Business-plan-template全英商业计划书模板

1、usiness plan for a new businessThe business plan consists of a narrative and several financial worksheets. The narrative template is the key to the business plan. It contains more than 150 questions divided into several sections. Omit any questions that do not apply to your type of business When you

2、 have finished writing your first draft, you will have a collect!on of small essays on the various aspects of the business plan. The next stage is to edit them into a smooth-flowi ng narrative.The real value of creating a business plan is not in having the finished plan in your hand; rather, the val

3、ue lies in the process of researchi ng and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically .It takes time now, but will help avoid costly, perhap

4、s disastrous, mistakes later.This business plan is a specific model suitable for high-tech businesses. Before you begi n, I ook at the 1S, section Tailoring the plan .It has tips for fine-tuning your plan to make an effective presentation to investors. If this is why youYe creating your plan, pay pa

5、rticular attention to your writing style. You will be judged by the quality and appearanee of your work as well as by your ideas.It typically takes several weeks to complete a good plan. Most of that time is spent in researchi ng and revisi ng your ideas and assumpti ons. But this is the value of th

6、e process. So make time to do the job properly. Those who do so never regret the effort. And fin ally, be sure to keep detailed notes on your sources of informatio n and on the assumptions underlying your financial dataTailoring the planThe generic business plan presented should be modified to suit

7、your specific type of business and the audienee for which the plan is written.For raising capitalFor investorsInvestors have a different perspective. They are looking for dramatic growth, and they expect to share in the rewards:c Funds needed short-termo Funds needed in two to five years1 timec How

8、the compa ny will use the fun ds, and what this will accomplish for growtho Estimated retur n on in vestmentc Exit strategy for investors (buyback, sale or IPO)o Proportion of ownership that you will give up to investorsc Milestones or conditions that you will acceptc Financial reporting to be provi

9、dedo Involvement of investors on the board or in managementFor type of businessHigh-tech companiesEconomic outlook for the industryWill the compa ny have info rmati on systems in place to man age rapidly cha nging prices, costs and markets?Will you be on the cutting edge with your products and servi

10、ces?What is the status of research and development? And what is required to:c Bring product/service to market?c Keep the company competitive?How does the company:o Protect intellectual property?c Avoid tech no logical obsolesce nee?c Supply necessary capital?o Retain key personnel?High-tech companie

11、s sometimes have to operate for a long time without profits and sometimes even without sales .If this fits your situati on, a ban ker probably will not want to lend to you. Venture capitalists may invest, but your case must be very good You must do Ion ger-term finan cial forecasts to show whe n pro

12、fit take-off is expected to occur. And your assumptions must be well documented and well argued22/22usinessplanOWNERSYour Business NameDateE-MailWebpageTable of contents!.Executive summary62.Introduction to the Company and its Management72.1 Company Overview72.2 Organisational Structure72.3 The Mana

13、gement Team72.4 Advisory Board72.5 Proposed Management Compensation72.6 Headcount Forecast73Products and Services Description83.1 Products and Tech no logies In troducti on83.2 Detailed Development Plan83.2.1 Product Roadmaps83.2.2 Development Stages83.3 Future Applications84.Marketing Analysis94.1

14、Market Tre nd94.2 Market Segmentation104.3 Market Gap (Unique Selling Point)104.4 Competitive Analysis105Business Model125.1 Core Competenee125.2 SWOT Analysis125.3 Marketing Plan125.4 Sales Forecast145.4.1 Realistic Seenario155.4.2 Optimistic Seenario155.4.3 Pessimistic Seenario156.Risk Analysis an

15、d Management166.1 Technical Risk166.1.1 Tech no logy Safety166.1.2 Product Quality166.1.3 Delay166.2 Competition Risk166.3 Management of Growth166.4 Market Risk177 Financial Plan187.1 Summary of Assumptions187.1.1 Revenue187.1.2 Direct Variable Costs187.1.3 Fixed Asset Investment187.1.4 Human Resour

16、ces187.1.5 Services Rendered by 3rd Party187.1.6 Infrastructure and Operational Costs187.1.7 Marketing 187.1.8 Tax187.2 Break-Even Position187.3 Projected profits197.4 Investment and Return197.5 Financial Statements198. Business Feasibility and Impact in the UK and China209. References2110. Appendic

17、es221 Executive summaryWrite this section last.We suggest that you make it no more than two pages long.In elude everythi ng that you would cover in a five-mi nute interview.Explain the fundamentals of the proposed business: What will your product be? Who will your customers be? Who are the owners? W

18、hat do you think the future holds for your business and your industry?Make it enthusiastic, professional, complete and concise.If proposing for an investment, state clearly how much you want, precisely how you are going to use it, and how the money will make your business more profitable, thereby en

