大学生创业创意创新大赛获奖模板

大学生创业创意创新大赛获奖模板大学生创业创意创新大赛获奖模板大学生创业创意创新大赛获奖模板V:1.0精细整理，仅供参考大学生创业创意创新大赛获奖模板日期：20xx年X月第五届全国大学生电子商务“创新、创意及创业”挑战赛创新创意创业参赛学校：长春大学作品名称：交换空间团队名称:小智慧也有大作为指导老师：王钊王东屏团队成员：郑千旭、赵琪、周洋宇、常磊、王庆目录第一章市场分析项目背景```````````````````````````````````````````````````````````````````````````````````````````````````````````````````3旅游业发展前景`````````````````````````````````````````````````````````````````````````````````````````````````3旅游业政策````````````````````````````````````````````````````````````````````````````````````````````````````````3互联网+`````````````````````````````````````````````````````````````````````````````````````````````````````````````3市场趋势和机会`````````````````````````````````````````````````````````````````````````````````````````````````4

旅游行业SWOT分析``````````````````````````````````````````````````````````````````````````````````````````````````4目标用户分析```````````````````````````````````````````````````````````````````````````````````````````````````````````4消费人群定位````````````````````````````````````````````````````````````````````````````````````````````````````4目标人群特点```````````````````````````````````````````````````````````````````````````````````````````````````4行业竞争对手```````````````````````````````````````````````````````````````````````````````````````````````````````````5最直接的竞争对手``````````````````````````````````````````````````````````````````````````````````````````````5间接的竞争对手`````````````````````````````````````````````````````````````````````````````````````````````````5竞争优势```````````````````````````````````````````````````````````````````````````````````````````````````````````5第二章运营方案公司理念````````````````````````````````````````````````````````````````````````````````````````````````````6公司目标````````````````````````````````````````````````````````````````````````````````````````````````````6发展战略````````````````````````````````````````````````````````````````````````````````````````````````````6整合用户服务与社区服务````````````````````````````````````````````````````````````````````````6提供渠道、重视借助外力、整合资源`````````````````````````````````````````````````````````6业务与赢利模式```````````````````````````````````````````````````````````````````````````````````````````6业务体系`````````````````````````````````````````````````````````````````````````````````````````````7业务详述`````````````````````````````````````````````````````````````````````````````````````````````7业务发展规划```````````````````````````````````````