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64 The PCB Magazine • October 2016 If progress has been made on selecting and approaching some of the candidate firms, a sta- tus report (including an assessment from Cor- porate Development if the affiliation is to in- volve an equity investment) is included. Step 7—Financial Analysis of Costs and Returns A set of financial scenarios projecting key fi- nancial variables, including expected revenues, line item costs, cost per order dollar (CPOD), operating profits, and return on assets (for both market segments and products). The scenarios describe expected results assuming different levels of effectiveness in your strategy imple- mentation and varying favorability in the eco- nomic/business environment. Financial analysis of costs and returns evalu- ates the merits of the investment commitments indicated by functional plans. It determines competitive advantage investments and return on assets (ROA) by user needs segments. Step 8—Potential Problem Analysis A contingency analysis identifying potential competitor, environment and implementation problems that would force re-examination of the plan: • Assigning probabilities to the occurrence of each • Outlining appropriate countermeasures Potential problem analysis simply states ex- plicitly any major events that would necessitate reformulation of the plan. These are usually competitive/financial assumptions elaborated via risk/sensitivity analyses. Step 9—Recommendations Recommendations to other similar entities concerning the level and type of interactions for sector, group, or division support required to effectively implement the strategy. It explic- itly states the interrelationships that must work if the plan is to work. Step 10—First Year Tactical Plan A link to the first year tactical plans and implementation planning is essential. In this step, the planning organization either outlines the major tactical and strategic objectives, or in- cludes the full set of implementation plans. Summary The Business Plan is the recognized proce- dure to inform and alert management to new ideas or products. These 10 steps (or 10 ques- tions) are an efficient way to execute a business plan and determine if the idea is feasible. PCB References 1. "10-Step Business Plan Process," Hewlett Packard, internal document. 2. "Crossing the Chasm" by Geoffrey Moore, 1991 HarperCollins. Happy Holden has worked in printed circuit technology since 1970 with Hewlett-Packard, NanYa/ Westwood, Merix, Foxconn and Gentex. Currently, he is the co- editor, with Clyde Coombs, of the Printed Circuit Handbook, 7th Ed. To view past columns or to contact Holden, click here. The U.S. Air Force is looking to minimize train- ing requirements by channeling funds toward platform upgrades and changing spending trends in the unmanned aerial systems (UAS) segment. By deploying an open architecture, ensuring stan- dards-based modularity to enable plug and play sensors and implementing quick hardware and software upgrades, the USAF is making a case for a new MQ-X to replace the MQ-1/9 fleet. It is focusing on the less expensive sensors and plat- forms such as those in the MQ-9 extended range aircraft. What's Stoking Growth Opportunities for Interoperable Tech in US Unmanned Aircraft Systems? 10-STEP BUSINESS PLAN PROCESS

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