Business-plan-template全英商业计划书模板

1、BusinessplanforanewbusinessThebusinessplanconsistsofanarrativeandseveralfinancialworksheets.Thenarrativetemplateisthekeytothebusinessplan.Itcontainsmorethan150questionsdividedintoseveralsections.Omitanyquestionsthatdonotapplytoyourtypeofbusiness.Whenyouhavefinishedwritingyourfirstdraft,youwillhaveac

2、ollectionofsmallessaysonthevariousaspectsofthebusinessplan.Thenextstageistoeditthemintoasmooth-flowingnarrative.Therealvalueofcreatingabusinessplanisnotinhavingthefinishedplaninyourhand;rather,thevalueliesintheprocessofresearchingandthinkingaboutyourbusinessinasystematicway.Theactofplanninghelpsyout

3、othinkthingsthroughthoroughly,studyandresearchifyouarenotsureofthefacts,andlookatyourideascritically.Ittakestimenow,butwillhelpavoidcostly,perhapsdisastrous,mistakeslater.Thisbusinessplanisaspecificmodelsuitableforhigh-techbusinesses.Beforeyoubegin,lookatthe1stsectionTailoringtheplan.Ithastipsforfin

4、e-tuningyourplantomakeaneffectivepresentationtoinvestors.Ifthisiswhyyourecreatingyourplan,payparticularattentiontoyourwritingstyle.Youwillbejudgedbythequalityandappearanceofyourworkaswellasbyyourideas.Ittypicallytakesseveralweekstocompleteagoodplan.Mostofthattimeisspentinresearchingandrevisingyourid

5、easandassumptions.Butthisisthevalueoftheprocess.Somaketimetodothejobproperly.Thosewhodosoneverregrettheeffort.Andfinally,besuretokeepdetailednotesonyoursourcesofinformationandontheassumptionsunderlyingyourfinancialdata.TailoringtheplanThegenericbusinessplanpresentedshouldbemodifiedtosuityourspecific

6、typeofbusinessandtheaudienceforwhichtheplaniswritten.ForraisingcapitalForinvestorsInvestorshaveadifferentperspective.Theyarelookingfordramaticgrowth,andtheyexpecttoshareintherewards:Fundsneededshort-termFundsneededintwotofiveyearstimeHowthecompanywillusethefunds,andwhatthiswillaccomplishforgrowthEst

7、imatedreturnoninvestmentExitstrategyforinvestors(buyback,saleorIPO)ProportionofownershipthatyouwillgiveuptoinvestorsMilestonesorconditionsthatyouwillacceptFinancialreportingtobeprovidedInvolvementofinvestorsontheboardorinmanagementFortypeofbusinessHigh-techcompaniesEconomicoutlookfortheindustryWillt

8、hecompanyhaveinformationsystemsinplacetomanagerapidlychangingprices,costsandmarketsWillyoubeonthecuttingedgewithyourproductsandservicesWhatisthestatusofresearchanddevelopmentAndwhatisrequiredto:Bringproduct/servicetomarketKeepthecompanycompetitiveHowdoesthecompany:ProtectintellectualpropertyAvoidtec

9、hnologicalobsolescenceSupplynecessarycapitalRetainkeypersonnelHigh-techcompaniessometimeshavetooperateforalongtimewithoutprofitsandsometimesevenwithoutsales.Ifthisfitsyoursituation,abankerprobablywillnotwanttolendtoyou.Venturecapitalistsmayinvest,butyourcasemustbeverygood.Youmustdolonger-termfinanci

10、alforecaststoshowwhenprofittake-offisexpectedtooccur.Andyourassumptionsmustbewelldocumentedandwellargued.BusinessplanOWNERSYourBusinessNameDateE-MailWebpageTableofcontents1.2.Executive summary错误 ! 未定义书签。Introduction to the Company and its Management错误 ! 未定义书签。3.Company Overview Organisational Struct

11、ure The Management Team Advisory Board错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。Proposed Management Compensation 错误 !未定义书签。Headcount Forecast 错误 ! 未定义书签。Products and Services Description 错误 !未定义书签。4.5.6.Products and Technologies IntroductionDetailed Development Plan Product Roadmaps Development Stages

12、 Future Applications Marketing Analysis Market TrendMarket Segmentation错误 ! 未定义书签。错误 !未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。Market Gap (Unique Selling Point)Competitive Analysis Business Model Core Competence SWOT Analysis Marketing Plan Sales Forecast Realistic Scenario

