I created the best free business plan template for individual sales reps — here's how

When I first started freelancing at 19, I thought “being good at the work” was enough. Write well, deliver on time, keep clients happy — that was my whole playbook.

But it didn’t take long to realize I was also my own salesperson. If I didn’t approach client acquisition with the same structure and intent that bigger sales teams used, I’d always be chasing projects instead of building a steady pipeline.

That’s when I borrowed a page from traditional business plans and sales plans. I reframed the idea into something personal: a roadmap for my career as a rep for my own services. In this article, I’ll walk you through how individual sales reps can do the same with a customized business plan.

Table of Contents

• Sales Business Plan Layout
• Free Business Plan Template
• Business Plan Sections Explained
• The Sales Plan
• Individual Business Plan Examples for Sales Reps

Sales Business Plan Layout

1. Goals
2. High-Level Review
3. A Strategy
4. Tactics and Actions
5. Key Performance Indicators (KPIs)
6. Obstacles to Success
7. Personal and Professional Development

This kind of document can be a big help as you try to get a pulse on your professional status, strengths, ambitions, and trajectory — among other key elements. Let's take a look at what the layout of your sales business plan can look like.

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1. Goals

In my (and probably your average sales leader‘s) opinion, you should start with your endgame when putting a plan like this together. These kinds of plans are roadmaps, and a roadmap is pretty useless if you don’t have a destination in mind.

Ask yourself, “What am I trying to accomplish professionally?”

This approach isn't tailored to suit a single, universal outcome. Where it leads is up to you. But as general as its possible purposes might be, you still want to approach it with a lot of specificity … and measurability, attainability, relevance, and time-boundness (I think that's how you would phrase that.)

In other words, make sure your goals cover all of the SMART bases.

Are you trying to get a promotion? Move up your salary band? Improve how you deliver on a specific KPI?

Whatever your ideal outcome might be, jot it down and keep it in mind as you put the rest of your plan together. That‘s your compass — your North Star. Without one, you can’t put together a thoughtful, executable plan that will get you to where you want to be.

2. High-Level Review

Now that you‘ve laid out your ambitious but doable goals, you’re going to want to consider what you‘ve already accomplished, how you’ve performed, and the strategies you've leveraged.

Nobody‘s perfect. We’ve all seen our share of good and bad days professionally. Some things worked for us. Others didn't. If you want to create a sound sales business plan, you need to take an honest stock of all of those elements — or at least the ones that are relevant to your objectives.

Now, you might be thinking, “Gee, that sure sounds helpful! But if I‘m being real, you’re being extremely vague. Please, tell me what this can look like.”

Well, in this context, you can start by taking an honest look at your KPIs. Where are you falling short? From a high level, what tactics would you need to refine to bump those numbers up? How do you currently approach those tactics? You can also source more qualitative feedback by consulting your manager, your colleagues, or your clients.

For instance, let‘s say you’re struggling with your conversion rate on cold calls. You might start by comparing your figures with your peers‘. You might realize you need a better pulse on your sales messaging or rapport-building skills. If your org leverages conversation intelligence, you could take a look at your transcripts — or you might consult with your manager to see if they’ve noticed any friction point in your calls.

One way or another, conduct an honest, thorough review of how you currently approach your role. That will help inform the other elements of this plan.

3. A Strategy

This is where you start to combine the key elements of the previous two sections. You have your goals set, and you have a sense of what you need to improve or lean into to accomplish them. Now, it's time to come up with executable strategies for how you're going to get to where you want to go.

If we keep running with our cold call conversion example, you might decide that you want to:

• Audit your call recordings to see where you generally lose prospects.
• Consider refining how you research prospects ahead of your calls.
• Further familiarize yourself with your org's sales messaging.
• Experiment with different sales scripts.

Ultimately, you want to pin down a game plan for how you‘re going to deliver on the goals you’ve set while incorporating the insight you gathered in your high-level review. Having a sense of what you need to work on if you don't have a plan for how you're going to work on it.

4. Tactics and Actions

This aspect of a sales business plan is essentially a more granular version of the previous one. It's about setting concrete, operational objectives that will get and keep your strategies in motion.

