Business-plan-template-全英商业计划书模板

PagePAGE28ofNUMPAGES28BusinessplanforanewbusinessThebusinessplanconsistsofanarrativeandseveralfinancialworksheets.Thenarrativetemplateisthekeytothebusinessplan.Itcontainsmorethan150questionsdividedintoseveralsections.Omitanyquestionsthatdonotapplytoyourtypeofbusiness.Whenyouhavefinishedwritingyourfirstdraft,youwillhaveacollectionofsmallessaysonthevariousaspectsofthebusinessplan.Thenextstageistoeditthemintoasmooth-flowingnarrative.Therealvalueofcreatingabusinessplanisnotinhavingthefinishedplaninyourhand;rather,thevalueliesintheprocessofresearchingandthinkingaboutyourbusinessinasystematicway.Theactofplanninghelpsyoutothinkthingsthroughthoroughly,studyandresearchifyouarenotsureofthefacts,andlookatyourideascritically.Ittakestimenow,butwillhelpavoidcostly,perhapsdisastrous,mistakeslater.Thisbusinessplanisaspecificmodelsuitableforhigh-techbusinesses.Beforeyoubegin,lookatthe1stsectionTailoringtheplan.Ithastipsforfine-tuningyourplantomakeaneffectivepresentationtoinvestors.Ifthisiswhyyou’recreatingyourplan,payparticularattentiontoyourwritingstyle.Youwillbejudgedbythequalityandappearanceofyourworkaswellasbyyourideas.Ittypicallytakesseveralweekstocompleteagoodplan.Mostofthattimeisspentinresearchingandrevisingyourideasandassumptions.Butthisisthevalueoftheprocess.Somaketimetodothejobproperly.Thosewhodosoneverregrettheeffort.Andfinally,besuretokeepdetailednotesonyoursourcesofinformationandontheassumptionsunderlyingyourfinancialdata.TailoringtheplanThegenericbusinessplanpresentedshouldbemodifiedtosuityourspecifictypeofbusinessandtheaudienceforwhichtheplaniswritten.ForraisingcapitalForinvestorsInvestorshaveadifferentperspective.Theyarelookingfordramaticgrowth,andtheyexpecttoshareintherewards:Fundsneededshort-termFundsneededintwotofiveyears’timeHowthecompanywillusethefunds,andwhatthiswillaccomplishforgrowthEstimatedreturnoninvestmentExitstrategyforinvestors(buyback,saleorIPO)ProportionofownershipthatyouwillgiveuptoinvestorsMilestonesorconditionsthatyouwillacceptFinancialreportingtobeprovidedInvolvementofinvestorsontheboardorinmanagementFortypeofbusinessHigh-techcompaniesEconomicoutlookfortheindustryWillthecompanyhaveinformationsystemsinplacetomanagerapidlychangingprices,costsandmarkets?Willyoubeonthecuttingedgewithyourproductsandservices?Whatisthestatusofresearchanddevelopment?Andwhatisrequiredto:Bringproduct/servicetomarket?Keepthecompanycompetitive?Howdoesthecompany:Protectintellectualproperty?Avoidtechnologicalobsolescence?Supplynecessarycapital?Retainkeypersonnel?High-techcompaniessometimeshavetooperateforalongtimewithoutprofitsandsometimesevenwithoutsales.Ifthisfitsyoursituation,abankerprobablywillnotwanttolendtoyou.Venturecapitalistsmayinvest,butyourcasemustbeverygood.Youmustdolonger-termfinancialforecaststoshowwhenprofittake-offisexpectedtooccur.Andyourassumptionsmustbewelldocumentedandwellargued.