13、Optimistic ScenarioPessimistic Scenario错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。Risk Analysis and ManagementTechnical Risk错误 ! 未定义书签。错误 !未定义书签。错误 !未定义书签。TechnologySafety错误!未定义书签。ProductQuality错误!未定义书签。Delay错误!未定义书签。CompetitionRisk错误!未定义书签。Managementof

14、Growth错误!未定义书签。MarketRisk错误!未定义书签。7.FinancialPlan错误!未定义书签。SummaryofAssumptions错误!未定义书签。Revenue错误!未定义书签。DirectVariableCosts错误!未定义书签。FixedAssetInvestment错误!未定义书签。HumanResources错误!未定义书签。ServicesRenderedby3rdParty错误!未定义书签。InfrastructureandOperationalCosts错误!未定义书签。Marketing错误!未定义书签。Tax错误!未定义书签。错误! 未定义书签。

15、错误! 未定义书签。错误! 未定义书签。错误! 未定义书签。Break-EvenPositionProjectedprofitsInvestmentandReturnFinancialStatements8.9.10.BusinessFeasibilityandImpactintheUKandChina错误!未定义书签。References错误!未定义书签。Appendices错误!未定义书签。ExecutivesummaryWritethissectionlast.Wesuggestthatyoumakeitnomorethantwopageslong.Includeeverythingth

16、atyouwouldcoverinafive-minuteinterview.Explainthefundamentalsoftheproposedbusiness:WhatwillyourproductbeWhowillyourcustomersbeWhoaretheownersWhatdoyouthinkthefutureholdsforyourbusinessandyourindustryMakeitenthusiastic,professional,completeandconcise.Ifproposingforaninvestment,stateclearlyhowmuchyouw

17、ant,preciselyhowyouaregoingtouseit,andhowthemoneywillmakeyourbusinessmoreprofitable,therebyensuringrepayment.Paragraphheadingscanbeusediftheyidentifythepurposeofeachparagraph.(examplebelow)CompanyandManagement(Team)Product/ServiceDescriptionMarketAnalysisCompanyStrategyRiskAnalysisFinancialPlanInves

18、tmentPropositionIntroductiontotheCompanyanditsManagementCompanyOverviewWhatbusinesswillyoubeinWhatwillyoudoMissionStatement:Manycompanieshaveabriefmissionstatement,usuallyin30wordsorfewer,explainingtheirreasonforbeingandtheirguidingprinciples.Ifyouwanttodraftamissionstatement,thisisagoodplacetoputit

19、intheplan.OrganisationalStructureIfyoullhavemorethan10employees,createanorganizationalchartshowingthemanagementhierarchyandwhoisresponsibleforkeyfunctions.Includepositiondescriptionsforkeyemployees.Ifyouareseekingloansorinvestors,includeresumesofownersandkeyemployees.TheManagementTeamWhowillmanageth

20、ebusinessonaday-to-daybasisWhatexperiencedoesthatpersonbringtothebusinessWhatspecialordistinctivecompetenciesIsthereaplanforcontinuationofthebusinessifthispersonislostorincapacitatedAdvisoryBoardListmembersofmanagementadvisoryboardandtheirshortresume/CV.ProposedManagementCompensationIfthemanagementt

21、eamarewillingtoreducetheircompensationinthefirstyearofbusinessHeadcountForecastNumberofemployeesofeachdepartmentsandthetotalinthenext5years.(tablespreferred)ProductsandServicesDescriptionProductsandTechnologiesIntroductionDescribeindepthyourproductsorservices(technicalspecifications,drawings,photos,

22、salesbrochuresandotherbulkyitemsbelongintheAppendices).WhatfactorswillgiveyoucompetitiveadvantagesordisadvantagesExamplesincludelevelofqualityoruniqueorproprietaryfeatures.Whatarethecost,feeorcommissionstructuresofyourproductsorservicesDontforgettoincludethecurrentPatentStatus.DetailedDevelopmentPla

23、nProductRoadmapsListanddescribeproducttypeandserviceofallcategories,whattheydo,whentheyareavailable,andthetimelineofdesign,prototype,samplepromotionetc.(tablesandfiguresareencouraged)DevelopmentStagesWritedownthestagesusedtomeasurethesteppingsuccesses(deliverables,milestones)ofthewholecompanyaccordi