For instance, you might say something like, “I'm going to spend X amount of additional time reviewing my call transcripts,” or “I'm going to spend Y% more time researching prospects on LinkedIn ahead of calls.”

Just like your goals, you want your tactics and actions to be measurable. They should have concrete, quantifiable values attached to them — so you can hold yourself accountable and more thoughtfully budget your time and energy.

5. Key Performance Indicators (KPIs)

You want to hear a wildly insightful, totally novel statement you'll only find on a publication as esteemed and practical as The HubSpot Sales Blog? Here you go:

The goal of having goals is to accomplish those goals.

I know, right? Sometimes, I blow my own mind with revelatory wisdom like that.

Seriously though, your endgame with this plan is to set objectives and deliver on them and you can‘t know whether you’ve actually done that without establishing how you're going to measure your success. That's where KPIs come in .

You have to establish the relevant metrics that will tell you whether you're on the right track and the extent to which your strategies are working. Depending on your role and ideal outcome, those could be measurements like:

• Closed-won deals
• Activity metrics like calls made or emails sent
• Call conversion rate
• Demos scheduled

I‘ll be real — I feel like I’m just finding different ways to say the same thing here, but I‘m going to stress this section’s central sentiment again: Closely consider your goals, and pin down what succeeding at them looks like. From there, you can determine the most appropriate way to measure them.

6. Obstacles to Success

This one isn‘t always included in a typical business plan, but in the context of our sales business plan, you’ll want to cover it. Once you have a sense of what success means to you and how you're going to gauge it, you should consider the roadblocks that might undermine your ability to get there.

Ask yourself about your personal shortcomings and the factors beyond your control that could hold you back — questions like:

• “Is there a program in my org‘s tech stack that I’m not familiar enough with?”
• “Does my org leverage the software that‘s relevant to the tactics and strategies I’ve outlined?”
• “Does my manager have the time to give me an honest evaluation about my areas for improvement?”

No matter what your obstacles might be, put them in writing and start hashing out how you can either work through or around them. It‘s easier said than done — that’s a given — but if you don‘t give this point a lot of thought, you’re setting yourself up to be surprised and overwhelmed by hitches and hiccups.

7. Personal and Professional Development

This one might seem a little redundant — considering the sales business plan is a document where you apply business plan principles to your professional development in sales — but hear me out.

This section of the sales business plan is about what you're going to do to improve your sales acumen and skills relevant to your goals on your own time.

What books are you going to read? Are you going to attend any conferences or seminars? Are you going to enroll in any online courses or continuing education programs?

It all boils down to this: What are you going to do, independent of your immediate professional responsibilities, to help facilitate your career growth? Document the answers to that question and be prepared to deliver on them.

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If you want to learn to think like a business — beyond the elements I described in the layout above — you should know some other key aspects of a conventional business plan.

Business Plan Sections Explained

When I first started mapping out my freelance business plan, I borrowed heavily from traditional business planning frameworks but adapted them for my reality as a one-person operation.

Some sections felt redundant at first – why would I need a “company description” when the company was just me? But working through each component forced me to think strategically about my positioning, my value proposition, and my target market in ways I'd never considered before.

Here's how I approached each section and what I discovered along the way.

1. The Business Opportunity

This section became my North Star – a clear articulation of why I do what I do, who I serve, and what I'm trying to achieve.

I started by asking myself: “What problem am I solving for B2B SaaS companies, and why am I uniquely positioned to solve it?”

My opportunity statement read something like: "B2B SaaS companies struggle to create content that converts because their in-house teams lack specialized knowledge of the buyer's journey and technical product positioning.”

This section reminds me why I'm passionate about this work while keeping me focused on the clients who benefit most from my expertise.

2. Company Description

Since I am the company, this section became an exercise in personal branding and positioning. I had to step back and view myself as a business entity, which felt weird at first but proved incredibly valuable for client conversations.

I described my “company” as a specialized content strategy consultancy focused exclusively on B2B SaaS growth. I outlined my background, my unique approach to content creation, and the specific outcomes I deliver for clients.

I treated myself with the same professionalism I'd expect from any vendor I might hire. This mindset shift changed how I presented myself to prospects and how I structured my proposals.

3. Company Purpose

My purpose statement became the foundation for all my marketing and sales conversations.

