A plan that shows the enterprise is real, is not marginal and will be directed by the investor: current financials, staffing and hiring projections, planned improvements, market analysis and the investor's own role, with each projection tied to a source.
A plan for growth, written against the marginality test
Hypothetical example: a Rothesay couple's target facility has a part-time manager, high occupancy and no growth plan. The consular officer will ask whether the business will do more than support the couple. The plan should present the facility's historical income and expenses, the manager's payroll, and a concrete strategy: adding climate-controlled units, extending hours with a second employee, offering vehicle storage or a retail supplies line, with costed timelines and staffing effects.
Projections should cite the seller's records and local market data rather than assumptions. The plan should describe the principal investor's daily responsibilities and the hours she will spend on them. Ownership documents, the executed purchase agreement, the escrow or closing statement and the traced source of funds complete the file.
A plan that reads as an investment prospectus rather than an operating plan is a warning sign the officer will notice.