Businessplantemplate全英商业综合计划书模板

Businessplanforanewbusiness

Thebusinessplanconsistsofanarrativeandseveralfinancialworksheets.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.

Tailoringtheplan

Thegenericbusinessplanpresentedshouldbemodifiedtosuityourspecifictypeofbusinessandtheaudienceforwhichtheplaniswritten.

Forraisingcapital

Forinvestors

Investorshaveadifferentperspective.Theyarelookingfordramaticgrowth,andtheyexpecttoshareintherewards:

Fundsneededshort-term

Fundsneededintwotofiveyears’time

Howthecompanywillusethefunds,andwhatthiswillaccomplishforgrowth

Estimatedreturnoninvestment

Exitstrategyforinvestors(buyback,saleorIPO)

Proportionofownershipthatyouwillgiveuptoinvestors

Milestonesorconditionsthatyouwillaccept

Financialreportingtobeprovided

Involvementofinvestorsontheboardorinmanagement

Fortypeofbusiness

High-techcompanies

Economicoutlookfortheindustry

Willthecompanyhaveinformationsystemsinplacetomanagerapidlychangingprices,costsandmarkets?

Willyoubeonthecuttingedgewithyourproductsandservices?

Whatisthestatusofresearchanddevelopment?Andwhatisrequiredto:

Bringproduct/servicetomarket?

Keepthecompanycompetitive?

Howdoesthecompany:

Protectintellectualproperty?

Avoidtechnologicalobsolescence?

Supplynecessarycapital?

Retainkeypersonnel?

High-techcompaniessometimeshavetooperateforalongtimewithoutprofitsandsometimesevenwithoutsales.Ifthisfitsyoursituation,abankerprobablywillnotwanttolendtoyou.Venturecapitalistsmayinvest,butyourcasemustbeverygood.Youmustdolonger-termfinancialforecaststoshowwhenprofittake-offisexpectedtooccur.Andyourassumptionsmustbewelldocumentedandwellargued.

Businessplan

OWNERS

YourBusinessName

Date

E-Mail

Webpage

Tableofcontents

TOC\o"1-4"\h\z\u

1. Executivesummary

6

2. IntroductiontotheCompanyanditsManagement

7

2.1 CompanyOverview

7

2.2 OrganisationalStructure

7

2.3 TheManagementTeam

7

2.4 AdvisoryBoard

7

2.5 ProposedManagementCompensation

7

2.6 HeadcountForecast

7

3. ProductsandServicesDescription

8

3.1 ProductsandTechnologiesIntroduction

8

3.2 DetailedDevelopmentPlan

8

3.2.1 ProductRoadmaps

8

3.2.2 DevelopmentStages

8

3.3 FutureApplications

8

4. MarketingAnalysis

9

4.1 MarketTrend

9

4.2 MarketSegmentation

10

4.3 MarketGap(UniqueSellingPoint)

10

4.4 CompetitiveAnalysis

10

5. BusinessModel

12

5.1 CoreCompetence

12

5.2 SWOTAnalysis

12

5.3 MarketingPlan

12

5.4 SalesForecast

14

5.4.1 RealisticScenario

15

5.4.2 OptimisticScenario

15

5.4.3 PessimisticScenario

15

6. RiskAnalysisandManagement

16

6.1 TechnicalRisk

16

6.1.1 TechnologySafety

16

6.1.2 ProductQuality

16

6.1.3 Delay

16

6.2 CompetitionRisk

16

6.3 ManagementofGrowth

17

6.4 MarketRisk

17

7. FinancialPlan

18

7.1 SummaryofAssumptions

18

7.1.1 Revenue

18

7.1.2 DirectVariableCosts

18

7.1.3 FixedAssetInvestment

18

7.1.4 HumanResources

18

7.1.5 ServicesRenderedby3rdParty

18

7.1.6 InfrastructureandOperationalCosts

18

7.1.7 Marketing

18

7.1.8 Tax

18

7.2 Break-EvenPosition

18

7.3 Projectedprofits

19

7.4 InvestmentandReturn

19

7.5 FinancialStatements

19

8. BusinessFeasibilityandImpactintheUKandChina

20

9. References

21

10. Appendices

22

Executivesummary

Writethissectionlast.

Wesuggestthatyoumakeitnomorethantwopageslong.

Includeeverythingthatyouwouldcoverinafive-minuteinterview.

Explainthefundamentalsoftheproposedbusiness:Whatwillyourproductbe?Whowillyourcustomersbe?Whoaretheowners?Whatdoyouthinkthefutureholdsforyourbusinessandyourindustry?

Makeitenthusiastic,professional,completeandconcise.

Ifproposingforaninvestment,stateclearlyhowmuchyouwant,preciselyhowyouaregoingtouseit,andhowthemoneywillmakeyourbusinessmoreprofitable,therebyensuringrepayment.

Paragraphheadingscanbeusediftheyidentifythepurposeofeachparagraph.(examplebelow)

CompanyandManagement(Team)

Product/ServiceDescription

MarketAnalysis

CompanyStrategy

RiskAnalysis

FinancialPlan

InvestmentProposition

IntroductiontotheCompanyanditsManagement

CompanyOverview

Whatbusinesswillyoubein?Whatwillyoudo?