````````````````````````````````````````````````7盈利模式`````````````````````````````````````````````````````````````````````````````````````````````8第三章财务可行性分析`投入资金```````````````````````````````````````````````````````````````````````````````````````````````````````````````````8市场调查与全面预算`````````````````````````````````````````````````````````````````````````````````````````````````8未来五年服务收入预测``````````````````````````````````````````````````````````````````````````````````````8服务成本```````````````````````````````````````````````````````````````````````````````````````````````````````````9未来五年利润预算`````````````````````````````````````````````````````````````````````````````````````````````9有关成本的预算````````````````````````````````````````````````````````````````````````````````````````````````93.3利润、损益平衡分析````````````````````````````````````````````````````````````````````````````````````````````````10盈亏平衡分析 ``````````````````````````````````````````````````````````````````````````````````````````````````10相关长期投资决策评价指标`````````````````````````````````````````````````````````````````````````````````````10投资回收期``````````````````````````````````````````````````````````````````````````````````````````````````````11净现值`````````````````````````````````````````````````````````````````````````````````````````````````````````````11财务评价结论```````````````````````````````````````````````````````````````````````````````````````````````````````````12第四章风险分析与解决方案政策风险````````````````````````````````````````````````````````````````````````````````````````````````````````````````12风险详述````````````````````````````````````````````````````````````````````````````````````````````````````````12应对措施````````````````````````````````````````````````````````````````````````````````````````````````````````12市场风险````````````````````````````````````````````````````````````````````````````````````````````````````````````````12风险详述````````````````````````````````````````````````````````````````````````````````````````````````````````12应对措施````````````````````````````````````````````````````````````````````````````````````````````````````````13技术风险````````````````````````````````````````````````````````````````````````````````````````````````````````````````13风险详述````````````````````````````````````````````````````````````````````````````````````````````````````````13应对措施````````````````````````````````````````````````````````````````````````