricity : __
• Water : ___
• Telephone : ___
• Rent : ___
* specify the currency
Sources of Revenue
Present the type (issued from your catalogue) of production as well as the quantities that you want to produce (here) monthly (if not weekly or annually). Choose your frequency and be coherent throughout the document.
Item of the catalogue Sale price* Monthly objective Amount*
(Sale price x Objective)
Wax shirt 8,000 15 120,000
Cotton shirt 7,000 10 70,000
Super 100 Costume 8,000 5 40,000
Western trousers 10,000 8 80,000
Traditional trousers 7,000 15 105,000
Boubou 10,000 10 100,000
Longshoreman 7,000 1 7,000
* specify the currency
Process of Production
Describe how you obtain your service or product. By insisting on the key steps and by indicating the resources brought into play.
To obtain the [services/products] the first step is to [describe the step] by making [indicate the resource] intervene, that will take care of [describe the intervention] …
This is another plus with regards to the model. It allows us to give the steps by which a client passes by once he is in contact with your business up until the conclusion of the sale. You can choose not to include this part in your informal business plan if you do not think about mastering it. Use a diagram, ideally to represent the journey. Approach us for any accompaniment.
MARKETING STRATEGY (MARKETING MIX)
In this part, we will describe the four basic elements of our marketing strategy. The latter consists of defining the arguments and characteristics to put in place to prepare for the sale step. It is what we call marketing mix or 4P’s (which the model evolves from).
Describe what you will do to make your product attractive on the market and to therefore facilitate its sale.
The product strategy is based on [cite the characteristics of the product ex : quality, creativity, and care of its finish, flavor, etiquette]. The promoter wants to emphasize [give the strategic criteria to be put in front] to produce with great quality and to therefore make a name for themselves on the market and to attract its target clientele.
Placement and Distribution Strategy
Describe what you will do to efficiently distribute your service or product on the market and to therefore facilitate its sale.
The [services/products] will be made in [give the place] then distributed by [give the means ie : network, resources, partners, Internet] to reach its target clientele in the following geographic zones [give the places]. The distribution technique is desired to be [give the strategic asset]. The promoter aims to therefore gain efficiency and to save in [give the advantages of the strategic choice] through this strategic choice. He aims to create a pleasant experience for the time the client must spend with him. The [services/products] will therefore be available everywhere at [give the place] that will permit it to maximize potential sales.
Describe what you will do to define attractive prices for the client and rentable for you, and to therefore facilitate the sale of your service or product.
[Give the name of the project or the business] wishes to be known for the quality of its presentations and its products. However, the strategic choice here is to [give the strategic choice ie: to align with the market prices, to distinguish and impose its prices by defining its margin]. The perception wanted by the client is [give the competitive edge]. It is what justifies the prices of our following catalogue [list hereafter the catalogue with the prices (see « source of revenue » in the implementation part]
Promotion and Communication Strategy
Describe what you will do to inform and promote your service or product to the public and to therefore facilitate its sale.
The promotion and communication strategy of the promoter is based on [characterize the strategy ie from mouth to ear] by using [cite the associated means and supports, ex: ad on supports in the format of business cards]. The commercial approach will be [give the sentence to serve as the hook]. This was chosen because [justify the reasons behind your choices with regards to the target clientele] to have the following result [cite the expected result].
In this part, we will present the calculations that prove the strategic viability of our project. It is important to give it a particular care. Remember: knowing that everyone does not have the possibility to produce financial statements, this part has been simplified to the maximum. If you use the tool and you want to submit your project to an institution, it is greatly possible that it demands financial statements as it would distract its method of analysis too much. The appeal to an accountant will be without a doubt necessary. Otherwise, producing the minimal information presented here gives a seasoned analyst the possibility to make an idea of the potential economic performance of your project. For what is of the observation period, we choose it variably (9 months from now), even if the norm is to show your calculations every 12 months. Everything depends on the project’s lifecycle.
Hypotheses of Calculations
The hypotheses grouping together the set of conditions that applies to calculations of this part. It is good to note them gradually as we fill out the financial information. A hypothesis serves to justify the choices that you make in your calculations and gives assumptions that you make on the market, for example, to justify the number of items sold at a certain frequency.
• In the absence of the exact amount of certain information such as fixed charges and totals, estimations are done.
• Objectives are pessimistic and can be chosen to be linear in each category of services.
• The 6-month working capital allows the entrepreneur to put into place a communicationstrategy to let him be known and to rapidly acquire his loyal clientele.