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TableofcontentsTOC\o"1-4"\h\z\u1. Executivesummary 62. IntroductiontotheCompanyanditsManagement 72.1 CompanyOverview 72.2 OrganisationalStructure 72.3 TheManagementTeam 72.4 AdvisoryBoard 72.5 ProposedManagementCompensation 72.6 HeadcountForecast 73. ProductsandServicesDescription 83.1 ProductsandTechnologiesIntroduction 83.2 DetailedDevelopmentPlan 83.2.1 ProductRoadmaps 83.2.2 DevelopmentStages 83.3 FutureApplications 84. MarketingAnalysis 94.1 MarketTrend 94.2 MarketSegmentation 104.3 MarketGap(UniqueSellingPoint) 104.4 CompetitiveAnalysis 105. BusinessModel 125.1 CoreCompetence 125.2 SWOTAnalysis 125.3 MarketingPlan 125.4 SalesForecast 145.4.1 RealisticScenario 155.4.2 OptimisticScenario 155.4.3 PessimisticScenario 156. RiskAnalysisandManagement 166.1 TechnicalRisk 166.1.1 TechnologySafety 166.1.2 ProductQuality 166.1.3 Delay 166.2 CompetitionRisk 166.3 ManagementofGrowth 176.4 MarketRisk 177. FinancialPlan 187.1 SummaryofAssumptions 187.1.1 Revenue 187.1.2 DirectVariableCosts 187.1.3 FixedAssetInvestment 187.1.4 HumanResources 187.1.5 ServicesRenderedby3rdParty 187.1.6 InfrastructureandOperationalCosts 187.1.7 Marketing 187.1.8 Tax 187.2 Break-EvenPosition 187.3 Projectedprofits 197.4 InvestmentandReturn 197.5 FinancialStatements 198. BusinessFeasibilityandImpactintheUKandChina 209. References 2110. Appendices 22ExecutivesummaryWritethissectionlast.Wesuggestthatyoumakeitnomorethantwopageslong.Includeeverythingthatyouwouldcoverinafive-minuteinterview.Explainthefundamentalsoftheproposedbusiness:Whatwillyourproductbe?Whowillyourcustomersbe?Whoaretheowners?Whatdoyouthinkthefutureholdsforyourbusinessandyourindustry?Makeitenthusiastic,professional,completeandconcise.Ifproposingforaninvestment,stateclearlyhowmuchyouwant,preciselyhowyouaregoingtouseit,andhowthemoneywillmakeyourbusinessmoreprofitable,therebyensuringrepayment.Paragraphheadingscanbeusediftheyidentifythepurposeofeachparagraph.(examplebelow)CompanyandManagement(Team)Product/ServiceDescriptionMarketAnalysisCompanyStrategyRiskAnalysisFinancialPlanInvestmentPropositionIntroductiontotheCompanyanditsManagementCompanyOverviewWhatbusinesswillyoubein?Whatwillyoudo?MissionStatement:Manycompanieshaveabriefmissionstatement,usuallyin30wordsorfewer,explainingtheirreasonforbeingandtheirguidingprinciples.Ifyouwanttodraftamissionstatement,thisisagoodplacetoputitintheplan.OrganisationalStructureIfyou’llhavemorethan10employees,createanorganizationalchartshowingthemanagementhierarchyandwhoisresponsibleforkeyfunctions.Includepositiondescriptionsforkeyemployees.Ifyouareseekingloansorinvestors,includeresumesofownersandkeyemployees.TheManagementTeamWhowillmanagethebusinessonaday-to-daybasis?Whatexperiencedoesthatpersonbringtothebusiness?Whatspecialordistinctivecompetencies?Isthereaplanforcontinuationofthebusinessifthispersonislostorincapacitated?AdvisoryBoardListmembersofmanagementadvisoryboardandtheirshortresume/CV.ProposedManagementCompensationIfthemanagementteamarewillingtoreducetheircompensationinthefirstyearofbusinessHeadcountForecastNumberofemployeesofeachdepartmentsandthetotalinthenext5years.