MissionStatement:Manycompanieshaveabriefmissionstatement,usuallyin30wordsorfewer,explainingtheirreasonforbeingandtheirguidingprinciples.Ifyouwanttodraftamissionstatement,thisisagoodplacetoputitintheplan.

OrganisationalStructure

Ifyou’llhavemorethan10employees,createanorganizationalchartshowingthemanagementhierarchyandwhoisresponsibleforkeyfunctions.

Includepositiondescriptionsforkeyemployees.Ifyouareseekingloansorinvestors,includeresumesofownersandkeyemployees.

TheManagementTeam

Whowillmanagethebusinessonaday-to-daybasis?Whatexperiencedoesthatpersonbringtothebusiness?Whatspecialordistinctivecompetencies?Isthereaplanforcontinuationofthebusinessifthispersonislostorincapacitated?

AdvisoryBoard

Listmembersofmanagementadvisoryboardandtheirshortresume/CV.

ProposedManagementCompensation

Ifthemanagementteamarewillingtoreducetheircompensationinthefirstyearofbusiness

HeadcountForecast

Numberofemployeesofeachdepartmentsandthetotalinthenext5years.(tablespreferred)

ProductsandServicesDescription

ProductsandTechnologiesIntroduction

Describeindepthyourproductsorservices(technicalspecifications,drawings,photos,salesbrochuresandotherbulkyitemsbelongintheAppendices).

Whatfactorswillgiveyoucompetitiveadvantagesordisadvantages?Examplesincludelevelofqualityoruniqueorproprietaryfeatures.

Whatarethecost,feeorcommissionstructuresofyourproductsorservices?

Don’tforgettoincludethecurrentPatentStatus.

DetailedDevelopmentPlan

ProductRoadmaps

Listanddescribeproducttypeandserviceofallcategories,whattheydo,whentheyareavailable,andthetimelineofdesign,prototype,samplepromotionetc.(tablesandfiguresareencouraged)

DevelopmentStages

Writedownthestagesusedtomeasurethesteppingsuccesses(deliverables,milestones)ofthewholecompanyaccordingtothedevelopmentplan.

FutureApplications

Listanddescribepotentialapplications.

MarketingAnalysis

Nomatterhowgoodyourproductsandservicesare,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.

MarketTrend

Describeyourindustry.Isitagrowthindustry?Whatchangesdoyouforeseeintheindustry,shorttermandlongterm?Howwillyourcompanybepoisedtotakeadvantageofthem?

Factsaboutyourindustry:

Whatisthetotalsizeofyourmarket?

Whatpercentshareofthemarketwillyouhave?(Thisisimportantonlyifyouthinkyouwillbeamajorfactorinthemarket.)

Currentdemandintargetmarket.

Trendsintargetmarket—growthtrends,trendsinconsumerpreferences,andtrendsinproductdevelopment.

MarketSegmentation

Showtheunderstandingofthemarketsegments(sizes,volumegrowth,revenuegrowth)

MarketGap(UniqueSellingPoint)

Analyzethecurrentmarketandidentifyandexplainthattheremightbeagap,aweak/missingsegmentofthemarketforyourparticularproduct.Anddescribegrowthpotentialandopportunityforabusinessofyourtypeandsize.

CompetitiveAnalysis

Whatproductsandcompanieswillcompetewithyou?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.

Table

SEQTable\*ARABIC

1

:Competitiveanalysis

FACTOR

Me

Strength

Weakness

CompetitorA

CompetitorB

Importancetocustomer

Products

Price

Quality

Selection

Service

Reliability

Stability

Expertise

Companyreputation

Location

Appearance

Salesmethod

Creditpolicies

Advertising

Image

Now,writeashortparagraphstatingyourcompetitiveadvantagesanddisadvantages.

BusinessModel

Howwillyoudevelopyourcompany,throughallianceandco-developmentor…?

Listandexplainthemstepbystep.

CoreCompetence

Describeyourmostimportantcompanystrengthsandcorecompetencies.Whatfactorswillmakethecompanysucceed?Whatdoyouthinkyourmajorcompetitivestrengthswillbe?Whatbackgroundexperience,skills,andstrengthsdoyoupersonallybringtothisnewventure?

SWOTAnalysis

Strength:Cost,size,energysaving,eco-friendly,robustness,futuredevelopment…

Weakness:Immature,suppliers…

Opportunities:PoliticalOpportunities,marketopportunities,co-operationopportunities.

Threats:Competitors,IntellectProperty,supplierchain.

MarketingPlan

Nowoutlineamarketingstrategythatisconsistentwithyourniche.

Marketingstrategiesaccordingtothe4Ptheories,namelyProduct,Price,PromotionandPlace.(The5thP–PeopleisthewholereasonfortheservicesindustrytobedoingverywellORevenforimprovingtheserviceexperienceinaProductindustryisbecausetheyalltarget'People'.)

ProductStrategy

Listallofyourmajorproductsorservices.

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.

