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Try to keep the idealism out of your business plan. The people with whom you'll meet this week need to see concise details. They want numbers, trajectories and validated data. After you've written your business plan, give it to a few people whom you trust. Listen to their ideas and suggestions, and then pare down and refine your mission statement.
When I first started working with business plans back in the late 1970s, the average plan was much longer and more complex than what I see today. That might be because business plans are more common than they used to be--they're used more and more often and by more people. It might also be a matter of trends among bankers and investors who read business plans. Or it could be because people have less time to waste wading through documents.