19、suring repayment.Paragraph headings can be used if they identify the purpose of each paragraph, (example below)Company and Management (Team)Product/Service DescriptionMarket AnalysisCompany StrategyRisk AnalysisFinancial PlanInvestment Proposition2. Introduction to the Company and its Management2.1

20、Company OverviewWhat business will you be in? What will you do?Mission Statement: Many companies have a brief mission statement, usually in 30 words or fewer, explaining their reas on for being and their guiding prin ciples .If you want to draft a mission statement, this is a good place to put it in

21、 the plan.2.2 Organisational StructureIf youll have more than 10 employees, create an organizational chart showing the management hierarchy and who is responsible for key functions.In elude positi on descriptions for key employees .If you are seeki ng loa ns or in vestors, in elude resumes of owners

22、 and key employees.2.3 The Management TeamWho will man age the busi ness on a day-to-day basis? What experie nee does that person bring to the business? What special or distinctive competencies? Is there a plan for continuation of the business if this person is lost or iincapacitated?2.4 Advisory Bo

23、ardList members of management advisory board and their short resume/CV.2.5 Proposed Management CompensationIf the management team are willing to reduce their compensation in the first year of busi ness2.6 Headcount ForecastNumber of employees of each departments and the total in the next 5 years. (t

24、ables preferred)3. Products and Services Description3.1 Products and Technologies IntroductionDescribe in depth your products or services (technical specifications, drawings, photos, sales brochures and other bulky items belong in the Appendices).What factors will give you competitive adva ntages or

25、 disadva ntages? Examples in elude level of quality or unique or proprietary features.What are the cost, fee or commissi on structures of your products or services?Dont forget to include the current Patent Sfafus.3.2 Detailed Development Plan3.2.1 Product RoadmapsList and describe product type and s

26、ervice of all categories, what they do, when they are available, and the timeline of design, prototype, sample promotion etc. (tables and figures are encouraged)3.2.2 Development StagesWrite down the stages used to measure the stepping successes (deliverables, milestones) of the whole company accord

27、ing to the development plan.3.3 Future ApplicationsList and describe potential applications.4. Marketing AnalysisNo matter how good your products and services are, the venture cannot succeed without effective market!ng. This begins with careful and systematic research. It is very dangerous to assume

28、 that you already know about your intended market. You need to do market research to make sure you are on track. Use the business planning process as your opportunity to uncover data and to question your market!ng efforts. Your time will be well spent.There are two kinds of market research: primary

29、and sec on dary.Secondary research means using published information such as industry profiles, trade journals, newspapers, magazines, census data, and demographic profiles. This type of information is available in public libraries, industry associations, chambers of commerce, from ven dors who sell

30、 to your in dustry, and from gover nment age ncies.Primary research means gathering your own data. For example, you could do your own traffic count at a proposed location, use the yellow pages to identify competitors, and do surveys or focus-group interviews to learn about consumer preferences Profe

31、ssional market research can be very costly, but there are many books that show small business owners how to do effective research themselvesIn your market!ng plan, be as specific as possible; give statistics, numbers, and sources. The marketing plan will be the basis, later on, of the all-important

32、sales projection.4.1 Market TrendDescribe your industry. Is it a growth industry? What changes do you foresee in the industry, short term and long term? How will your company be poised to take advantage of them?Facts about your industry:What is the total size of your market?What percent share of the

33、 market will you have? (This is important only if you think you will be a major factor in the market.)Curre nt dema nd in target market.Trends in target marketgrowth trends, trends in consumer preferences, and trends in product development.4.2 Market SegmentationShow the understanding of the market

34、segments (sizes, volume growth, revenue growth)4.3 Market Gap (Unique Selling Point)Analyze the current market and identify and explain that there might be a gap, a weak/missing segment of the market for your particular product. And describe growth potential and opportunity for a business of your ty

35、pe and size4.4 Competitive AnalysisWhat products and companies will compete with you? List your major competitors:Will they compete with you across the board, or just for certain products and customers or in certai n locati ons? Will you have importa nt in direct competitors? (For example, video ren

36、tal stores compete with cinemas, although they are different types of busi nesses.)How will your products or services compare with the competition?You can use the Competitive analysis table below to compare your company with your two most important competitors The first column lists key competitive

37、factors Since these vary from one industry to another, you may want to customize the list of factors.In the column labeled Me, state honestly how you think you will be perceived in customers* minds. Then check whether you think this factor will be a strength or a weakness for you. Sometimes it is ha

38、rd to analyse our own weaknesses. Try to be very clear here. Better yet, get somebody else to assess you. This can be a real eye-opener. And remember that you can not be all things to all people .In fact, trying to be causes many business failures because their efforts become scattered and diluted.