Pricing

Explainyourmethodormethodsofsettingprices.Formostsmallbusinesses,havingthelowestpriceisnotagoodpolicy.Itrobsyouofneededprofitmargin;customersmaynotcareasmuchaboutpriceasyouthink;andlargecompetitorscanunderpriceyouanyway.Usuallyyouwilldobettertohaveaveragepricesandcompeteonqualityandservice.

Doesyourpricingstrategyfitwithwhatwasrevealedinyourcompetitiveanalysis?

Compareyourpriceswiththoseofthecompetition.Aretheyhigher,lower,thesame?Why?

Howimportantispriceasacompetitivefactor?Doyourintendedcustomersreallymaketheirpurchasedecisionsmostlyonprice?

Whatwillbeyourcustomerserviceandcreditpolicies?

Promotion

Howwillyougetthewordouttocustomers?

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?

PromotionalBudget

Howmuchwillyouspendontheitemslistedabove?

Beforestartup?(Thesenumberswillgointoyourstartupbudget.)

Ongoing?(Thesenumberswillgointoyouroperatingplanbudget.)

ProposedLocation/Place

Probablyyoudonothaveapreciselocationpickedoutyet.Thisisthetimetothinkaboutwhatyouwantandneedinalocation.Manystartupsrunsuccessfullyfromhomeforawhile.

Youwilldescribeyourphysicalneedslater,intheOperationalPlansection.Here,analyzeyourlocationcriteriaastheywillaffectyourcustomers.

Isyourlocationimportanttoyourcustomers?Ifyes,how?

Ifcustomerscometoyourplaceofbusiness:

Isitconvenient?Parking?Interiorspaces?Notoutoftheway?

Isitconsistentwithyourimage?

Isitwhatcustomerswantandexpect?

Whereisthecompetitionlocated?Isitbetterforyoutobenearthem(likecardealersorfast-foodrestaurants)ordistant(likeconvenience-foodstores)?

DistributionChannels

Howdoyousellyourproductsorservices?

Retail,Direct(mailorder,Web,catalog),Wholesale,Yourownsalesforce,Agents,Independentrepresentatives,Bidoncontracts

SalesForecast

Nowthatyouhavedescribedyourproducts,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.

RealisticScenario

OptimisticScenario

PessimisticScenario

RiskAnalysisandManagement

TechnicalRisk

TechnologySafety

Safetyissueinvolvedinthetechnologyusedandproposedsolutions.

ProductQuality

Whatarethequalityissuesproposedsolutions

Delay

Whatdelaysarelikelytohappenatwhichstageandproposedsolutions.

CompetitionRisk

Whatarethecompetitionrisksfromexistingandnewcomersandproposedsolutions,suchasIPprotection,developmentofnewtechnologies.

Whatbarrierstoentrydoyoufaceinenteringthismarketwithyournewcompany?Sometypicalbarriersare:

Highcapitalcosts

Highproductioncosts

Highmarketingcosts

Consumeracceptanceandbrandrecognition

Trainingandskills

Uniquetechnologyandpatents

Unions

Shippingcosts

Tariffbarriersandquotas

Andofcourse,howwillyouovercomethebarriers?

Howcouldthefollowingaffectyourcompany?

Changeintechnology

Changeingovernmentregulations

Changeintheeconomy

Changeinyourindustry

ManagementofGrowth

Howwillthecompanymanageitsowngrowthandproblemsresulted.

MarketRisk

Marketrisks(suchascostfluctuation)andproposedsolutions.

FinancialPlan

Yourfinancialwillcomefromasalesforecastinwhichyouforecastsales,costofgoodssold,expenses,andprofitmonth-by-monthforoneyear.

Profitprojectionsshouldbeaccompaniedbyanarrativeexplainingthemajorassumptionsusedtoestimatecompanyincomeandexpenses.

ResearchNotes:Keepcarefulnotesonyourresearchandassumptions,sothatyoucanexplainthemlaterifnecessary,andalsosothatyoucangobacktoyoursourceswhenit’stimetoreviseyourplan.

Tablesandfiguresareencouraged.

SummaryofAssumptions

Listassumptionsmadeforfinancialprojection.(break-evencalculation)

Belowarethecosts,revenueandinvestmentsforthecashflow.

Revenue

DirectVariableCosts

FixedAssetInvestment

HumanResources

ServicesRenderedby3rdParty

InfrastructureandOperationalCosts

Marketing

Tax

Break-EvenPosition

Abreak-evenanalysispredictsthesalesvolume,atagivenprice,requiredtorecovertotalcosts.Inotherwords,it’sthesaleslevelthatisthedividinglinebetweenoperatingatalossandoperatingataprofit.

Expressedasaformula,break-evenis:

BreakevenSales=

FixedCosts

1-VariableCosts(%)

(Wherefixedcostsareexpressedindollars,butvariablecostsareexpressedasapercentoftotalsales.)

Projectedprofits

Manyhi-techbusinessownersthinkofthe5yearprofitandlossprojectionasthecenterpieceoftheirplan.Thisiswhereyouputitalltogetherinnumbersandgetan