I wrote: “I help B2B SaaS companies accelerate growth through content that educates prospects, nurtures leads, and positions their product as the obvious choice.”

This section guided every decision I made about which projects to take on and which to decline. When a prospect approached me about writing blog posts without any framework, I could reference my purpose and explain why that approach wouldn't serve their goals.

I also created separate purpose statements for different service lines. For example, my purpose for case study projects focused on shaping customer success stories into compelling proof points that address common buyer objections. Having these specific purpose statements helped me communicate value more clearly during discovery calls and proposal presentations.

4. Mission Statement

While my purpose focused on what I do for clients, my mission statement captured my broader professional aspirations.

I wrote: “To establish myself as the go-to content strategist for Series A and Series B SaaS companies looking to scale their marketing efforts with systematic, research-based content approaches.”

This mission statement influenced my professional development choices – which courses to take, which industry events to attend, and which thought leaders to follow. It also helped me set income and client goals that aligned with my broader career trajectory.

5. Core Values

Defining my core values felt abstract until I started using them as decision-making criteria for client relationships and project scope.

My five core values became: transparency, strategic thinking, reliability, continuous learning, and results-driven collaboration.

These drive everyday business decisions. When a prospect asks for unrealistic timelines, I reference my reliability value and explain why rushing compromises quality.

I've also found that clearly communicating my values attracts better clients. Prospects who value open communication are more likely to move forward when I mention my transparency commitment, while those who prefer vagueness self-select out. This saves time on both sides and leads to stronger working relationships with the clients I do take on.

6. Product & Service Lines

This section forced me to think about my offerings rather than saying yes to whatever prospects requested. I organized my services into three main categories: content strategy, content creation, and content optimization.

Under content strategy, I include competitive analysis, buyer journey mapping, and editorial calendar development. Content creation covers blog posts, case studies, white papers, and email sequences. Content optimization includes performance audits, conversion rate improvements, and content refresh projects.

For each service, I documented the typical scope, deliverables, timeline, and pricing structure.

Outline this information in an easy-to-scan table.

As a result of this preparation, I had better sales conversations. Instead of scrambling to come up with custom quotes on the spot, I could reference my established service lines and explain how they address specific client needs.

7. Team

When you‘re a solopreneur, the "team" section feels like a joke at first – it’s just me, myself, and I. But I learned to think about this differently after missing out on a big project because the client needed capabilities I didn't have. Now I view my “team” as my extended network of trusted collaborators and key contacts.

I documented my core freelancer network, which includes a graphic designer for visual content, a web developer for landing page projects, and a video editor for multimedia campaigns. I also mapped out key contacts at my clients' organizations, including marketing managers, sales leaders, and customer success directors who can provide insights or referrals.

8. Industry Analysis

I initially skipped this section because I thought I already understood the B2B SaaS content landscape. That was a mistake. When I finally sat down to analyze the industry properly, I discovered insights that completely changed my positioning strategy.

I researched the competitive landscape for content strategists, identified gaps in the market, and analyzed pricing trends across different service providers. I also studied my prospects' industries – understanding their growth challenges, regulatory pressures, and competitive dynamics.

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9. Target Market

Defining my target market went beyond demographics to include psychographics and behavioral patterns. My ideal clients are marketing leaders at Series A-C SaaS companies with annual recurring revenue between $2M-$50M, but that's just the surface level.

What really matters is their mindset: they‘re growth-focused but resource-constrained, they understand content marketing’s importance but lack internal expertise, and they‘re willing to invest in strategic thinking rather than just execution. They’re typically first-time marketing leaders who need to show results quickly.

Understanding these nuances helps me speak their language during sales conversations and position my services as solutions to their specific challenges.

10. Buyer Personas

I created three detailed buyer personas based on the decision-makers I encounter most frequently: the Marketing Leader, the Founder-CEO, and the Growth Operations Manager. Each persona includes demographics, professional challenges, content consumption habits, and decision-making criteria.

Instead of using generic messaging, I tailor my outreach and proposals to address each persona‘s specific concerns and communication preferences. I even adjust my case study presentation based on which persona I’m speaking with.

11. Location Analysis

As a remote freelancer, my location analysis focused on time zones and market concentration rather than physical geography. I discovered that 70% of my ideal prospects are located on the East and West coasts, which influenced my meeting scheduling and response time expectations.

