Let's say your average selling price for your service is 逽ሪ and you have one transaction per year per customer. Using that first years sales example we used above, you would calculate it this way. 造같 divided by 逽ሪ = 968 customers needed for the year. Now if your average transactions per customer are more than 1, then you would need fewer customers. As an example, let's say your average transaction per customers per year is 2Ǒ then 968 divided by 2Ǒ = 387 customers per year. Now let's say you estimate your conversation rate to be 3% of turning leads into paying customers with the advertising method you're going to use, how many leads would need to contact to get 387 customers? Simply divide 387 by 3% and you get 12꽭 leads you're going to need to contact.
It could be, for example, the risk of a change in the economic environment _ what are your contingency plans for that in terms of dealing with such a situation? There may be many other risks as well specific to your particular sphere of operation, but that ability to plan ahead for all scenarios makes for a robust business plan. When I have received business plans, the very best responses come from people who have looked at the risks and have an answer for every question. What you never want is to throw a scenario at your plan and have to answer "I don't know what I would do in that situation". You want to plan for every possible contingency, and certainly all the major risks to the ongoing success of your business.