Financial Structure of the Project
The financial structure serves to identify the initial investments achieved to launch the project and to isolate the part that comes back to loans, donations and personal savings, and also the necessary working capital. It serves to also know what are the assets (active) and the debts (passive). Roughly, we have an image of the initial heritage that can serve as a guarantee to a loan or to give value to the next business.
• There is no starting personal contribution reunited by the entrepreneur
• The starting amount must be able to cover the purchase of the material, 6 months of working capital (to especially cover fixed charges such as commercial rent), about $16,000 (estimate)
The sales plan resumes the forecast made to flow out the services or products on the market and the revenue that is supposed to be made consequently. Objectives must ideally concern services or homogeneous products. Do not hesitate to make the sales plan service by service or product by product. Otherwise, specify in the hypotheses that it serves as a total.
Month M1 M2 M3 M4 M5 M6 M7
Objective 31 31 31 49 49 49 64
Forecast of monthly sales (A)* 250,000 250,000 250,000 400,000 400,000 400,000 522,000
Use the table for sources of revenue.
* specify the currency
The purchasing plan resumes the forecast made to provision in different items entering the production of services or products at the supposed cost. The objectives must ideally concern homogeneous services or products. Do not hesitate to make the purchasing plan service by service or product by product. Otherwise, specify in the hypotheses that it serves as a total.
Month M1 M2 M3 M4 M5 M6 M7
Objective 31 31 31 49 49 49 64
Forecast of monthly sales (B)* 150,000 150,000 150,000 200,000 200,000 200,000 250,000
Use the table for the structure of the costs
* specify the currency
The cash budget is the most expanded element in the presentation of financial calculations of our model. It gives the analyst a quick idea of the evolution of the gross profit of our project. It uses the results of the previous tables. Here are the formulas in between parentheses to know how to calculate. Here, we have zero in cash at the start of month M1, as inside the parentheses, we supposed that there was no initial investment on the part of the promoter.
Month M1 M2 M3 M4 M5 M6 M7
Cash at the start (a) 0 75,000 150,000 225,000 350,000 475,000 600,000
Cash minus disbursements (b = A-B) 100,000 100,000 100,000 200,000 200,000 200,000 272,000
Reimbursement of the financing (c) 25,000 25,000 25,000 75,000 75,000 75,000 150,000
Cash at the end (= a + b -c) 75,000 150,000 225,000 350,000 475,000 600,000 722,000
The analysis gives you the occasion to argue in favor of your project by using all of the elements that you are using in your writing. Itdoes not mean to summarize it. It means to convince the analyst with precise examples of your project’s durability and viability. It however needs to be short and relevant (critical and realistic sense). Do not hesitate to state the weaknesses of your project and say what you will do to overcome them. Imagine what you would say to an analyst, face to face, if he asked you: “why must I finance your project?”
This project is characterized by a strong growth in revenue. This is due to ambitious objectives that the promoter fixes. They have been revised downwards after testing with a pilot project and a test clientele. Also, the sale price compared to the necessary raw materials for the confections permits us to clear comfortable margins. Knowing that the client often furnishes their tissue or can buy prêt-à-porter products, it is the workforce that becomes the main charge. It is always hard to estimate the data of the cost, but we wanted to aim for a minimum for a start in good conditions. However, it is possible that with lessened means, the project [give the name of the project] can be launched on a smaller scale and can already achieve orders all while progressively saving until the implementation in a locale. This will permit it to reinforce its reputation and to build a loyal clientele that will follow it when it opens its shop. Some competitors have used this formula with success. It remains important to support innovative projects and promoters like these so that they permit actors of solidarity in the community. The project has its assets (returns and uniqueness) to be a leader in the [give the market or re-state the positioning] market.
ANALYSIS OF RISKS AND CONTIGENCIES
In this part, we create a table of potential risks in which the project may face by listing the measures in which can be taken in the event that this takes place.
Identification Probability Impact Management strategy
The necessary sums at launch take time to be reunited Strong Strong Redouble on fundraising and savings efforts starting with remunerated work. Consider a credit
The competition is too strong in the place of implementation Medium Strong Consider a relocation. Or associate with a well-established competitor (emulator) for the start
Etc. Etc. Etc. Etc.
Put each element that allows to support the points presented in the informal business plan:
Example guide :
• Diploma or attestation
• Photo of the products
• Statistical references
• Letters of purchasing intent
Within our collection
The Wisemen Council has committed to publishing digital books in three editorial lines namely “Economic Development”, “Ethnic Identity” and “Sustainable Development”. Our goal is to accompany the effort of reappropriation of the economic future and the renewal of the Black civilization in a logic of valorization and sharing with the other cultures of its philosophy and its informal Attitude. Our collection is part of the empirical research project of its Think Tank, the Ka Method, as well as its consulting activities in Project Strategy.