(tablespreferred)ProductsandServicesDescriptionProductsandTechnologiesIntroductionDescribeindepthyourproductsorservices(technicalspecifications,drawings,photos,salesbrochuresandotherbulkyitemsbelongintheAppendices).Whatfactorswillgiveyoucompetitiveadvantagesordisadvantages?Examplesincludelevelofqualityoruniqueorproprietaryfeatures.Whatarethecost,feeorcommissionstructuresofyourproductsorservices?Don’tforgettoincludethecurrentPatentStatus.DetailedDevelopmentPlanProductRoadmapsListanddescribeproducttypeandserviceofallcategories,whattheydo,whentheyareavailable,andthetimelineofdesign,prototype,samplepromotionetc.(tablesandfiguresareencouraged)DevelopmentStagesWritedownthestagesusedtomeasurethesteppingsuccesses(deliverables,milestones)ofthewholecompanyaccordingtothedevelopmentplan.FutureApplicationsListanddescribepotentialapplications.MarketingAnalysisNomatterhowgoodyourproductsandservicesare,theventurecannotsucceedwithouteffectivemarketing.Thisbeginswithcarefulandsystematicresearch.Itisverydangeroustoassumethatyoualreadyknowaboutyourintendedmarket.Youneedtodomarketresearchtomakesureyouareontrack.Usethebusinessplanningprocessasyouropportunitytouncoverdataandtoquestionyourmarketingefforts.Yourtimewillbewellspent.Therearetwokindsofmarketresearch:primaryandsecondary.Secondaryresearchmeansusingpublishedinformationsuchasindustryprofiles,tradejournals,newspapers,magazines,censusdata,anddemographicprofiles.Thistypeofinformationisavailableinpubliclibraries,industryassociations,chambersofcommerce,fromvendorswhoselltoyourindustry,andfromgovernmentagencies.Primaryresearchmeansgatheringyourowndata.Forexample,youcoulddoyourowntrafficcountataproposedlocation,usetheyellowpagestoidentifycompetitors,anddosurveysorfocus-groupinterviewstolearnaboutconsumerpreferences.Professionalmarketresearchcanbeverycostly,buttherearemanybooksthatshowsmallbusinessownershowtodoeffectiveresearchthemselves.Inyourmarketingplan,beasspecificaspossible;givestatistics,numbers,andsources.Themarketingplanwillbethebasis,lateron,oftheall-importantsalesprojection.MarketTrendDescribeyourindustry.Isitagrowthindustry?Whatchangesdoyouforeseeintheindustry,shorttermandlongterm?Howwillyourcompanybepoisedtotakeadvantageofthem?Factsaboutyourindustry:Whatisthetotalsizeofyourmarket?Whatpercentshareofthemarketwillyouhave?(Thisisimportantonlyifyouthinkyouwillbeamajorfactorinthemarket.)Currentdemandintargetmarket.Trendsintargetmarket—growthtrends,trendsinconsumerpreferences,andtrendsinproductdevelopment.MarketSegmentationShowtheunderstandingofthemarketsegments(sizes,volumegrowth,revenuegrowth)MarketGap(UniqueSellingPoint)Analyzethecurrentmarketandidentifyandexplainthattheremightbeagap,aweak/missingsegmentofthemarketforyourparticularproduct.Anddescribegrowthpotentialandopportunityforabusinessofyourtypeandsize.CompetitiveAnalysisWhatproductsandcompanieswillcompetewithyou?Listyourmajorcompetitors:Willtheycompetewithyouacrosstheboard,orjustforcertainproductsandcustomersorincertainlocations?Willyouhaveimportantindirectcompetitors?