Endorsing bodies refuse plans for predictable reasons. Almost all of them trace back to the plan failing one of the three tests, or to the founder being unable to defend it in interview.
1. The idea is not genuinely innovative
A restaurant, a recruitment agency or a consultancy that already exists in many forms will usually struggle. Fix it by naming your closest competitors and stating precisely what is new: a technology, a process, a business model or an underserved market.
2. A generic or template plan
Assessors read many plans. Copied templates and vague, generic text stand out immediately. Every section should be specific to your business, your market and your numbers.
3. Unrealistic financial forecasts
Hockey-stick revenue with no explanation, costs that are too low, or hiring plans that do not match revenue all damage viability. Every figure should trace back to a stated assumption.
4. No evidence of demand
Statements like "the market is huge" are not evidence. Customer interviews, sign-ups, pilots, letters of intent and cited market data are.
5. The founder cannot explain the plan
If someone else wrote a plan you do not understand, it shows in interview. You should be able to explain every section and every number yourself. We work through the plan with you for exactly this reason.
6. Weak link between founder and idea
Show why you are the right person: relevant education, experience or skills, plus a plan for the gaps (co-founders, hires or advisers).
7. Milestones that cannot be checked
Vague goals such as "grow the brand" give the endorsing body nothing to measure. Use dated, measurable milestones, because they will be used at your contact-point meetings.