````````````````````````````````13竞争风险````````````````````````````````````````````````````````````````````````````````````````````````````````````````13风险详述````````````````````````````````````````````````````````````````````````````````````````````````````````13应对措施````````````````````````````````````````````````````````````````````````````````````````````````````````14财务风险````````````````````````````````````````````````````````````````````````````````````````````````````````````````14风险详述````````````````````````````````````````````````````````````````````````````````````````````````````````14应对措施````````````````````````````````````````````````````````````````````````````````````````````````````````14第五章营销推广推广阶段```````````````````````````````````````````````````````````````````````````````````````````````````````````````14推广方式```````````````````````````````````````````````````````````````````````````````````````````````````````````````15百度搜索及度推广`````````````````````````````````````````````````````````````````````````````````````````15利用社交渠道推`````````````````````````````````````````````````````````````````````````````````````````````15新闻门户推广````````````````````````````````````````````````````````````````````````````````````````````````15核心营销运营方案`````````````````````````````````````````````````````````````````````````````````````````````````15会员制```````````````````````````````````````````````````````````````````````````````````````````````````````````15主动注册```````````````````````````````````````````````````````````````````````````````````````````````````````16金币激励制````````````````````````````````````````````````````````````````````````````````````````````````````16口碑营销```````````````````````````````````````````````````````````````````````````````````````````````````````16价格营销```````````````````````````````````````````````````````````````````````````````````````````````````````16第六章管理体系公司文化````````````````````````````````````````````````````````````````````````````````````````````````16文化基调````````````````````````````````````````````````````````````````````````````````````````16公司宗旨````````````````````````````````````````````````````````````````````````````````````````16核心价值理念``````````````````````````````````````````````````````````````````````````````````16基本价值观`````````````````````````````````````````````````````````````````````````````````````16企业精神````````````````````````````````````````````````````````