24、ngtothedevelopmentplan.FutureApplicationsListanddescribepotentialapplications.MarketingAnalysisNomatterhowgoodyourproductsandservicesare,theventurecannotsucceedwithouteffectivemarketing.Thisbeginswithcarefulandsystematicresearch.Itisverydangeroustoassumethatyoualreadyknowaboutyourintendedmarket.Youn

25、eedtodomarketresearchtomakesureyouareontrack.Usethebusinessplanningprocessasyouropportunitytouncoverdataandtoquestionyourmarketingefforts.Yourtimewillbewellspent.Therearetwokindsofmarketresearch:primaryandsecondary.Secondaryresearchmeansusingpublishedinformationsuchasindustryprofiles,tradejournals,n

26、ewspapers,magazines,censusdata,anddemographicprofiles.Thistypeofinformationisavailableinpubliclibraries,industryassociations,chambersofcommerce,fromvendorswhoselltoyourindustry,andfromgovernmentagencies.Primaryresearchmeansgatheringyourowndata.Forexample,youcoulddoyourowntrafficcountataproposedlocat

27、ion,usetheyellowpagestoidentifycompetitors,anddosurveysorfocus-groupinterviewstolearnaboutconsumerpreferences.Professionalmarketresearchcanbeverycostly,buttherearemanybooksthatshowsmallbusinessownershowtodoeffectiveresearchthemselves.Inyourmarketingplan,beasspecificaspossible;givestatistics,numbers,

28、andsources.Themarketingplanwillbethebasis,lateron,oftheall-importantsalesprojection.MarketTrendDescribeyourindustry.IsitagrowthindustryWhatchangesdoyouforeseeintheindustry,shorttermandlongtermHowwillyourcompanybepoisedtotakeadvantageofthemFactsaboutyourindustry:WhatisthetotalsizeofyourmarketWhatperc

29、entshareofthemarketwillyouhave(Thisisimportantonlyifyouthinkyouwillbeamajorfactorinthemarket.)Currentdemandintargetmarket.Trendsintargetmarketgrowthtrends,trendsinconsumerpreferences,andtrendsinproductdevelopment.MarketSegmentationShowtheunderstandingofthemarketsegments(sizes,volumegrowth,revenuegro

30、wth)MarketGap(UniqueSellingPoint)Analyzethecurrentmarketandidentifyandexplainthattheremightbeagap,aweak/missingsegmentofthemarketforyourparticularproduct.Anddescribegrowthpotentialandopportunityforabusinessofyourtypeandsize.CompetitiveAnalysisWhatproductsandcompanieswillcompetewithyouListyourmajorco

31、mpetitors:W川theycompetewithyouacrosstheboard,orjustforcertainproductsandcustomersorincertainlocationsWillyouhaveimportantindirectcompetitors(Forexample,videorentalstorescompetewithcinemas,althoughtheyaredifferenttypesofbusinesses.)HowwillyourproductsorservicescomparewiththecompetitionYoucanusetheCom

32、petitiveanalysistablebelowtocompareyourcompanywithyourtwomostimportantcompetitors.Thefirstcolumnlistskeycompetitivefactors.Sincethesevaryfromoneindustrytoanother,youmaywanttocustomizethelistoffactors.InthecolumnlabeledMe,statehonestlyhowyouthinkyouwillbeperceivedincustomers'minds.Thencheckwhethe

33、ryouthinkthisfactorwillbeastrengthoraweaknessforyou.Sometimesitishardtoanalyseourownweaknesses.Trytobeveryclearhere.Betteryet,getsomebodyelsetoassessyou.Thiscanbearealeye-opener.Andrememberthatyoucannotbeallthingstoallpeople.Infact,tryingtobecausesmanybusinessfailuresbecausetheireffortsbecomescatter

34、edanddiluted.Youwantanhonestassessmentofyourfirm'sstrongandweakpoints.Nowanalyseeachmajorcompetitor.Inafewwords,statehowyouthinktheycomparewithyou.Inthefinalcolumn,estimatetheimportanceofeachcompetitivefactortothecustomer.1=critical;5=notveryimportant.Table1:CompetitiveanalysisFACTORMeStrengthWe