Published so far:
Economic Development Series
Un aperçu des défis au sein de la communauté des entrepreneurs ethniques, Arnaud Segla, The Wisemen Council, 2015, ISBN: 978-2-9815262-0-5.
An overview of the challenges within the ethnic entrepreneur community, Arnaud Segla, The Wisemen Council, 2015, ISBN: 978-2-9815262-1-2.
L’entrepreneur informel entre efforts et peu de richesse, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9815262-6-7.
The informal entrepreneur between efforts and little wealth, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9815262-7-4.
Une entreprise ethnique en 40 heures, Arnaud Segla, The Wisemen Council, 2014, ISBN 978-2-9813457-6-9.
Business in the box, Arnaud Segla, The Wisemen Council, 2014, ISBN 978-2-9813457-7-6.
L’art de s’intégrer par l’entrepreneuriat, Arnaud Segla, The Wisemen Council, 2014, ISBN 978-2-9813457-8-3.
Successful Citizens through entrepreneurship, Arnaud Segla, The Wisemen Council, 2014, ISBN 978-2-9813457-9-0.
Stratégie de projets ethniques, Arnaud Segla, The Wisemen Council, 2016, ISBN 978-2-9815262-2-9.
Ethnic Project strategy, Arnaud Segla, The Wisemen Council, 2016, ISBN 978-2-9815262-3-6.
Réussir par la voie Informelle, Arnaud Segla, The Wisemen Council, 2016, ISBN 978-2-9815262-4-3.
Succeeding through the informal way, Arnaud Segla, The Wisemen Council, 2016, ISBN 978-2-9815262-5-0.
Attitude, Correction, Simplicité et Modération, Arnaud Segla, The Wisemen Council, 2017, ISBN 978-2-9816289-8-5.
Comment fonder mon entreprise Informelle, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9815262-8-1.
How to settle my informal enterprise, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9815262-9-8.
Comment présenter mon projet informel à des personnes a ressources, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-6-1.
How to present my informal project to people of resources, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-7-8.
Comment créer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-0-9.
How do I create my ethnic business, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-3-0.
Comment lancer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-2-3.
How to launch my ethnic business, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-1-6.
Comment faire durer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-4-7.
How to make my ethnic business last, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-9816289-5-4.
Gabarit pour rédiger un plan d’affaires informel, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-9816289-9-2.
Template to write an informal business plan, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-00-0.
Gabarit pour rédiger un plan de stratégie Marketing informel, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-01-7.
Template to write an informal strategic Marketing plan, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-02-4.
Ethnic Identity Series
Les Anges dans l’esprit, Arnaud Segla, The Wisemen Council, 2014, ISBN 978-2-9813457-5-2.
Short Stories Category
Le Point, quatre saisons pour reconstruire (première édition), Arnaud Segla, Les Éditions Grenier, 2011, ISBN 978-2-923470-45-0.
Le Point, quatre saisons pour reconstruire (édition révisée), Arnaud Segla, The Wisemen Council, 2013, ISBN 978-2-9813457-0-7.
Au nom de l’a-guère, le jour du réveil, Arnaud Segla, The Wisemen Council, 2015, ISBN 978-2-9813457-4-5.
The Black Kingdom, la voie des dieux, Arnaud Segla, The Wisemen Council, 2013, ISBN 978-2-9813457-1-4.
Sustainable Development Series
Ka Method Category
Introduction à la Méthode Ka, Arnaud Segla, The Wisemen Council, 2013, ISBN 978-2-9813457-2-1.
Introduction to the Ka Method, Arnaud Segla, The Wisemen Council, 2013, ISBN 978-2-9813457-3-8.
Charte de projet de la Méthode Ka, Arnaud Segla, The Wisemen Council, 2012, –
These books are available to date on Amazon.
Photo: Awa Lake Diop
Arnaud Segla M. Sc., M. Sc. Admin., CAPM. Consultant Manager and coach in social ethnic, informal and numeric entrepreneurship projects. I organize and animate learning activities and accompany many entrepreneurs in the attaining of the objectives of their business project.
Since 2009 I offer consulting services for ethnic and informal entrepreneurship projects within the economic and identity development for migrant workforces. I associated myself with every helping stakeholder to realize my vision with the business The Wisemen Council.
“Making informal economy a quality alternative to the liberal System”