````````````````````````````````16品牌个性````````````````````````````````````````````````````````````````````````````````````````16组织结构````````````````````````````````````````````````````````````````````````````````````````````````16经营团队````````````````````````````````````````````````````````````````````````````````````````````````16人事制度````````````````````````````````````````````````````````````````````````````````````````````````16激励机制````````````````````````````````````````````````````````````````````````````````````````````````16第一章市场分析项目背景旅游业发展前景本世纪初期，在世界贸易的组织下我国旅游市全面开放，旅游市场的竞争日趋激烈，众多旅游企业才开始关注并投入到旅游电子商务战略中来。电子商务与旅游热潮相结合，新生出在线旅游这一新的经营方式。尽管在线旅游目前在中国的渗透率还不高，但发展前景依然可观。旅游业是我国大三产业的主导性产业。经过三十多年的发展，我国旅游业从小到大、由强到弱，逐渐发展成为我国国民经济的重要产业，我国的旅游市场规模已跃居世界前列，旅游业的巨大潜力正在逐步爆发，进入快速发展的“黄金期”。我国正在成为全球最大的旅游市场，旅游业已进入大众化、产业化发展的新阶段。根据数据预测，到2015年，我国将成为全球最大的旅游市场。2013年中国在线旅游市场交易规模亿元，同比增长29%。互联网的普及使得电子商务获得前所未有的发展将人们的消费习惯、生活习惯从线上转移到线下。同时，旅游在线预订的比例也将进一步增大，手机无线预订将成为主要预订方式之一。2014年OTA市场营收规模30,1亿，同比增长%。预测可知，在未来的五年里，我国在线旅游市场交易规模在2015年将突破4000亿元，增速保持在40%左右。2017年，交易规模有望达到9000亿元，市场容量将随着人们的需求不断扩大。旅游业政策旅游是综合产业，关联度强、带动作用大，发展旅游产业既可以扩大消费、拉动投资、拉加出口，促进经济增长；又可以带动相关产业发展，增加服务业比重，促进结构调整；还可以增加社会就业、促进农民减贫增收。中央因势利导，把旅游作为促进经济增长的重点领域，把提升旅游消费作为六大消费工程之一，出台了一系列促进旅游业发展的政策措施，目前还在研究制定有利于旅游投资和消费的文件。地方各级政府更加重视旅游业，采取了更加有力的举措推动旅游业为稳增长、调结构、惠民生服务。政府对旅游企业电子商务的引导和扶持，对于加快我国旅游信息化和电子商务建设有着非常积极的作用。互联网+互联网的迅速普及，加速了移动互联网的快速发展，这给旅游业的发展带来了无限生机与商机。众多旅游企业纷纷利用信息和网络技术开展旅游业务，尤其是利用移动互联网或无线客户终端设备以实现游客更加快捷、便利地获知相关的旅游信息移动互联网快速发展带来受众媒体接收行为习惯发生变化，移动化、位置化、个性化、自服务成为用户消费需求新趋势。市场趋势和机会市场趋势随着中国旅游业的日益成熟，旅游市场竞争加剧现在随着互联网的飞速发展，未来互联网消费将成为世界消费的主流，传统的消费模式将渐渐走出人们的视野，我们紧紧的抓住这一关键，从思想上挑战传统的住店模式，我们有信心让“沙发客”式的电子旅游交换空间走进大众视野并接受这个新兴消费模式。2）市场机会以往喜欢旅游的人们都会提前定好酒店自行游或者报旅行社跟团游，这样前者不仅费用高昂而且避免不了会出现不了解当地状况而减缓了出行速度，后者即使团体消费在费用上会有相应的减少但对于穷游族也不会接受这种消费，这样我们就可以利用这些给那些穷游族和学生族提供极大的便利.

旅游行业SWOT分析SWOT分析详解：产业优势(s)环境中的机会(O)产业劣势(W)环境中的威胁(T)

产业优势：“沙发客”式的电子旅游交换空间打破传统的消费模式，在目前只有我们提出了这种消费模式，所以对我们的未来市场推广有极大的优势产业劣势：由于是新兴产业，又有很大的不可预知性，要快速的把这种消费模式推向市场走进大众视野将是一个挑战。

机会：资源庞大，旅行社在不断学习中也不断进步，开始借鉴国外的先进技术，经验，管理方式等；因为世界旅游行业普遍蓬勃发展，也就给中国提供了良好的契机；政府大力支持；威胁：国外旅游行业不断冲击中国，是中国在竞争方面压力巨大；在借鉴外国的同时，又不能像邯郸学步，一旦失败将会导致市场丢失；网络不断进步，中国传统的旅行社面临危机；旅行社过于分裂，竞争激烈；替代品不断威胁。目标用户分析消费人群定位该产品主要定位于80,90后当代大学生以及中层和中下层消费家庭。目标人群特点（1）市场需求量大。目前中国的“80后”拥有大约亿的消费人群,“90后”青年约为1亿,这一青年群体的消费能力和消费欲望在膨胀。“80后”、“90后”青年承担着极大的工作、生活和学习压力,大部分人承担着各种经济压力,每月支出很大,但他们会以不同的方式去调节生活,释放压力,主动消费意识比较强,而旅游又是这样一种舒缓压力的渠道。（2）获得信息的渠道。互联网的迅速普及，加速了移动互联网的快速发展。后在互联网市场上占据着很大的比重，这是一个不容忽视的消费群体，他们从小与网络接触，喜欢通过网络搜寻信息，并且现今旅游网站层出不穷，可从网站上得到大量信息，这给旅游电子商务的发展带来了无限生机与商机。