I chose to focus primarily on US-based companies because of language nuances, cultural alignment, and timezone convenience, though I remain open to international clients with the right fit. Working primarily with US clients means I can participate in real-time collaboration and attend virtual events during business hours.

12. Implementation Timeline

My implementation timeline covers three phases: business setup, client acquisition, and scale optimization.

• Phase one took about 60 days and included finalizing my service offerings, creating sales materials, and establishing operational systems like project management tools and invoicing processes.
• Phase two focused on landing my first five clients within 90 days through network outreach, content marketing, and LinkedIn engagement. I set specific milestones: one discovery call per week, two proposals per month, and a 30% close rate target. This timeline kept me accountable during the uncertain early months.
• Phase three involves scaling to consistent monthly revenue and optimizing for higher-value clients. I projected this phase to take 6-12 months, with quarterly checkpoints to assess progress and adjust strategies. Having this timeline prevented me from getting discouraged during slow periods – I could see exactly where I was in the process.

What was key was building buffer time into every phase. Client acquisition always takes longer than expected, and unexpected opportunities often require quick pivots that can derail carefully planned timelines.

13. Marketing Plan

Creating a marketing plan as a one-person business forced me to be ruthlessly strategic about where I invested my limited time and energy. I couldn't be everywhere at once, so I had to identify the channels and tactics that would generate the highest quality leads for my specific expertise and target market.

Positioning Strategy

I position myself as the strategic content partner for ambitious SaaS marketing leaders who want proven frameworks, not just execution. My differentiator is combining deep SaaS industry knowledge with systematic content approaches that drive measurable growth, targeting companies ready to scale beyond founder-led content.

Acquisition Channels

LinkedIn content and engagement drive 60% of my leads through thought leadership posts and strategic commenting. Email outreach to warm connections generates 25%, while referrals from existing clients account for 15%. I focus on these three channels rather than spreading myself thin across multiple platforms.

Tools and Technology

I use HubSpot for CRM and email sequences, Calendly for scheduling, and Notion for project management. LinkedIn Sales Navigator helps with prospecting, while Loom enables quick video proposals. ConvertKit manages my newsletter, and Canva creates simple graphics. This streamlined tech stack keeps overhead low while maintaining professionalism.

14. Financial Considerations and Funding Required

Unlike traditional businesses, my financial planning focuses on cash flow management, project-based revenue forecasting, and investment in professional development rather than equipment or inventory. The beauty of a service-based freelance business is the low startup costs, but that also means every dollar needs to work harder.

I track three key financial metrics:

• Monthly recurring revenue from retainer clients
• Average project value
• Pipeline conversion rates

My startup costs were minimal – mainly software subscriptions and professional development courses. My break-even point was reaching $8,000 in monthly revenue to cover business expenses and personal needs.

I reinvest 15% of revenue into professional development, tools, and marketing activities. This includes conference attendance, online courses, and software upgrades that improve efficiency.

Since I don't need external funding, my financial planning focuses on building consistent cash flow and maintaining six months of operating expenses in reserve. This conservative approach provides stability during seasonal fluctuations while funding growth investments that compound over time.

The Sales Plan

Now, finally, we’ve reached the sales plan. This will be done in a separate worksheet — a Google Doc or Word document that you can continue to edit as you evolve in your sales role. You will likely be able to draw on your experience to outline the following:

Sales Methodology

• How will you reach and engage with new leads?
• Are you pursuing an inbound or outbound sales strategy?
• Why does your prospecting strategy make sense for your business?

Sales Organization Structure

• Who do you report to within the organization?
• Is there a marketing department and existing SLA between the departments?
• How are leads qualified?

Sales Channels

• What are your main customer acquisition channels (e.g., online purchasing, through a rep, on location, via email, etc.)?

Tools and Technology

• What tools or systems are you equipped with (e.g., Content Hub , live chat , etc.)?

We‘ve covered the different parts of a sales reps’ business plan, but what does one of these plans actually look like? Here are five amazing examples of individual business plans for sales reps.

