Master prompt
Business plan + economic-contribution narrative for NZ investor visas
Full INZ-grade business plan structure for Entrepreneur Work Visa (required) and Active Investor Plus direct-equity component (preferred). Market analysis, financial projections, NZ employment creation, export strategy, sector targets.
NZInvestor visaBusiness planEWVAIPVEconomic contributionExport
Draft a comprehensive INZ-grade business plan narrative for [CLIENT_NAME]'s [BUSINESS_NAME_NZ] supporting an Entrepreneur Work Visa (BJ4) or Active Investor Plus direct-equity component application.
CLIENT + BUSINESS SUMMARY
- Business name: [BUSINESS_NAME_NZ]
- Sector: [SECTOR]
- Business model: [BUSINESS_MODEL]
- Initial capital: NZ$[INITIAL_CAPITAL_NZD]
- Year 3 revenue target: NZ$[YEAR_3_REVENUE_TARGET_NZD]
- NZ FTE by Year 3: [NZ_EMPLOYMENT_BY_YEAR_3]
- Export strategy: Domestic NZ only
- Competitive landscape: [COMPETITIVE_LANDSCAPE]
FRAME — WHY THE BUSINESS PLAN MATTERS
The business plan is THE central document for:
(a) Entrepreneur Work Visa (mandatory under BJ4)
(b) AIPV direct-equity claims (strongly preferred — INZ wants evidence that direct-equity investments are real operating businesses)
(c) Annual investor declarations + ERV transition
INZ reviewers look for:
- Genuine market opportunity in NZ
- Realistic financial projections grounded in NZ market data
- Tangible NZ economic contribution (jobs, exports, sector benefit, regional development)
- Founder credibility (relevant experience + skin in the game)
- Risk awareness + mitigation
- No copy-paste / template smell
Plan length: typically 40-80 pages for EWV; 25-40 pages for AIPV supporting investment. Quality > quantity — but skimpy plans get refused.
§1 — EXECUTIVE SUMMARY (1-2 pages)
(a) Company name + structure: [BUSINESS_NAME_NZ], NZ-incorporated Limited Company
(b) Founder: [CLIENT_NAME] + brief background
(c) Sector + business model (one-paragraph version of [BUSINESS_MODEL])
(d) Investment ask: NZ$[INITIAL_CAPITAL_NZD] initial; further capital schedule
(e) NZ employment commitment: [NZ_EMPLOYMENT_BY_YEAR_3] FTE by Year 3
(f) Revenue trajectory: Y1 ___ / Y2 ___ / Y3 [YEAR_3_REVENUE_TARGET_NZD]
(g) Export/sector benefits: per Domestic NZ only
(h) Path to profitability: target month / year
(i) Visa pathway: EWV start-up + balance → ERV → PRV (or AIPV direct equity)
(j) Why NZ: 3-4 bullet reasons specific to the business — not generic "love nature"
§2 — MARKET ANALYSIS (8-12 pages)
(A) Market sizing — NZ:
- Total addressable market (TAM) in NZ — cite Statistics NZ / MBIE / Industry NZ data
- Serviceable addressable market (SAM)
- Serviceable obtainable market (SOM) — realistic 3-year capture
- Sector growth trajectory + drivers
(B) Customer profile:
- Primary customer segment (industry, size, location, decision-maker)
- Customer pain points current solutions don't address
- Buying behaviour + sales cycle
- Customer LTV + CAC assumptions
(C) Competitive landscape — expand [COMPETITIVE_LANDSCAPE]:
- Top 3-5 NZ competitors with capabilities + weaknesses
- International competitors entering NZ
- Indirect competitors / substitutes
- [BUSINESS_NAME_NZ]'s differentiation — 3 specific advantages
(D) Regulatory environment:
- Sector-specific regulations (e.g. dairy = MPI + Fonterra rules; healthcare = Medsafe; finance = FMA)
- Compliance + licensing required
- Recent / pending regulatory changes affecting opportunity
§3 — PRODUCT / SERVICE OFFERING (4-6 pages)
(a) Product description (what it does, for whom, what's the outcome)
(b) Product development stage (concept / prototype / MVP / production / scaling)
(c) IP position — patents, trademarks, trade secrets, copyrights