（4）经济能力。这一类群体喜爱旅行，喜欢说走就走的旅行但又囊中羞涩，我们为这一类旅游爱好者在吃、住、安全方面提供了极大的保障，以群体规模挑战传统“住店客”模式，有效节省了旅行费用。（5）对新鲜事物的接受能力较强，愿意以并且能够成为别人家的“沙发客”并且通过我们的平台认识来自全国各地甚至国外的具有相同爱好和消费意识的朋友。行业竞争对手最直接的竞争对手来至走呗网，穷游网等这些网站专门以大学生和中层及中下层的客户为目标市场，并且也是致力于帮助顾客寻找一些便宜方便的途径来旅游。他们已经在这块市场上占有部分份额，虽然没有像同城，携程等网站具有知名度，但是作为该行业的前辈，其影响力不可低估。间接的竞争对手像同城网，携程网，去哪玩等知名网站因为他们的明星效应导致顾客在选择上的优先性，吸引顾客，间接影响“沙发客”式的旅游的旅游市场。如果我们没有可以让顾客眼前一亮的独特之处我们很难争取到市场，目前我们这种旅游的方式，是一个创新点，将会成为旅游行业中的一个独特的风景，目前几乎没有新进入者强有力的威胁，对于这一点我们的项目有绝对的优势，可以先行抢占市场。竞争优势添加了二维码扫描功能，方便游客出行购物等一系列活动使用。添加了心情墙功能模块，使游客可以在旅游完后随时可以分享自己的心情体会，也可以在此平台上和周边同时在平台上留言游客进行互动分享交流，游客可以上传自己图片，进而成为旅游达人。添加了用户互评留言板，可以使用户清晰客观的选择适宜的交换地点和交换对象。第二章运营方案公司理念两个不同地区的人，通过"交换空间"这一网络平台相识，你到对方所在的地区、城市或国家旅行时睡他家的房间，免费享受最贴心的导游服务，吃最地道的当地美食，甚至可以像老朋友一样用他的车子和电视;对方到你的城市、国家旅行时睡你家房间，你也尽到地主之谊。让你在旅行、出差或者其他时刻都有一个异地的家。公司目标我们主要是以APP电子商务网站作为整个服务的核心，旅游者可以通过APP选择自己在旅行中所需的住房、向导等服务，并且可以与提供服务者取得联系，洽谈有关事宜，从而选择适合自己的旅游服务。发展战略整合用户服务，提高服务质量（1）身份实名制认证认证方法有身份证认证、支付宝认证和视频认证。身份证认证，会员填写自己的身份证号码并上传身份证扫描件，网站会通过ID来验证信息及会员注册的IP地址和所在地。如果信息是真实的会员就会收到通知并进行反馈。支付宝认证，支付宝认证取决与认证会员的联系方式和支付宝账号及姓名的匹配性。（2）用户凭信息的ID方可进去交换空间APP交流群，交流群平台是提供用户交流，拉近了用户之间的距离，让他们在旅行前就成为朋友。（3）在每一次旅游活动完成后，旅游者都会根据提供方提供服务的满意程度给对方一定量的金币。金币的数量决定你在旅行中可以享受到的服务质量，这样会在很大程度上促进用户的再次旅游。提供渠道，重视借助外力，整合资源（1）B2C电子商务网站的媒体曝光率和展示率直接影响用户转化率和忠诚度，通过新闻撰写、活动策划执行、品牌公关、高层访谈和口碑营销等各种方式不断向用户渗透网站品牌理念。（2）采用（旅游者+交换空间APP+旅游服务的提供者）的发展模式，线上和线下相结合，使旅游行业聚集在这种行业性很强的电子商务平台上，通过产业链的连接，使各个环节高度整合起来，达到节俭成本的目的。业务与盈利模式业务体系我们通过利用APP进行线上线下相结合，将旅游者和提供旅游服务者聚集在这种行业性很强的电子商务平台上，增加业务的成交量，满足双方的需要。业务详述我们主要是以APP电子商务网站作为整个服务的核心，旅游者通过APP选择自己在旅行中所需的住房、向导等服务，并且可以与提供服务者取得联系，洽谈有关事宜，从而选择适合自己的旅游服务。第一，旅游者和提供旅游服务者需要下载我们的交换空间APP，在APP上通过身份证实名制注册自己的信息，信息提交成功后等待我们的审核。第二，信息审核成功后，旅游者根据自己所需填写自己在旅行者所需的旅游服务、基本要求；旅游服务供应者填写自己所能提供的旅游服务、服务质量、以及一些必要服务的收费标准。第三，商定有关事项。旅游者选择好自己所需旅游服务后通过我们交换空间APP上的交流软件和旅游服务供应者进行沟通联系，双方商定好有关事宜，互相交流在旅行前成为朋友。第四，填写合同。当双方商定好有关事宜时需要填写“交换空间”的合同，以确保在交换过程中双方的安全及财务等问题。主要的保险措施是通过支付宝两方都上交一定的资金作为保证金给公司。这样做的目的是保证两方在共处时间段不做出损害对方和违反合同上条例的行为。如果有违反的事情发生保证金将作为补偿部分或全部给受害者，情况严重的将会采取相关法律措施来解决。第五，旅游活动完成后双方的评价。旅游活动完成后，旅游者需要按照我们的《旅游服务提供者服务质量等级》和我们提供的金币对旅游服务者所提供的服务质量进行客观公正的评价；旅游服务的提供者也需要按照《旅游者活动行为标准》对旅游者进行评价。我们的优势在于让那些在旅游旺季订不到酒店，担心去旅行社报团不划算玩不好，自驾游却对目的地不熟悉的，想去旅游但是却负担不起高额的住宿费用的旅游者出行更加便捷。业务发展规划通过媒体宣传、客户亲身体验等方式，让我们的产品被更多的人接受。在中国市场占据一定的市场份额。盈利模式短期盈利模式我们公司通过植入式视频广告和下载流量来盈利。中期盈利模式金币不够或花完的顾客如果想继续旅行需要通过购买金币来获得旅游资格。长期盈利模式我们提供增值服务，主要通过为用户提供常规功能之外的扩展性服务赚取利润，升级用户权限。对用户进行等级划分、等级评价，等级越高在旅行中获得的服务就越好。提升隐私级别等。第三章财务分析资金投入我创业团队拟投入资金200万，用于软件编写，工作人员薪酬，办公地点租用等一系列筹建活动。