哈佛商业计划书模板.ppt

CreatingaSocialEnterpriseBusinessPlanStaceyChildressFebruary21 2007 2 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Definitions定义 EntrepreneurshipasanactivityorbehaviorasopposedtoapersonoranideologyEntrepreneurship Thepursuitofopportunityregardlessoftheresourcesyoucurrentlycontrol Socialentrepreneurship Thepursuitofanopportunitytocreatepattern breakingsocialchangeregardlessoftheresourcesyoucurrentlycontrol 3 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 SEBusinessPlanElements商业计划基础 Theproblemandtheopportunity问题和机会Mission任务TheoryofchangeYoursolution strategy businessmodel 战略和运营模式TheteamGrowthstrategy发展战略Measuringresults调研成果Competition竞争对手Risks风险FinancialPlan财务 4 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Theproblemandopportunity Whatspecificproblemdoesyourideasolve Whyisitimportant Whatisthescaleoftheproblem Whatarethecontributingfactorstotheproblem 影响因素Whyisitsolvable 可行性Whatwouldtheworldlooklikeifyousolvedit 社会影响 problem opportunity 5 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Mission Yourstatementofwhatyouwillachieveoverthelongterm4 M sofMissionStatementsMemorableManageableMeasurableMotivational Source 4MsdevelopedbyProfessorJimAustin HBS 6 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Mission Examples Oneday allchildreninthiscountrywillhavetheopportunitytoachieveanexcellenteducationEradicatepovertyhousinginpartnershipwithGodandpeoplefromallwalksoflifeWestrivetobringforthafreshandstylishfabrictothemarketinasociallyconsciouswayandtodresstimelesselegancewithatouchofhumanityandwarmthEducatingleaderswhomakeadifferenceintheworld 7 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 TheoryofChange Basedonyourunderstandingoftheproblem whatisyourtheoryaboutwhichactionswillleadtotheresultsyouwanttoachieve Inotherwords whatisyourlogicchain Arethereleapsoffaithinthetheory Howdoyoudefendthem Isyourtheoryfocusedonlocalorsystemicchange Orboth Abeliefabout causality thatconnectsmissiontoaction 8 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Theoryofchange Examples TeachforAmerica Ifthebrightestcollegegraduatesagreetoteachinhighpovertyschoolsfortwoyears thena thestudentstheyteachwillreceiveahigh qualityeducationandb thecorpsmemberswillbecomelifelongleaderscommittedtosocialchangeHabitatforHumanity Ifweprovidefamilieswithsimple decent affordablehousing thenthecycleofgenerationalpovertywillbebroken Yashmere nowShokay IfwesourceouryakfiberdirectlyfromTibetanherdersandreinvestourprofitsintotheircommunitiesinareassuchashealthandeducation thenwewillensuretheopportunityofchoicetofutureTibetangenerations 9 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Strategyandbusinessmodel Howwillyouputyourtheoryintoaction Whoisthe customer orbeneficiary Howwillyouservethem Whatspecificallywillyourorganizationdo Whatdoestheinitialmanagementandgovernancestructurelookliketoimplementthestrategy Whatpartnershipswillyouneed Isthereanearnedrevenuestream Corporateform whatdecisioncriteriadidyouusetochoosetobeanonprofitorfor profit especiallyimportantifgoingtobefor profit 10 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Team Whatisitaboutthisteamthatmakesitlikelythatyoucanexecutethisplan Personalconnectiontomission Background experience expertise NetworkAdvisorsWhatexpertisedon tyouhaveandhowwillyougetit Howwilltheteamcompositionchangeovertime 11 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Growthstrategy Doyouplantogrow Ifso how replicationofyourorganizationoryourmodel willyoulaunchmoresitesormakeyourmodelavailableforotherstoimplement Thoughtsaboutgrowth Whatvalueareyoutryingtocreate Atwhatlevelofqualitydoyouneedtoperformonwhichcriticalvariablesinordertocontinuetocreatevalueasyougrow Giventhis howdoyoubalancethe needforspeed withthequalityhurdletomaximizesocialvaluecreation 12 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Measuringresults Howwillyouassessyourorganization seffectivenessinachievingitsmission Indicatorsshouldlinkbacktoyourtheoryofchange strategy justenoughindicatorsandnomore Onwhattimehorizondoesitmakessensetomeasureateachstage Setinterimmilestonesandlonger termgoals 13 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Competition Whatothersolutionsexistandwhataretheimplicationsforyourteam Whatotherserviceprovidersormodelsarethere What sdistinctiveaboutyours Howmuchmoneyflowstoyour issue annuallyandhowisitdistributed Howwillyoucapturesomeofthosedollarsorattractothers 14 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Risks Whatcouldgowrong contextuallystrategicallyprogrammaticallyfinanciallyHowwillyoumitigatetheserisks Don toverdoit butdon tavoidraisingandaddressingkeyriskstoyourplan 15 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Financialplan Whatisyourstrategyforfinancingyourplan Start upHowmuchstart upcapitaldoyouneed Howwillyouspendit Whatsourcesareavailabletoprovideseedcapital 启动资源 Payattentiontocash 16 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 Financialplan 2 SustainabilityRevenuemixIdentifyfixedandvariablecostsofoperatingyourmodel Coststructure unitcost What stheright unit Howdoesgrowthaffectyourunitcost Payattentiontocash Cashflowprojections incomestatement 3 5yearpro forma 17 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 SomethoughtsontheExecutiveSummary Theywillreaditfirst butyoushouldwriteitlast ESshouldmotivatethereadertotakesomeaction foryourpurposes toreadtherestofyourplan ESshouldcommunicatetheessenceandexcitementofyourplan NotanannotatedtableofcontentsNotanabstractIsyourb planinminiatureOnepageisgreat twopagesisfine threepagesistoolong Readershouldcomeawaythinking Sothat swhatthesefolksareupto Sourceforthisslide DavidGumpert HowtoCreateaReallySuccessfulBusinessPlan October2000 18 CreatedbyStaceyChildressinMarch2002 HarvardBusinessSchool RevisedNovember2006 TipsforGettingStartedonanES Attempttocrystallizethemostimportantideaofeachsectionofyourplani