(d) Manufacturing / delivery model
(e) Pricing model + unit economics
(f) Product roadmap — next 24-36 months
§4 — MARKETING + SALES STRATEGY (4-6 pages)
(a) Positioning + brand
(b) Pricing strategy
(c) Sales channels (direct / partner / online / events)
(d) Customer acquisition plan — channels + costs (CAC by channel)
(e) Retention + expansion strategy
(f) Initial pilot / pipeline already in motion (names of potential customers — discreetly if confidential)
§5 — FINANCIAL PROJECTIONS (6-10 pages)
Three full statements over 3-5 years:
(A) P&L:
- Revenue (by product / segment / geo)
- COGS / direct costs
- Gross margin
- Operating expenses (sales, marketing, R&D, G&A — itemised)
- EBITDA / operating profit
- Net profit
(B) Cash flow:
- Operating cash flow
- Investing cash flow (capex, IP development capitalised)
- Financing cash flow (founder capital, future raises if any)
- Closing cash balance per month (Year 1) / per quarter (Years 2-3)
- Runway analysis
(C) Balance sheet:
- Year-end snapshots — assets, liabilities, equity
- Working capital
- Fixed assets
- Founder capital + retained earnings
(D) Key assumptions:
- Pricing per customer
- Customer growth trajectory + churn
- Average revenue per customer
- Sales cycle length
- Hire timing (salaries by role + month)
- Premises (rent / region)
- Inflation + FX assumptions
Year 3 revenue must align with [YEAR_3_REVENUE_TARGET_NZD]. Y3 employee headcount must align with [NZ_EMPLOYMENT_BY_YEAR_3].
§6 — CAPITAL DEPLOYMENT PLAN
Of [INITIAL_CAPITAL_NZD]:
- NZ$ ___: Premises (lease + fit-out)
- NZ$ ___: Plant / equipment / IT infrastructure
- NZ$ ___: IP development / R&D
- NZ$ ___: Initial inventory / WIP (if relevant)
- NZ$ ___: Marketing launch budget
- NZ$ ___: Working capital reserve (typically 6-12 months opex)
- NZ$ ___: Initial team salaries before revenue ramp
Show the deployment as a Gantt-style schedule over Month 1-12.
§7 — NZ EMPLOYMENT PLAN (CRITICAL for INZ scoring)
(A) Phased hiring schedule:
Month 1-3: Founder + ___ initial hires
Month 4-6: ___ additional hires (specify roles)
Month 7-12: ___ additional hires
Year 2: ___ additional
Year 3: ___ additional → total [NZ_EMPLOYMENT_BY_YEAR_3]
(B) Job descriptions for each NZ role:
- Role title
- Job description (3-5 sentences)
- Skills + qualifications required
- Indicative salary range
- NZ market vs international hire intent (must demonstrate genuine NZ-citizen / resident preference)
- Recruitment channel (Seek, Trade Me, recruiter, university)
(C) Commitment to NZ residents:
- Statement: "All NZ-based hires will be NZ citizens or residents wherever feasible; only specialist skills not available in the NZ labour market would be sourced via Accredited Employer Work Visa with full Job Check + Labour Market Test"
(D) Skills development:
- Training / professional development budget
- Apprenticeships / cadetships (if relevant)
- Tertiary partnerships
§8 — SECTOR BENEFITS + ECONOMIC CONTRIBUTION (CRITICAL for points + INZ scoring)
NZ strategic sectors (verify current INZ scoring; aligns with NZ Industry Strategy):
- Technology / digital / SaaS
- Advanced manufacturing
- Food and beverage / primary industries / agritech
- Health technology / med devices
- Green tech / clean energy / decarbonisation
- Tourism (premium / regional)
- Film and screen
- Hospitality (specific niches — premium / cultural)
Articulate [SECTOR]'s contribution to NZ:
- Export earnings: per Domestic NZ only
- Import substitution: bringing capability to NZ that was previously imported
- High-value employment: average salaries vs NZ median
- Regional development: per [BUSINESS_NAME_NZ]'s NZ location