39、You want an honest assessment of your firms strong and weak points.Now analyse each major competitor. In a few words, state how you think they compare with you. In the final column, estimate the importanee of each competitive factor to the customer. 1 = critical; 5 = not very important.Table 1: Comp

40、etitive analysisFACTORMeStrengthWeaknessCompetitor ACompetitor BImportance to customerProductsPriceQualitySelectionServiceReliabilityStabilityExpertiseCompany reputationLocationAppearanceSales methodCredit policiesAdvertisingImageNow, write a short paragraph stating your competitive advantages and d

41、isadvantages.5. Business ModelHow will you develop your company, through allianee and co-development or.?List and explain them step by step.5.1 Core CompetenceDescribe your most important company strengths and core competencies. What factors will make the company succeed? What do you think your majo

42、r competitive strengths will be? What backgro und experie nee, skills, and stren gths do you pers on ally bring to this new venture?5.2 SWOT AnalysisStrength: Cost, size, energy saving, eco-friendly, robustness, future development.Weakness: Immature, suppliers.Opportunities: Political Opportunities,

43、 market opportunities, co-operation opportunitiesThreats: Competitors, Intellect Property, supplier chain.5.3 Marketing PlanNow outline a market!ng strategy that is consistent with your niche.Marketing strategies according to the 4P theories, namely Product, Price, Promotion and Place. (The 5th P 一

44、People is the whole reason for the services industry to be doing very well OR even for improving the service experienee in a Product industry is because they all target People*.)Product StrategyList all of your major products or services.For each product or service:Describe the most important featur

45、es. What is special about it?Describe the ben efits That is, what will the product do for the customer?Note the differe nee betwee n features and ben efits, and think about them. For example, a house that gives shelter and lasts a long time is made with certain materials and to a certai n desig n; t

46、hose are its features .Its ben efits in elude pride of own ership, financial security, providing for the family, and inclusion in a neighborhood. You build features into your product so that you can sell the ben efits.What after-sale services will you give? Some examples are delivery, warranty, serv

47、ice con tracts, support, follow-up, and refund polic y.PricingExplain your method or methods of setting prices. For most small businesses, having the lowest price is not a good policy. It robs you of needed profit margin; customers may not care as much about price as you think; and large competitors

48、 can under price you anyway. Usually you will do better to have average prices and compete on quality and service Does your pricing strategy fit with what was revealed in your competitive analysis?Compare your prices with those of the competition. Are they higher, lower, the same? Why?How important

49、is price as a competitive factor? Do your intended customers really make their purchase decisions mostly on price?What will be your customer service and credit policies?PromotionHow will you get the word out to customers?Advertising: What media, why, and how often? Why this mix and not some other?Ha

50、ve you identified low-cost methods to get the most out of your promotional budget?Will you use methods other than paid advertising, such as trade shows, catalogs, dealer incentives, word of mouth (how will you stimulate it?), and network of friends or professi on als?What image do you want to projec

51、t? How do you want customers to see you?In addition to advertising, what plans do you have for graphic image support? This in eludes things like logo desig n, cards and letterhead, brochures, sign age, and in terior design (if customers come to your place of business).Should you have a system to ide

52、ntify repeat customers and then systematically contact them?Promotional BudgetHow much will you spend on the items listed above?Before startup? (These numbers will go into your startup budget.)Ongoing? (These numbers will go into your operating plan budget.)Proposed Location/PlaceProbably you do not

53、 have a precise location picked out yet. This is the time to think about what you want and need in a location. Many startups run successfully from home for a whileYou will describe your physical needs later, in the oraMnaisection. Here, analyze yourlocation criteria as they will affect your customer

54、s.Is your location important to your customers? If yes, how?If customers come to your place of business:Is it convenient? Parking? Interior spaces? Not out of the way?Is it consistent with your image?Is it what customers want and expect?Where is the competition located? Is it better for you to be ne

55、ar them (like car dealers or fast-food restaurants) or distant (like convenience-food stores)?Distribution ChannelsHow do you sell your products or services?Retail, Direct (mail order, Web, catalog), Wholesale, Your own sales force, Agents, In depe ndent represe ntatives, Bid on con tracts5.4 Sales

56、ForecastNow that you have described your products, services, customers, markets, and marketing plans in detail, its time to attach some numbers to your plan. Use a sales forecast spreadsheet to prepare a quarter-by-quarter project!on. The forecast should be based on your historical sales, the market

57、ing strategies that you have just described, your market research, and industry data, if availableYou may want to do two forecasts: 1) a Hbest guess, which is what you really expect, and 2) a ” worst case* low estimate that you are con fide nt you can reach no matter what happe ns.Remember to keep notes on your research and your assumptions as you build this sales forecast and all subsequent spreadsheets in the plan. This is critical