市场调查与全面预算我创业训练团队将利用电话调查、网络调查、邮寄调查等市场调查方式获取市场信息，分析企业对管理咨询以及数据分析的市场需求。未来五年服务收入预测根据市场调查以及同类服务行业的平均价位，公司将采取低于市场均价的价格进入市场，则根据前期市场分析的服务需求量得出收入预算。服务成本预测成本主要是工资薪酬和管理费用。未来五年利润预算根据市场调查以及各类公司对数据分析的需求，公司将则根据前期市场分析的服务需求量得出未来五年利润预算。有关成本的预算公司在正常运营过程中的成本主要可归纳为变动成本和固定成本，其中变动成本包括交通费用、市场调研费用、交流费用，固定成本包括销售费用、管理费用。则公司未来5年的总成本如下表所示：3.3利润、损益平衡分析盈亏平衡分析 以第一年为例(单位:万元)企业综合盈亏平衡点=总固定成本/（单位服务价格—单位变动成本）=1,350,(30,,=(次)企业第一年的盈亏平衡点为64次,当本项目服务提供次数达到64次时，就可保本。而第一年提供服务仅为64次,由此可见，该项目风险较大。以第二年为例(单位:万元)企业综合盈亏平衡点=总固定成本/（单位服务价格—单位变动成本）=1,350,000/(35,,=(次)企业第二年的盈亏平衡点为51次,当本项目服务提供次数达到51次时，就可保本。而第一年提供服务仍为64次,由此可见，该项目风险逐渐变小。相关长期投资决策评价指标投资回收期已知第一年现金流入万元第二年现金流量合计为万元（折现率为10%）净现金流量为万元所以投资回收期=故在2年内是就可以回收成本。投资回收期较短。净现值项目的贴现率（资本成本率，预期收益率）为10%年份各年的净现金流量资本成本第一年472,第二年1,149,856,第三年1,683,1,082,第四年1,624,902,第五年1,142,547,折现率10%未来报酬总现值4,909,原投资额2,000,净现值（NPV）2,909,净现值（NPV）===(万元)NPV>0故本项目可行。（四）内部收益率内部收益率（IRR）满足如下公式：-C=0其中，C为项目总投资，为第t年折现率为IRR的复利现值系数。令NPV=0得出I=191%即该项目的内部收益率为191%远远大于资金成本率10%，内部收益率高。财务评价结论从以上的财务评价看：该项目的经济效益良好，能够按期收回投资，本项目折现率为10%，且净现值大于0，本项目收益率较高。敏感性分析结果表明，项目实施后能适应市场变化，项目对财务风险的抵御能力是很强的。因此，从财务角度评价该项目可以实施。第四章风险分析与解决方案政策风险风险详述“沙发客”式的电子旅游交换空间，前所未有。它是以电子网络为平台，借鉴并结合交换空间式的服务，以满足人们对旅游的极大需求。但作为新兴的行业，并无前人的经验可以借鉴和学习，并且，在政策法律法规方面，并没有明细的条款针对这一新兴的行业。 应对措施 大胆创新，勇于实践。开拓思路，积极向上。走出一条前人没有走过的路；并大胆设想，去借鉴学习。密切关注与我们业务相关的政策变化，根据行业发展预测立法取向，及时对运营中的盲点进行调整,完善并发展我们的“沙发客”式的电子旅游交换空间。认真学习政策，把握政策走向，积极调整。市场风险 风险详述 以网络为平台，以群体规模挑战传统“住店客”模式，虽节省旅行费用，但为旅客带来了更多的不可预知性。由于交换空间多为志愿者免费提供住宿，所以免不了为其主人带来一些烦恼。这是非常好的认知世界的方式，但是由于诚信的普遍缺失，未知风险大，安全保障成为难题，应该慎行。 应对措施 (1)旅行是建立在彼此的尊重和诚信上的，安全是最重要的。选择交换空间的对象，尽量选择资料详尽的屋主，通过过往评价观察屋主的信用度，并优先选择安全系数较高的同性或家庭屋主，“尽量选择性格、兴趣爱好、气场和自己差不多的人。”(2)成为成功的交换空间的实践者，一个秘诀就是要尽量详尽地介绍自己，另外，自身的信誉度也是主人是否愿意接纳的因素之一，如果有差评或者没人愿意为其担保的话，要想得到一张沙发就难了，所以要懂得自律，必须遵守一些原则，例如当地的风俗习惯或者提供者的饮食作息习惯等。（3）免费入住别人家中，可以在离开前送上一份小礼物，“譬如，去国外做客，可以送我们中国的剪纸、中国结等小手工艺品。技术风险风险详述作为一个网络公司，我们主要是针对电子商务类求职而成立的，所经营的范围相对较窄，因此在运营方面要有较强的吸引力才能提高公司的盈利，而在运营中不可或缺的就是技术的支持，技术部的员工对当今技术的掌握是否及时、深入，能否为公司的运营做出最大的贡献等问题都是公司所面临的技术风险。应对措施公司需要适时对技术部的员工进行培训和考核，确保他们所掌握的技术能跟上时代的脚步，符合用户需求。有可能的话，将会安排技术部的员工到走在技术前沿的地区或者国家学习交流。竞争风险风险详述通过对竞争对手进行分析和swot分析，在开放的市场环境中现有竞争者的威胁、潜在进入者的威胁方面都将导致竞争风险。应对措施始终保持较高的警惕性，关注同行业竞争对手采取的各项举措。在深入分析各项威胁的基础上，制定完备的应对措施，及时预防风险的入侵。加快实现既定25目标的进程，做到快人一步，保证网站的顺利运作。财务风险风险详述在运营前期，为打开市场，我们职场服务网站需要让利给用户，可能会面临暂时性的亏损。而在业务开展过程中，为解决各种风险带来的问题，开拓市场，公司需要投入巨额资金。在某一时期，公司可能会出现资不抵债的情况，面临财务风险。应对措施对网站的收入及费用进行详细的估测，同时对财务方面可能出现的问题进行预测，并制定相应方案：进行成本，主要通过精简架构方式，如在运营初期减少人手，采用简单的组织形式等，降低成本，提高效率，顺利度过赢利微薄时期。通过财务分析来规避一些对公司不利的决策，特别是在开始盈利的阶段，需要借鉴前期运营经验，