(Forexample,videorentalstorescompetewithcinemas,althoughtheyaredifferenttypesofbusinesses.)Howwillyourproductsorservicescomparewiththecompetition?YoucanusetheCompetitiveanalysistablebelowtocompareyourcompanywithyourtwomostimportantcompetitors.Thefirstcolumnlistskeycompetitivefactors.Sincethesevaryfromoneindustrytoanother,youmaywanttocustomizethelistoffactors.InthecolumnlabeledMe,statehonestlyhowyouthinkyouwillbeperceivedincustomers'minds.Thencheckwhetheryouthinkthisfactorwillbeastrengthoraweaknessforyou.Sometimesitishardtoanalyseourownweaknesses.Trytobeveryclearhere.Betteryet,getsomebodyelsetoassessyou.Thiscanbearealeye-opener.Andrememberthatyoucannotbeallthingstoallpeople.Infact,tryingtobecausesmanybusinessfailuresbecausetheireffortsbecomescatteredanddiluted.Youwantanhonestassessmentofyourfirm'sstrongandweakpoints.Nowanalyseeachmajorcompetitor.Inafewwords,statehowyouthinktheycomparewithyou.Inthefinalcolumn,estimatetheimportanceofeachcompetitivefactortothecustomer.1=critical;5=notveryimportant.TableSEQTable\*ARABIC1:CompetitiveanalysisFACTORMeStrengthWeaknessCompetitorACompetitorBImportancetocustomerProductsPriceQualitySelectionServiceReliabilityStabilityExpertiseCompanyreputationLocationAppearanceSalesmethodCreditpoliciesAdvertisingImageNow,writeashortparagraphstatingyourcompetitiveadvantagesanddisadvantages.BusinessModelHowwillyoudevelopyourcompany,throughallianceandco-developmentor…?Listandexplainthemstepbystep.CoreCompetenceDescribeyourmostimportantcompanystrengthsandcorecompetencies.Whatfactorswillmakethecompanysucceed?Whatdoyouthinkyourmajorcompetitivestrengthswillbe?Whatbackgroundexperience,skills,andstrengthsdoyoupersonallybringtothisnewventure?SWOTAnalysisStrength:Cost,size,energysaving,eco-friendly,robustness,futuredevelopment…Weakness:Immature,suppliers…Opportunities:PoliticalOpportunities,marketopportunities,co-operationopportunities.Threats:Competitors,IntellectProperty,supplierchain.MarketingPlanNowoutlineamarketingstrategythatisconsistentwithyourniche.Marketingstrategiesaccordingtothe4Ptheories,namelyProduct,Price,PromotionandPlace.(The5thP–PeopleisthewholereasonfortheservicesindustrytobedoingverywellORevenforimprovingtheserviceexperienceinaProductindustryisbecausetheyalltarget'People'.)ProductStrategyListallofyourmajorproductsorservices.Foreachproductorservice:Describethemostimportantfeatures.Whatisspecialaboutit?Describethebenefits.Thatis,whatwilltheproductdoforthecustomer?Notethedifferencebetweenfeaturesandbenefits,andthinkaboutthem.Forexample,ahousethatgivesshelterandlastsalongtimeismadewithcertainmaterialsandtoacertaindesign;thoseareitsfeatures.Itsbenefitsincludeprideofownership,financialsecurity,providingforthefamily,andinclusioninaneighborhood.Youbuildfeaturesintoyourproductsothatyoucansellthebenefits.Whatafter-saleserviceswillyougive?Someexamplesaredelivery,warranty,servicecontracts,support,follow-up,andrefundpolicy.PricingExplainyourmethodormethodsofsettingprices.Formostsmallbusinesses,havingthelowestpriceisnotagoodpolicy.Itrobsyouofneededprofitmargin;customersmaynotcareasmuchaboutpriceasyouthink;andlargecompetitorscanunderpriceyouanyway.Usuallyyouwilldobettertohaveaveragepricesandcompeteonqualityandservice.Doesyourpricingstrategyfitwithwhatwasrevealedinyourcompetitiveanalysis?Compareyourpriceswiththoseofthecompetition.Aretheyhigher,lower,thesame?Why?Howimportantispriceasacompetitivefactor?Doyourintendedcustomersreallymaketheirpurchasedecisionsmostlyonprice?Whatwillbeyourcustomerserviceandcreditpolicies?PromotionHowwillyougetthewordouttocustomers?Advertising:Whatmedia,why,andhowoften?Whythismixandnotsomeother?Haveyouidentifiedlow-costmethodstogetthemostoutofyourpromotionalbudget?Willyouusemethodsotherthanpaidadvertising,suchastradeshows,catalogs,dealerincentives,wordofmouth(howwillyoustimulateit?),andnetworkoffriendsorprofessionals?Whatimagedoyouwanttoproject?Howdoyouwantcustomerstoseeyou?Inadditiontoadvertising,whatplansdoyouhaveforgraphicimagesupport?Thisincludesthingslikelogodesign,cardsandletterhead,brochures,signage,andinteriordesign(ifcustomerscometoyourplaceofbusiness).Shouldyouhaveasystemtoidentifyrepeatcustomersandthensystematicallycontactthem?PromotionalBudgetHowmuchwillyouspendontheitemslistedabove?Beforestartup?(Thesenumberswillgointoyourstartupbudget.)Ongoing?(Thesenumberswillgointoyouroperatingplanbudget.)ProposedLocation/PlaceProbablyyoudonothaveapreciselocationpickedoutyet.Thisisthetimetothinkaboutwhatyouwantandneedinalocation.Manystartupsrunsuccessfullyfromhomeforawhile.Youwilldescribeyourphysicalneedslater,intheOperationalPlansection.Here,analyzeyourlocationcriteriaastheywillaffectyourcustomers.Isyourlocationimportanttoyourcustomers?Ifyes,how?Ifcustomerscometoyourplaceofbusiness:Isitconvenient?Parking?Interiorspaces?Notoutoftheway?Isitconsistentwithyourimage?Isitwhatcustomerswantandexpect?Whereisthecompetitionlocated?Isitbetterforyoutobenearthem(likecardealersorfast-foodrestaurants)ordistant(likeconvenience-foodstores)?DistributionChannelsHowdoyousellyourproductsorservices?Retail,Direct(mailorder,Web,catalog),Wholesale,Yourownsalesforce,Agents,Independentrepresentatives,BidoncontractsSalesForecastNowthatyouhavedescribedyourproducts,services,customers,markets,andmarketingplansindetail,it’stimetoattachsomenumberstoyourplan.Useasalesforecastspreadsheettoprepareaquarter-by-quarterprojection.Theforecastshouldbebasedonyourhistoricalsales,themarketingstrategiesthatyouhavejustdescribed,yourmarketresearch,andindustrydata,ifavailable.Youmaywanttodotwoforecasts:1)a"bestguess",whichiswhatyoureallyexpect,and2)a"worstcase"lowestimatethatyouareconfidentyoucanreachnomatterwhathappens.Remembertokeepnotesonyourresearchandyourassumptionsasyoubuildthissalesforecastandallsubsequentspreadsheetsintheplan.Thisiscriticalifyouaregoingtopresentittofundingsources.RealisticScenarioOptimisticScenarioPessimisticScenarioRiskAnalysisandManagementTechnicalRiskTechnologySafetySafetyissueinvolvedinthetechnologyusedandproposedsolutions.ProductQualityWhatarethequalityissuesproposedsolutionsDelayWhatdelaysarelikelytohappenatwhichstageandproposedsolutions.CompetitionRiskWhatarethecompetitionrisksfromexistingandnewcomersandproposedsolutions,suchasIPprotection,developmentofnewtechnologies.Whatbarrierstoentrydoyoufaceinenteringthismarketwithyournewcompany?Sometypicalbarriersare:HighcapitalcostsHighproductioncostsHighmarketingcostsConsumeracceptanceandbrandrecognitionTrainingandskillsUniquetechnologyandpatentsUnionsShippingcostsTariffbarriersandquotasAndofcourse,howwillyouovercomethebarriers?Howcouldthefollowingaffectyourcompany?ChangeintechnologyChangeingovernmentregulationsChangeintheeconomyChangeinyourindustryManagementofGrowthHowwillthecompanymanageitsowngrowthandproblemsresulted.MarketRiskMarketrisks(suchascostfluctuation)andproposedsolutions.FinancialPlanYourfinancialwillcomefromasalesforecastinwhichyouforecastsales,costofgoodssold,expenses,andprofitmonth-by-monthforoneyear.Profitprojectionsshouldbeaccompaniedbyanarrativeexplainingthemajorassumptionsusedtoestimatecompanyincomeandexpenses.ResearchNotes:Keepcarefulnotesonyourresearchandassumptions,sothatyoucanexplainthemlaterifnecessary,andalsosothatyoucangobacktoyoursourceswhenit’stimetoreviseyourplan.Tablesandfiguresareencouraged.SummaryofAssumptionsListassumptionsmadeforfinancialprojection.(break-evencalculation)Belowarethecosts,revenueandinvestmentsforthecashflow.RevenueDirectVariableCostsFixedAssetInvestmentHumanResourcesServicesRenderedby3rdPartyInfrastructureandOperationalCostsMarketingTaxBreak-EvenPositionAbreak-evenanalysispredictsthesalesvolume,atagivenprice,requiredtorecovertotalcosts.Inotherwords,it’sthesaleslevelthatisthedividinglinebetweenoperatingatalossandoperatingataprofit.Expressedasaformula,break-evenis:BreakevenSales=FixedCosts1-VariableCosts(%)(Wherefixedcostsareexpressedindollars,butvariablecostsareexpressedasapercentoftotalsales.)ProjectedprofitsManyhi-techbusinessownersthinkofthe5yearprofitandlossprojectionasthecenterpieceoftheirplan.Thisiswhereyouputitalltogetherinnumbersandgetanideaofwhatitwilltaketomakeaprofitandbesuccessful.InvestmentandReturnExplainhowthecompanywillbefinanced,threeroundsforexample.Describethetargetedinvestors,howmuchisneeded,howmuchsharethecompanyiswillingtoexchange(withconditions),andhowtheinvestmentwillbespent.(Atableisnormallyusedtosummarizetheproposal.)FinancialStatementsAbalancesheetisoneofthefundamentalfinancialreportsthatanybusinessneedsforreportingandfinancialmanagement.Abalancesheetshowswhatitemsofvalueareheldbythecompany(assets),andwhatitsdebtsare(liabilities).Whenliabilitiesaresubtractedfromassets,theremainderisowners’equity.Useastartupexpensesandcapitalizationspreadsheetasaguidetopreparingabalancesheetattheendofeachyearfor5years.Thendetailhowyoucalculatedtheaccountbalancesonyouropeningdaybalancesheet.BusinessFeasibilityandImpactintheUKandChinaYourabilitytoidentifytheviabilityofyourbusinessbothintheUKandChinaarecrucialtothesuccessofyourbusiness.HowcanyourbusinessbestleverageboththeresourcesoftheUKandChina?WhywouldyourbusinessbenefitfromthecurrentbusinessclimateinChinaandUK?Whataretheculturespecificconsiderationsofyourtechnology/service?Howwillthetechnology/servicesbenefittheUKandtheChinesesocietyasawhole?ChinaandtheUKbothhavetheirownconcernsandstrengths.HowthecompanyisgoingtouseChinaandUK’sstrengths,nottheweaknesses.China’sDemands(Governmentpolicy)China’sStrength(Manufacturingcapabilityandmarketsize)UKDemands(Governmentpolicy,concernonspendingcutsetc.)UKStrengths(ResearchAbility,goodIPprotection,Europeanmarket)ReferencesAppendicesIncludedetailsandstudiesusedinyourbusinessplan.Forexample:Brochuresandadvertisingma