35、aknessCompetitorACompetitorBImportancetocustomerProductsPriceQualitySelectionServiceReliabilityStabilityExpertiseCompanyreputationLocationAppearanceSalesmethodCreditpoliciesFACTORMeStrengthWeaknessCompetitorACompetitorBImportancetocustomerAdvertisingImageNow,writeashortparagraphstatingyourcompetitiv

36、eadvantagesanddisadvantages.BusinessModelHowwillyoudevelopyourcompany,throughallianceandco-developmentorListandexplainthemstepbystep.CoreCompetenceDescribeyourmostimportantcompanystrengthsandcorecompetencies.WhatfactorswillmakethecompanysucceedWhatdoyouthinkyourmajorcompetitivestrengthswillbeWhatbac

37、kgroundexperience,skills,andstrengthsdoyoupersonallybringtothisnewventureSWOTAnalysisStrength:Cost,size,energysaving,eco-friendly,robustness,futuredevelopmentWeakness:Immature,suppliersOpportunities:PoliticalOpportunities,marketopportunities,co-operationopportunities.Threats:Competitors,IntellectPro

38、perty,supplierchain.MarketingPlanNowoutlineamarketingstrategythatisconsistentwithyourniche.Marketingstrategiesaccordingtothe4Ptheories,namelyProduct,Price,PromotionandPlace.(The5thPPeopleisthewholereasonfortheservicesindustrytobedoingverywellORevenforimprovingtheserviceexperienceinaProductindustryis

39、becausetheyalltarget'People'.)ProductStrategyListallofyourmajorproductsorservices.Foreachproductorservice:Describethemostimportantfeatures.WhatisspecialaboutitDescribethebenefits.Thatis,whatwilltheproductdoforthecustomerNotethedifferencebetweenfeaturesandbenefits,andthinkaboutthem.Forexample

40、,ahousethatgivesshelterandlastsalongtimeismadewithcertainmaterialsandtoacertaindesign;thoseareitsfeatures.Itsbenefitsincludeprideofownership,financialsecurity,providingforthefamily,andinclusioninaneighborhood.Youbuildfeaturesintoyourproductsothatyoucansellthebenefits.Whatafter-saleserviceswillyougiv

41、eSomeexamplesaredelivery,warranty,servicecontracts,support,follow-up,andrefundpolicy.PricingExplainyourmethodormethodsofsettingprices.Formostsmallbusinesses,havingthelowestpriceisnotagoodpolicy.Itrobsyouofneededprofitmargin;customersmaynotcareasmuchaboutpriceasyouthink;andlargecompetitorscanunderpri

42、ceyouanyway.Usuallyyouwilldobettertohaveaveragepricesandcompeteonqualityandservice.DoesyourpricingstrategyfitwithwhatwasrevealedinyourcompetitiveanalysisCompareyourpriceswiththoseofthecompetition.Aretheyhigher,lower,thesameWhyHowimportantispriceasacompetitivefactorDoyourintendedcustomersreallymaketh

43、eirpurchasedecisionsmostlyonpriceWhatwillbeyourcustomerserviceandcreditpoliciesPromotionHowwillyougetthewordouttocustomersAdvertising:Whatmedia,why,andhowoftenWhythismixandnotsomeotherHaveyouidentifiedlow-costmethodstogetthemostoutofyourpromotionalbudgetWillyouusemethodsotherthanpaidadvertising,such

44、astradeshows,catalogs,dealerincentives,wordofmouth(howwillyoustimulateit),andnetworkoffriendsorprofessionalsWhatimagedoyouwanttoprojectHowdoyouwantcustomerstoseeyouInadditiontoadvertising,whatplansdoyouhaveforgraphicimagesupportThisincludesthingslikelogodesign,cardsandletterhead,brochures,signage,an

45、dinteriordesign(ifcustomerscometoyourplaceofbusiness).ShouldyouhaveasystemtoidentifyrepeatcustomersandthensystematicallycontactthemPromotionalBudgetHowmuchwillyouspendontheitemslistedaboveBeforestartup(Thesenumberswillgointoyourstartupbudget.)Ongoing(Thesenumberswillgointoyouroperatingplanbudget.)Pr

46、oposedLocation/PlaceProbablyyoudonothaveapreciselocationpickedoutyet.Thisisthetimetothinkaboutwhatyouwantandneedinalocation.Manystartupsrunsuccessfullyfromhomeforawhile.Youwilldescribeyourphysicalneedslater,intheOperationalPlansection.Here,analyzeyourlocationcriteriaastheywillaffectyourcustomers.Isy