Individual Business Plan Examples for Sales Reps

1. Individual Development Plan

Best for: General Sales Reps

Source

An individual development plan (IDP) is a document that you would make to identify your goals and objectives to your employer. After identifying your goals, ensure that your objectives follow the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal framework. Lastly, for each action, assign a target date. While it does not need to be a specific day of the year, set your timeline by quarters of the year — as seen in the above example.

In addition to the long-term and short-term goals that the above example from Simplicable demonstrates, the resources required section is another useful component of the individual development plan. It directly informs your employer that you require support to achieve the goals and objectives that will ultimately benefit the entire company.

2. Medical Sales Business Plan

Best for: Medical Sales Professionals

Source

While a medical sales business plan can help you land a promotion, it could be decisive in helping you impress a hiring manager. It should include your learning goals, your plans for establishing yourself, and your game plan for generating sales. For medical sales business plans, the 30-60-90 day sales plan is customary in the industry.

This Breaking Into Device template above is an example of the 30-60-90 plan in that it focuses on the long-term goal of change at the end of three months. In a typical 30-60-90 sales plan, you would state your goals, the action steps you will use to reach them, your target dates, and your metrics for success.

3. Automotive Sales Business Plan

Best for: Automotive Sales Professionals

Source

Automotive sales business plans are slightly more challenging than other business plans because there are a lot of factors to consider. When building your plan, you need to start with an analysis. It includes an analysis of your company, industry, customers, and competitors.

Once you have included in-depth analysis, focus on demonstrating your ideas with the four Ps of marketing . The four Ps of marketing are product, price, place, and promotion.

First, outline your focus products. Second, discuss price. You can include current pricing and any proposed changes. Further analysis would include how these prices stack up against competitors and how they affect your customers.

Third, concentrate on your location. This information should detail how your location either adds or decreases traffic and propose solutions for the latter. Lastly, recommend promotions. In the automotive industry, customers are always looking for the best deal.

You also have to be very visible with your marketing. Possibly one of the most important sections of your automotive sales business template, include a detailed course of action for promotional ideas and plans.

4. Territory Business Plan

Best for: Territory Managers

Source

A territory business plan should cover your sales territory. Historically, sales territory is the division of geographical regions for assignments to sales representatives. These representatives are responsible for all customers or clients within that area. This template from Slide Team is for convenience stores, but it can be adapted to suit your business type.

Now, industry, sales potential, and customer type affect territory business planning. An example of customer type is focusing your territory planning on individuals with the same median income. Instead of using geography, this alternative can lead to more strategic success.

When creating a territory business plan, you want to start by analyzing your business goals and objectives. As you build your plan, include an analysis of your prospects and a SWOT analysis . It’s a planning technique that identifies strengths, weaknesses, opportunities, and threats. This information will allow you to propose strategies for sales territories and devise an action plan.

5. Quarterly Business Plan

Best for: Sales Managers

Source

Creating a business plan for an entire year can be too complex. By separating the year into quarters, you can make your business strategy more actionable. Quarterly business planning is when you set goals and objectives and measure performance after each quarter. Typically, the year segments into Quarter 1 (January 1 to March 31), Quarter 2 (April 1 to June 30), Quarter 3 (July 1 to September 30), and Quarter 4 (October 1 to December 31).

Quarterly business planning focuses on short-term goals that ultimately help fulfill any long-term goals. Your quarterly business plan should include your focus areas, metrics for determining success, and your action plan.

Your sales career doesn't have to be a series of random wins and losses. Creating a personal business plan gives structure to your professional growth and allows you to map vague aspirations into measurable milestones.

I‘ve used this framework for three years now, updating it quarterly and adjusting strategies based on what’s working. As a result, I’ve been able to achieve more predictable income, better client relationships, and a clearer sense of professional direction.

Start with just one section — maybe your goals or target market analysis. Build from there. Treat this as a living document that evolves with your career.

Six months from now, you'll be amazed at how much more intentional and effective your sales approach becomes.

Editor's note: This post was originally published in May 2020 and has been updated for comprehensiveness.

Free Business Plan Template

The essential document for starting a business -- custom built for your needs.

• Outline your idea.
• Pitch to investors.
• Secure funding.
• Get to work!

Download for free Learn more Download for free

Download Free

All fields are required.

You're all set!

Click this link to access this resource at any time.

Download Now