- Skills + IP transfer: bringing capability + IP into NZ
- Cultural / diaspora bridging (e.g. Indian-NZ trade corridor)
- Tax base contribution: projected NZ corporate tax + PAYE + GST over 5y
§9 — EXPORT STRATEGY (if Domestic NZ only non-domestic)
(a) Target export markets + timing
(b) Customer acquisition in each market
(c) Partnership / channel strategy (NZTE — NZ Trade and Enterprise — engagement)
(d) Regulatory + market-access requirements
(e) Pricing / margin assumptions for exports
(f) Currency hedging approach
(g) Logistics / fulfilment
(h) Projected export revenue by year
§10 — RISK ANALYSIS + MITIGATION (3-4 pages)
For each major risk, state likelihood × impact + mitigation:
- Market risk: slower adoption than projected → revised CAC + extended runway
- Competitive risk: incumbent response → differentiation reinforced; speed to market
- Talent risk: NZ market constrained → 80% NZ + 20% international via AEWV
- Capital risk: cost overrun → 6-month buffer in initial capital plan
- Regulatory risk: sector change → compliance lead + early engagement with regulators
- FX risk (if export) → natural hedge / forward contracts
- Founder dependency → key-person mitigation + leadership build-out by Y3
- Visa-renewal risk → engagement with IAA-licensed adviser throughout
§11 — FOUNDER + MANAGEMENT TEAM (3-4 pages)
(a) [CLIENT_NAME] CV (full, including:
- Prior businesses founded / operated
- Operating metrics for those businesses
- Sector experience
- Educational background
- Awards / recognition
- Public profiles (LinkedIn / sector publications))
(b) Co-founders / executives — same depth per person
(c) Advisory board — NZ-based mentors / advisers (critical signal of NZ engagement)
(d) NZ-licensed accountant + lawyer engaged
(e) Industry sponsors / mentors in NZ
§12 — TIMELINE + MILESTONES
Month-by-month Year 1, quarterly Year 2-3:
Month 1: Company incorporated, lease signed, founder relocates
Month 2: First NZ hires (role X + Y)
Month 3: MVP launched / first revenue
...
Year 3: [YEAR_3_REVENUE_TARGET_NZD] / [NZ_EMPLOYMENT_BY_YEAR_3] FTE / target ERV application
§13 — APPENDICES
- Founder CVs (full)
- Letters of intent from NZ customers / partners (if available)
- NZ accountant's review letter
- NZ lawyer's letter confirming corporate setup readiness
- Industry research citations
- Detailed financial spreadsheets
- Pilot / customer evidence
- IP documentation
- Premises lease term sheet
- Recruitment partner engagement
- Insurance schedule
- Compliance / regulatory licences pipeline
§14 — STYLE + QUALITY GUARDRAILS
For INZ acceptance:
- Use NZ data (Statistics NZ, MBIE, Industry NZ) — NOT US / India data
- Spell in NZ English (organisation, recognise, programme, colour, centre)
- Avoid Indian-business idioms / abbreviations
- Use NZ$ throughout (with INR equivalents in appendix only if relevant)
- Cite credible sources (Treasury, RBNZ, MBIE, NZTE, sector bodies)
- Conservative projections preferred — 2-3x reduce-then-rebuild trumps hockey-stick
- Avoid superlatives ("world-class", "revolutionary") — INZ flag-words
- Avoid templated phrasing — INZ reviewers see hundreds of plans and recognise patterns
- 12pt font, professional layout, clean financial tables
End with: "DRAFT business plan structure — for IAA-licensed adviser + NZ accountant + sector-specialist review. Plans submitted to INZ are scrutinised for genuineness, internal consistency, and NZ-market fit. Templating is the single biggest cause of EWV refusal. Tailor every section to [BUSINESS_NAME_NZ]'s actual business with real NZ market data. Engage NZ-based business mentor or NZTE before lodgement."Unlock the vault to see the full prompt