47、ourlocationimportanttoyourcustomersIfyes,howIfcustomerscometoyourplaceofbusiness:IsitconvenientParkingInteriorspacesNotoutofthewayIsitconsistentwithyourimageIsitwhatcustomerswantandexpectWhereisthecompetitionlocatedIsitbetterforyoutobenearthem(likecardealersorfast-foodrestaurants)ordistant(likeconve

48、nience-foodstores)DistributionChannelsHowdoyousellyourproductsorservicesRetail,Direct(mailorder,Web,catalog),Wholesale,Yourownsalesforce,Agents,Independentrepresentatives,BidoncontractsSalesForecastNowthatyouhavedescribedyourproducts,services,customers,markets,andmarketingplansindetail,ittoattachsom

49、enumberstoyourplan.Useasalesforecastspreadsheettoprepareaquarter-by-quarterprojection.Theforecastshouldbebasedonyourhistoricalsales,themarketingstrategiesthatyouhavejustdescribed,yourmarketresearch,andindustrydata,ifavailable.Youmaywanttodotwoforecasts:1)a"bestguess",whichiswhatyoureallyex

50、pect,and2)a"worstcase"lowestimatethatyouareconfidentyoucanreachnomatterwhathappens.Remembertokeepnotesonyourresearchandyourassumptionsasyoubuildthissalesforecastandallsubsequentspreadsheetsintheplan.Thisiscriticalifyouaregoingtopresentittofundingsources.RealisticScenarioOptimisticScenarioP

51、essimisticScenarioRiskAnalysisandManagementTechnicalRiskTechnologySafetySafetyissueinvolvedinthetechnologyusedandproposedsolutions.ProductQualityWhatarethequalityissuesproposedsolutionsDelayWhatdelaysarelikelytohappenatwhichstageandproposedsolutions.CompetitionRiskWhatarethecompetitionrisksfromexist

52、ingandnewcomersandproposedsolutions,suchasIPprotection,developmentofnewtechnologies.WhatbarrierstoentrydoyoufaceinenteringthismarketwithyournewcompanySometypicalbarriersare:HighcapitalcostsHighproductioncostsHighmarketingcostsConsumeracceptanceandbrandrecognitionTrainingandskillsUniquetechnologyandp

53、atentsUnionsShippingcostsTariffbarriersandquotasAndofcourse,howwillyouovercomethebarriersHowcouldthefollowingaffectyourcompanyChangeintechnologyChangeingovernmentregulationsChangeintheeconomyChangeinyourindustryManagementofGrowthHowwillthecompanymanageitsowngrowthandproblemsresulted.MarketRiskMarket

54、risks(suchascostfluctuation)andproposedsolutions.FinancialPlanYourfinancialwillcomefromasalesforecastinwhichyouforecastsales,costofgoodssold,expenses,andprofitmonth-by-monthforoneyear.Profitprojectionsshouldbeaccompaniedbyanarrativeexplainingthemajorassumptionsusedtoestimatecompanyincomeandexpenses.

55、ResearchNotes:Keepcarefulnotesonyourresearchandassumptions,sothatyoucanexplainthemlaterifnecessary,andalsosothatyoucangobacktoyoursourceswhenit'stimetoreviseyourplan.Tablesandfiguresareencouraged.SummaryofAssumptionsListassumptionsmadeforfinancialprojection.(break-evencalculation)Belowarethecost

56、s,revenueandinvestmentsforthecashflow.RevenueDirectVariableCostsFixedAssetInvestmentHumanResourcesServicesRenderedby3rdPartyInfrastructureandOperationalCostsMarketingTaxBreak-EvenPositionAbreak-evenanalysispredictsthesalesvolume,atagivenprice,requiredtorecovertotalcosts.Inotherwords,it'sthesales

57、levelthatisthedividinglinebetweenoperatingatalossandoperatingataprofit.Expressedasaformula,break-evenis:BreakevenSales=FixedCosts1-VariableCosts(%)(Wherefixedcostsareexpressedindollars,butvariablecostsareexpressedasapercentoftotalsales.)ProjectedprofitsManyhi-techbusinessownersthinkofthe5yearprofitandlossprojectionasthecenterpieceoftheirplan.Thisiswhereyouputitalltogetherinnum